In the E3 program, I experienced and accompanied the first ART launch. Today, E3 is becoming the central operating system for all cars in the VW Group. It connects processors and controllers in the car with the software, e.g., interfaces, engine control, vehicle safety, OTA updates, and more.

I joined after the go decision for SAFe. We prepared the ART launch in a LACE of six people and did it after ten weeks. The team included one SPCT and two SPCs, including me – so three externals. In the beginning, I accompanied iteration changes, helped the Scrum Masters, and worked with Devs and POs on the backlogs; here, it was a matter of formulating the new project in such a way that incremental work would become possible, contrary to the original (and imprecise) specifications. Gradually, I learned more topics: standardizing and improving CICD and the tooling, including the legal requirements (e.g., libraries). I had an intensive working relationship with the RTE, which is still in contact today. Together, we prepared I&A workshops and the PIPs, tested different formats, and improved system demos so that they took place in iteration cycles of three weeks.

In terms of methodology, I initially accompanied the System Architect (formerly the team leader of the architects), and through this, intensive contact with the product manager developed.

Through the close connection to PM and RTE, I have been involved in the considerations for the ART split. We carried out the first VSM-WS in 2018, performed five ART launches between Q4-2018 and Q2-2019, and set up the Large Solution with now six ARTs. The LS was also the program’s transition from Porsche to cSO (now CARIAD). I accompanied the new (old) Solution Manager and the now two STEs. With the former, for example, we planned the development of E3-1.x and -of course, with the participation of many PMs, POs, and Devs- operated the breakdown of Epics – Capabilities – Features; with the latter, we designed DoD and DoR and further developed them co-creatively with ARTs and teams. A key component was working on operating agreements and creating collaboration with external parties. I did a lot of 1:1 technical coaching and workshops.

In Q1-2020, I took on the role of interim STE after both STEs left the LS – and went back to Audi and Porsche. In the meantime, the LS had grown to 800 people and 8 ARTs that I was involved in launching. My intensity fluctuated but was never as intense as in those six months. In Q2-2020, I handed over my responsibilities to a newly hired STE and left the endeavor to learn new things.