The Value of IBM Rational Solutions in a PLM System

© 2013 IBM Corporation
Accelerating Product and Service Innovation
The Value of IBM Rational Solutions in a
PLM System
Systems Engineering Seminar, Moscow
Kerim Cakmak, PhD
IBM Rational Systems Engineering Solution Specialist
IBM Software, Rational
3.10.14

IBM Confidential
Client Problem
1
10
100
1000
10000
1985 1990 1995 2000
Moore's Law
TV
VCR
Kbytes ROM
Software size
doubles every
18 - 24 months
1
10
100
1000
10000
1985 1990 1995 2000
Moore's Law
TV
VCR
Kbytes ROM
Software size
doubles every
18 - 24 months– Software Introduction stage
– Feature Expansion stage
– Mastering Complexity stage
– Complex Systems stage
Hardware-dominated industry
Software-dominated industry
Product development becoming more
complex, costly
Integration across disciplines is most
common problem
Need to reason about integrated ‘system’
before construction (find issues before actual
system integration)
Need more transparency on development
processes

What Customers are saying to us
Idea Manufacturing
Feasibility
Studies
Conceptual
Design
Product
Engineering
Virtual
Prototyping
Marketing/
Sales/
Distribution
End-of-Life
Pain Root Cause Solution
Errors introduced early impact many
downstream processes
All stakeholder requirements not taken
into consideration
Inability to systematically share
strategic design information with
outside integration partners and
across engineering disciplines
Lack of ability to handle complex
products
Low re-use of components
Too many product variants
Lack of uniform and integrated
decision-making processes
Inability to validate critical
decisions early
Inability to create holistic
stakeholder-specific system
views
Poor traceability between
requirements to analysis to
design to implementation
Lack of methodology to support
architecture-centric model-driven
system development
methodology
Lack of support for portfolio
rationalization
Lack of stable, secure, and
scalable intra- and inter-
enterprise IT infrastructure
ü Enterprise Integration Framework that
supports seamless holistic view of the
system
ü Methodology that is architecture-centric
and model-driven
ü Methodology that facilitates iterative
development with critical decision
support such as validation through
simulation and impact analysis
ü Language and tools to provide
stakeholder-specific views and
abstractions of the system
ü Enterprise Integration Framework that
facilitates maintaining traceability of
artifacts and evolutionary history of
traceability throughout the product
lifecycle
ü IT infrastructure that is stable, secure,
and scalable

IBM Confidential
Table of contents/Agenda
Technical and conceptual structure of using IBM Rational tools together with PLM/PDM
systems
Benefits of having and Risks of NOT having IBM Rational solutions in the PLM/PDM
systems
Use cases and practical examples of using IBM Rational tools together with PLM/PDM
systems
4
Source: If applicable, describe source origin (date, author, publication)

IBM Confidential
Technical and conceptual structure of using IBM Rational tools
together with PLM/PDM systems
5

IBM Confidential6
Product development is complex, especially for mechanical or electronic
devices
Multiple engineering disciplines intersect (mechanical, electronic, software, etc.
Introduction to PLM (Product Lifecycle Management)
PLM: the process of managing the entire lifecycle of a product from its
conception, through design and manufacture, to service and disposal
Wikipedia

IBM Confidential7
PLM has focused on managing the tasks and data relative to
designing and manufacturing physical products
3-D mechanical CAD design Analysis and simulation
Bill of Materials (BoM) and release management

IBM Confidential8
Industries that embrace PLM
More recently, process-oriented industries such as
consumer goods, chemicals & petroleum, retail &
apparel
Aerospace & Defense
Automotive
Electronics (inc. Medical Devices)

IBM Confidential9 IBM material
Initiatives for SMARTER products and services are constrained by a
legacy of less smart operational support and adaptability
Many players and organisations
Many parallel projects, initiatives
Many ways of using existing information
Many ways of working – official and “unofficial”
Many people need and consume information
Many people own specific or critical data as SMEs
Many applications and tools
Multiple copies of data
Many home made “work arounds”
Organisations &
People
Daily way of working
IT Apps
Data
Deliveries
Many gaps, conflicts and confusions

