Project report: automotive
Vehicle bus analysis platform
The assignment was less about development capacity than about technical leadership: modernise a mature platform and bring the team along.
- Industry
- Automotive, German premium manufacturer (via a partner company)
- System type
- Analysis platform for vehicle bus data
- AereA's role
- Project leadership, architecture modernisation, training
- Period
- over 4 years
Starting point
A C++ analysis platform for CAN, FlexRay and Ethernet data grown over years, whose evolution had stalled.
Approach
Architecture modernisation with accompanying agile transition and training for the existing development teams.
Result
Over 4 years of technical leadership for more than 7 developers - ending with a viable structure and a team that evolves it independently.
Results at a glance
- Over 4 years of technical project leadership in the modernisation programme
- More than 7 developers accompanied and trained through an agile transition
- Architecture modernisation of the mature C++ code base, prioritised by change frequency rather than by how the code looked
- Quality measurement via SonarQube as a fixed step in the Jenkins pipeline
- Training on architecture, Clean Code and test methodology as part of the assignment, not as an add-on
Starting point
Vehicle bus data from CAN, FlexRay and automotive Ethernet accumulates in large volumes during measurement. The central analysis platform for it had grown in C++ over years - functionally extensive, structurally hard to change.
The task
Less additional development capacity than technical leadership: modernise the architecture, evolve how the teams work, and connect both so that it holds after the engagement ends.
Approach
- Measure before rebuilding - static analysis via SonarQube in the Jenkins pipeline, review of dependency structure and change frequency.
- Prioritise by pain - modernisation started where most changes occurred, not where the code was ugliest.
- Agile transition - reshaping collaboration with product owners and business departments, shorter feedback cycles.
- Training - architecture, Clean Code and test methodology for the participating development teams.
Conclusion
The real measure of success in such programmes is not the amount of code written but whether the team carries on independently after the engagement ends. That is exactly why training is part of the assignment rather than an add-on.
Technologies
Frequently asked questions
Why did this run through a partner company?
Because access to manufacturers of that size usually runs through framework agreements. That does not change the substantive responsibility - project leadership and architecture work sat with us.
How do you modernise a mature C++ platform?
Not by rebuilding. Through measurement (static analysis, dependency structure), prioritisation by change frequency and stepwise replacement of the areas where most changes occur.
Contact
Your contact
Software architecture & technical project management