Question: Sectors such as the automotive industry have been talking about MBSE for years. How far along are companies in implementing it?
Gräßler: The automotive industry is working at full speed to model these cause-and-effect relationships in a comprehensible and transparent way, because the increasing use of software and artificial intelligence means that they can no longer comprehensively test all possible driving situations. The more assistance functions are integrated, the more important it becomes to ensure quality, safety and security. Even for some of the carmakers, this is new territory. Many are still only just starting out as far as MBSE is concerned, but if they manage to convince their developers and implement the approach rigorously, they can gain a long-term competitive advantage.
Question: Is MBSE something that only the carmakers need to be thinking about, or is it also an issue for smaller companies?
Gräßler: It is an issue for all companies and quite a few industries. I’m sure that the carmakers will quickly put on pressure down the supply chain as soon as they have mastered MBSE, just as they demanded the introduction of the CMM L2 standard (capability maturity model) for software development a few years ago. Medical technology, where embedded software and artificial intelligence are used for treatment, also demands a high level of reliability, which we can only guarantee using a model-based approach such as this. Safety aspects are also relevant in the smart home sector, where smart home appliances are connected, for example if I want to switch on the oven while I am out of the house. I think MBSE is relevant for all companies in which the development of requirements and certification play a significant role.
Question: Have small and medium-sized companies already recognized this?
Gräßler: The survey we conducted as part of the ImPaKT project shows that SMEs work with the usual CAD systems and Office applications, and often also use an ERP system. Simulation tools and dedicated MBSE tools, on the other hand, are not very widespread among such companies and, above all, are not yet connected, so that they are not good at making cross-discipline relationships visible. There is a great deal to do here. But actually, it is necessary to take a step back. Not all SMEs are even aware of the fact that MBSE will become an important competitive factor.
Question: What do you think the biggest hurdles in implementing MBSE are?
Gräßler: On the one hand, undoubtedly abstract thinking or what I just called the higher mathematics of development. I have to model at the level of functions and operating principles without having a concrete component in hand. The more experienced a developer, the more entrenched they are in the solutions they are familiar with. The second hurdle is that the benefits of MBSE are difficult or impossible to quantify because, in theory, I would have to run one project with MBSE and one without. But nobody can afford to do that. The third hurdle is the lack of experts. There is a lack of specialists with the appropriate qualifications, because universities have only recently started to focus on MBSE. Here in Paderborn, we have been teaching the subject for some time, but that is not the case everywhere in Germany. Young people first have to be trained, and then they also have to be listened to by the old hands in the companies.
Question: Do the agile process models not also represent a hurdle? Some experts think they are at odds with the MBSE approach.
Gräßler: No, they complement each other just fine. How we model our data is one thing, and how we set ourselves up organizationally is quite another. I can do MBSE just as well with a traditional project organization as with an agile approach. With an agile project, we just have to give some thought up front to how we intend to build our data models for the increments, i.e. we need a superordinate structure at a high level into which we integrate the data models.