Real world enterprise setting…………….a major Systems customer
MUSD

IBM heard from customers that the following are critical for a
durable and flexible solution
Open for extensions
Able to modify/upgrade
Able to extend workflows and information coverage
Can build own presentation (views) and adopt information types
Supports existing tools
Adaptable to organisational change
Integration toolkits needed
Scalable architecture
…
..
.

IBM Confidential
Meta-Model
Relationship
Mgmt.
.
Mediation
Common
Services
Process Orchestration and Control
Field
Maintenanc
e
Wiring
Enginee
r
Req’ts
Enginee
r
Engineering
Manager
Systems
Enginee
r
Roles
Applications
Assets
Softwar
e
Supplier
Hardwar
e
Engineer
Assets Assets AssetsAssetsAssetsAssetsAssets Assets
Role Based
View
of Project Data
Project Metrics
and KPI’s
IBM Offers Complementary Solution to Product Development

IBM Confidential
Process ControlMediation
Digital
Mfg.
Planning
PDM
Data
Managemen
t
Mechanical
Authoring
Data
Managemen
t
Electrical
Authoring
Data
Managemen
t
Analysis &
Simulation
ERP
Enovia
TeamCente
r
Windchill
MSC
Altair
Delmia
TC Mfg
PolyPlan
SAP
QAD
Baan
Maximo
TC
MRO
Rhapsod
y
RSx
DOORS
DOORS NG
Focal
Point
“Tara”
MRO
Enovia
TeamCenter
Windchill
Oracle Agile
SAP PLM
Architecture
Portfolio
Reqmts Architecture
Repository
Software
Repository
Portfolio
Planning Reqmts
Mgmt
Services
Change Mgmt.
Configuration
MDSE Traceability
Meta-Model
Relationship Mgmt.
Built on VIPER
XML database
.
Mentor
Cadence
Zuken
RTC / RQM /
RELM
Enabling Real-Time Cross-Domain Product Development

IBM Confidential
Managing the System Definition Process & Relationships Across Related
Components Which are Distributed Across Different Applications
Move Window Seal
Open/Close
Mechanical Part
: Landing Gear
MFG Assembly:
Landing Gear Assembly
Wiring
Relationships
Lwr Drag Strut Seal
Functional Flow Model/Object Diagram
Requirements
Architecture
Component
Lwr Drag Strut
MoveDownMoveUp
Electronic
Control
Unit
C-Source
Code
Use Cases
Sensor

IBM Confidential
Extending PLM Context Through the Service/Maintenance Lifecycle
Design/Develop
1-10 years
Service/Maintain
5-50 years
Move Window Seal
Open/Close
Move Window Seal
Open/Close
Mechanical Part : Window
Mechanical Part : Door in white
(sheet metal frame)
Mechanical Part : Window Track Rails
Engineering
Synchronization
Object
Engineering
Synchronization
Object
Move Window Seal
Move Window SealMove Window Seal
Requirements
Requirements
Architecture
Component
Move Window
MoveDownMoveUp
Move Window
MoveDownMoveUp
Control
Unit
C-Source
Code
Control
Unit
C-Source
Code
Use Cases
Use Cases
Move Window Seal
Open/Close
Move Window Seal
Open/Close
Mechanical Part : Window
Mechanical Part : Door in white
(sheet metal frame)
Mechanical Part : Window Track Rails
Engineering
Synchronization
Object
Engineering
Synchronization
Object
Move Window Seal
Move Window SealMove Window Seal
Requirements
Requirements
Architecture
Component
Move Window
MoveDownMoveUp
Move Window
MoveDownMoveUp
Control
Unit
C-Source
Code
Control
Unit
C-Source
Code
Use Cases
Use Cases
PLM Info
Stds based
Warehous
e
Standards base for Data Model and Services Interface

IBM Confidential16
Continuous engineering is about game-changing capabilities
Continuous engineering is an enterprise capability that speeds delivery of increasingly sophisticated and
connected products by enabling businesses to derive and apply insight, while managing cost, quality and risk.
Unlocking
Engineering Knowledge
“Turn Insight
into Outcomes”
Continuous
Verification
“Measure twice,
cut once”
Strategic
Reuse
“Don’t reinvent
the wheel”
Continuous Engineering
PLM integration focus

IBM Confidential
ALM-RM-PD/PLM integration points
Change Management
Requirements
Management
Product Structure
e.g. Co-ordinating a product
change e.g. new market
requirements, safety regulation
change, defect fixes.
e.g. Enabling requirements
decomposition across
multiple systems
e.g. Allowing organization of
lifecycle artifacts and traceability
between different views of the
product
OPEN AND EXTENSIBLE !OPEN AND EXTENSIBLE !

IBM Confidential
Primary Resource Types and Relationships
• Change requests and requirements exist in both ALM and PLM systems
• Product/component/capability definitions exist in ALM System (RELM)
• Material and Part instances exist in PLM system
• Product/component/capability definitions in RELM and Material and Part instances
in PLM share a common abstract representation (OSLC PD)

IBM Confidential19
Integration adapter strategy
Build an adapter to a non-native OSLC tool to transform data, convert API calls, and provide a Web UI, so
we can connect the non-native OSLC tool to OSLC enabled tools
OSLC CM &
TRS 　　　　
Adapter
OSLC CM
Tool Specific
API
Data Transformation
(internal storage to RDF)
Conversion of API
Calls
Preview UI
Show a user in-context
information when the user's
mouse hovers over the link.
Selection UI
Allow a user to pick a
resource that is managed by
an OSLC Service
searchChgReq*
Results
116
168
ChgReq-3
ChgReq-4
000168-
ChgReq-4
creator=John
description= …..
204 ChgReq-5
ChgReq-1
PLM System
(Non-OSLC Tool)
RTC
OSLC
RELM
OSLC TRS
LQE
Data Publication
(via TRS spec for
indexing)
Tracked Resource
Set
+ Change Log
Linked data
Association of CM resources

IBM Confidential
Benefits of having IBM Rational solutions
And
Risks of NOT having IBM Rational solutions
in the PLM/PDM systems
20

IBM Confidential
Benefits: Do not increase the complexity
Effective Compliance management and change management with impact analysis and
safety assessments
Early defect identification / defect avoidance
Reusability
Decreasing the level of complexity (or at least not adding more complexity from
development environment)
Integrating teams to work together.
21

IBM Confidential
IBM Rational DOORS supports safety analysis and risk
management
Example:EmergencyManagement.
Example:SafetyandHeath
Example:SafeguardsandSecurity
Solutionallowsthecustomermanagingrequirementsacross~20differentareas
Captureandlinkindocumentationandprocedures

IBM Confidential23

IBM Confidential24 02/14/13
Hazard analysis & FMEAs to identify risks

IBM Confidential25 IBM Confidential
The “V in V” process - early and continuous feedback in early systems
design phases for early defect identification and avoidance
ProductDevelopmentProcess
Systems Engineering
Virtual Multi-Disciplined Engineering
Requirements
Capture & Analysis
implementation
Implementation
& Unit Testing
Deliver and Deploy
System Validation
and Acceptance
Deploy and Monitor
Physical Multi-Disciplined Engineering
System
Acceptance
Systems
Analysis & Design
Detail
Design
Virtual Module
Integration & Test
Virtual System
Integration Testing
Virtual Analysis
IntegrationSimulation
Optimization
Module
Integration & Test
(Sub-)System
Integration Testing
verificatio
n
verificatio
n

IBM Confidential
Why start with Requirements Management?
Managing documents and drawing is not managing requirements
26
Method Completeness Defect Rate
Dynamic Modeling 97% 0.10
Quality Functional
Deployment
96% 0.25
Requirements Inspections 95% 0.10
Use Cases 80% 0.80
Energy Legacy
Applications
70% 0.20
Prototyping 62% 0.55
Information Requirements
Gathering
57% 1.00
Normal Text Documents 50% 1.10
Method Completeness Defect Rate
Dynamic Modeling 97% 0.10
Quality Functional
Deployment
96% 0.25
Requirements Inspections 95% 0.10
Use Cases 80% 0.80
Energy Legacy
Applications
70% 0.20
Prototyping 62% 0.55
Information Requirements
Gathering
57% 1.00
Normal Text Documents 50% 1.10
Rational’s
solution brings
substantial
improvements in
completeness
and defect
reduction
Standard
procedure today
The text- and document-centric approaches to managing requirements
prevalent today introduce risk and rework into a project.
Source: Requirements Methods (Capers 2010)
What if you missed a commitment buried in a 200-page document that
related to safety and caused an accident or slowed permitting?
What if a supplier missed the latest change in a design specification?
Relying on text documents introduces
mistakes into the process: reduces quality,
increases rework and cost

IBM Confidential
The more you verify safety related requirements the less risk you get
Product/system
oriented Project
requirements
Hazop/
review
observations
Approve
d
deviation
/ NCR`s
Client instructions or
supplementary
requirements
Conceptual
phase
Part
Product
phase
Assembly
phase
Commis
sioning
phase
Installation
phase
System
Definition
phase
0
2000
4000
6000
8000
10000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Project Month
TechnicalRequirementsGraneProject
Project Requirements
Verified
Risk level
Risk reduction
curve
Level of verified requirements

IBM Confidential
Reusability: Thinking in Product Lines: Platforms, Reuse and
Features
Core Platform design
may come first, or may
be derived from
products
Create core assets,
organized in
components
Derive products from
core assets and
architecture
Create a feature
variability model for
the platform
Map features to
products
Derive component
configurations from
feature selection
Core Platform
(common components
and artifacts)
Product A
Product BRequirement
Design
Implementation
Test
Requirement
Design
Implementation
Test
Requirement
Design
Implementation
Test
Requirement
Design
Implementation
Test
C
1
C
2
Platform Design / Reuse / Harvest
Cycle
A
A1
A1.
1
A1.
2
A2
A
2
.
1
Fe
atu
re
Su
b-
Fe
atu
re
Op
tio
n

IBM Confidential
The Complexity in a Work Environment
Rqmts
Model
System
Model
Behavioral
Model
Finite
Element
Model
Program
Model
Embedded
SW Model
Part / BOM
Model
It is a difficult challenge to use
information across disciplines
when all of the information
resides in different systems.
How do you implement a good
process for the system design
efforts?
How do you do traceability?
How do you perform impact
analysis?
Each system knows what it
uses from another system, but
cannot easily perform
traceability and impact
analysis across the different
disciplines.
How can you understand the
complete system definition for
a specific configuration?

IBM Confidential
Artifacts traceability and
Relationship Management
Systems and Requirements Engineering
Artifacts in EDM systems
Team & Authoring Env.
Systems and Requirements Engineering
Artifacts in EDM systems
Portfolio Management and Marketing
Artifacts exchanged as
documents
Portfolio Management and Marketing
Artifacts exchanged as
documents
Software Engineering
Artifacts in SCM
& EDM systems
Software Engineering
Artifacts in SCM
& EDM systems
Mechanical and Electrical Engineering
Artifacts in PDM systems
Mechanical and Electrical Engineering
Artifacts in PDM systems
PLM Data and Process Management A PLM Relationship Hub
A1 Lifecycle
A2 Lifecycle
An Lifecycle
A1 Lifecycle
A2 Lifecycle
An Lifecycle
A1 Lifecycle
A2 Lifecycle
An Lifecycle
A1 Lifecycle
A2 Lifecycle
An Lifecycle
Each discipline continues to own its artifacts,
processes, authoring environments and lifecycle
management systems.
The roots of the inter-disciplinary traceability are the
system-level, inter-disciplinary processes – the de-
facto driver of the product development process.
The value of this traceability comes from the
knowledge of which artifacts are required to execute
any given such process.
Track the traceability between system-level cross-
disciplinary artifacts and the artifacts required to
execute them, as they evolve through their individual
lifecycle.
The central “spider” does not own any of the
discipline specific artifacts
Manage Relationships in Configured Context across the distributed application environment
•Customer defines and owns their data relationships
•Data stays in source systems
•Services to create, manage, and act on these relationships

IBM Confidential
Integrating teams to work together
31

IBM Confidential32
Rational Solution enables domain views of associations and status
to be assembled to drive cohesion and collaboration
Enterprise
resources models documents
artefacts issues deliveries
Sample
views by
Program
Process
Product
Organisation
s
ECs
…
..
Components
Variants
Versions
…
..
.
Provides the new
enterprise
resource index, query
and view
presentation to provide
wholly new views
of the typically
opaque and
complex
engineering
Information
Sample
perspectives
shown
Purchas
e
Order
Requirement
Test Plan
Test ResultFulfilment Customer
request
Products Master
Produc
t
Produc
t
Catalo
g
Planne
d
ProductEng
BOM
ref
SW
releas
e
Manf
BOM
Changes Product
Change
Request
SW Change
Note
Sys Change
Note
Elec Change
Note
Supplier
Change
Note
Projects &
Initiatives
Projec
tProgra
m
Projec
t
Campaig
n
Initiativ
e

IBM Confidential
Use cases and practical examples of using IBM Rational tools
together with PLM/PDM systems
33

IBM Confidential
Rational Engineering Lifecycle Manager
Visualize Analyze Organize
Cross domain views and
navigation
Query, reporting, and
impact analysis
Product, system and
component definition
Key ALM/PLM integration points
Change Management
Requirements
Management
Product Structure
e.g. Co-ordinating a product
change e.g. new market
requirements, safety regulation
change, defect fixes.
e.g. Enabling requirements
decomposition across
multiple systems
e.g. Allowing organization of
lifecycle artifacts and traceability
between different views of the
product
Phase 1Phase 1
Co-ordinateCo-ordinate
work acrosswork across
ALM and PLMALM and PLM

IBM Confidential
• I want to link an ALM change request and a PLM change
request
• Associate a PLM Change Request to update the Flight Director
tactile interface with an ALM Change Request to implement the
relevant software changes
• Parent/Child relationship
• Associate a PLM Change Request to move flap sensor
locations with an ALM change request to retune the sensor
fusion algorithms
• Blocking relationship
• I want to link an ALM requirement and a PLM change
request
• Associate a PLM change request for hardware housing with
ALM requirements for adding Onboard Airport Navigation
System (OANS)
• I want to link an ALM product definition and a PLM
change request
• Associate a PLM Change Request to use an alternate Forward
Looking Terrain Avoidance (FLTA) sensor (smaller, cheaper,
better etc.) with an ALM product definition for a different sensor
software component
ALM PLM
CM CM
ALM PLM
RM CM
ALM PLM
PD CM
Phase #1 – Scenarios and examplesPhase #1 – Scenarios and examples

IBM Confidential
PLM System
Synchronization
of changes
Hardware and
electronics
Software
Development
Change
Suppliers
Customers
Integrated Change Management
Synchronize Changes No Matter Where They Are Initiated
Change
Change
Change
Software Change
Management
Software
Configuration
Management
Requirements
Management

IBM Confidential
Aircraft Field
Maintenance
Engineering
Manager
Requirements
Engineer
Systems
Engineer
Hardware
Engineer
Wiring
Engineer
Software
Supplier
Example Scenario
Hand off of task
from ESB to JAZZ
Rational Change
Management Tool
(Change/RTC)
Hand off of task to
JAZZ 　 Rational
Change
Management Tool
(Change/RTC)
Problem
Report (ECR)
from Onsite
Service
Analyze
Problem
Create tasks
for Analyzing
Req and
Model
Initiate ECOs
in appropriate
systems
Analyze and
update req
and models
Change
Sensor
Update
Schematics,
Signal list
Change SW
and Send
Binary
Change
Binary to
BOM
Update and
validate data
Update
sBOM and
close ECR

IBM Confidential
•I want to link an ALM requirement and a PLM requirement
•Associate an ALM requirement for range of visibility for TAWS
object detection with a PLM requirement for angle of sensor
mounting
•I want to link an ALM change request and a PLM
requirement
•Associate an ALM Change Request to increase the width of
forward Terrain Avoidance Warning System (TAWS) sensing
with the PLM Requirements for sensor mounting orientation
•I want to link an ALM product definition and a PLM
requirement
•TBD – lack of driving scenario from customers
ALM PLM
RM RM
ALM PLM
CM RM
ALM PLM
PD RM

IBM Confidential
Enterprise Integrated Systems Engineering Overview
Solution Attributes
• Dependencies and Relationships
defined from requirements down to
related artifacts in each system.
• Connectivity of related systems
provided through SOA based integration
architecture.
• Configuration control and tracability
between systems provided as common
SOA services .
Req’ts Management
System Modeling
Mechanical Design Electrical Design Embedded SW Design
• Capture Requirements
• Link Requirements to the system model
• Refine model, simulate and verify architecture.
• Allocate functional architectural components to
mechanical, electrical, and ESW dev. domains.
• Provide change management and traceability
from requirements to all system artifacts.
Decompose architectural components until they
are allocatable to unique development domains
(mechanical, electrical, and ESW)

IBM Confidential
•I want to link an ALM product definition and a PLM
part/material in a BoM
•Associate a PLM master product node for a TAWS sensor with an ALM
product definition for the sensor
•I want to link an ALM change request and a PLM
part/material in a BoM
•Associate an ALM Change Request for improved error detection for the
Runway Overrun Protection System (ROPS) sensors through a
change to the electrical signal characteristics and the inclusion of a
different part number (sensor with new interface) in the PLM BOM
•I want to link an ALM requirement and a PLM part/material
in a BoM
•TBD – lack of driving scenario from customers
ALM PLM
PD PD
ALM PLM
CM PD
ALM PLM
RM PD

IBM Confidential41
Example of use: Coverage analysis from a customer project with
IBM Research
Diagram Relationships from Design
Manager
BoM from PDM
Filtered links between Design Manager & Product Data
Management

www.ibm.com/software/rational

© Copyright IBM Corporation 2013. All rights reserved.
The information contained in these materials is provided for
informational purposes only, and is provided AS IS without
warranty of any kind, express or implied. IBM shall not be
responsible for any damages arising out of the use of, or
otherwise related to, these materials. Nothing contained in
these materials is intended to, nor shall have the effect of,
creating any warranties or representations from IBM or its
suppliers or licensors, or altering the terms and conditions of
the applicable license agreement governing the use of IBM
software. References in these materials to IBM products,
programs, or services do not imply that they will be available
in all countries in which IBM operates. Product release dates
and/or capabilities referenced in these materials may change
at any time at IBM’s sole discretion based on market
opportunities or other factors, and are not intended to be a
commitment to future product or feature availability in any
way. IBM, the IBM logo, Rational, the Rational logo, and
other IBM products and services are trademarks of the
International Business Machines Corporation, in the United
States, other countries or both. Other company, product, or
service names may be trademarks or service marks of others.
www.ibm.com/software/rational

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