BFEM Ideas

https://medium.com/@effendy_59676/setup-your-own-privategpt-on-mac-c17d75bbdde3

Find the documents on the Conti Backup

https://bfemuniversity.com/BCS/B_PM/tm.php

https://bfemuniversity.com/BCS/B_MoneyM/makeapayment.php

https://bfemuniversity.com/test/Holding/display_holding.php

chart:

https://bfemuniversity.com/test/Holding/BFEM_Ticker.php

Update datapoints: 

https://bfemuniversity.com/test/Holding/BFEM_Holdings.php

inserted value:

https://bfemuniversity.com/test/Holding/auto_holdings.php

https://bfemuniversity.com/test/charts/temperature_chart.php

https://bfemuniversity.com/test/charts/BFEM.php

pickup from https://bfemuniversity.com/test/Holding/display_holding.php

and https://bfemuniversity.com/test/Holding/add_holding.php

MCU3_FARM_BDY​

Steven H

Cheng X.

Jonathan H.

MCU3

MCU3_FARM_BDY_BC​

Steven H

Cheng X.

Jonathan H.

Gouthami will take over BC builds after the 25% PAR, we also hired a new SWIL (assigned to TCAR 2.0)

MCU3

MCU3_FARM_EEM_EV​

Sumit S

Sue Z.

Jonathan H.

MCU3

MCU3_FARM_VMC_EEM_BC​

Steven H

Manohar K.

Jonathan H.

Gouthami will take over BC builds after the 25% PAR, we also hired a new SWIL (assigned to TCAR 2.0)

MCU3

MCU3_FARM_VMC_EV​

Steven H

Manohar K.

Jonathan H.

MCU2

ECU_MCU2_BE01 (BECM)

Sumit S

John J. & Gouthami K.

Bo X.

Gouthami will move to MCU3

MCU2

ECU_MCU2_TPIM_IM (DMC_R1)

Guru R

Namith K.

Jim S.

MCU1

ECU_MCU1_AGGE_CLSS (LF)

Renuka R

Tagore K.

David W.

In transition: Smaller build Tagore will handle the builds with NATS support.

MCU1

ECU_MCU1_AGGE_CLSFR (RC)

Renuka R

Tagore K.

David W.

In transition: Smaller build Tagore will handle the builds with NATS support.

MCU1

ECU_MCU1_SED_AUTH

Index:

A.       Objective

B.       Priorities Supported

C.      How this strategy inline with GM/Business Unit goals

D.      Assumptions

E. Major Milestones

1. Key Milestones & Timeline

• Resource Planning


• 2024 (Actions taken):




• SDV Leadership


• SWIL Training


• Automated Nightly Builds and demos


• MCU1, SE, and MCU3 Build Support


• SWIM organization

·       2025

o   MCU1 & SE Build Management

• MCU3 Build Management:

o   CoSIM builds

o   2025 Executive Build Initiatives

o   SWIM organization

2. Responsibilities & Escalation Management

3. Cadence MCU Builds & NATS Support

4. Automation Activities

5. SDV Swimlane Strategy & Complexity-Based Planning

6. Training & Development

7. Risk Management & Continuous Improvement

• Potential Risks


• Mitigation Strategies

F. Outcome:

A.       Objective:

Ensure VMECs smooth execution of the SDV strategy by efficiently leading SWIL resources, managing automated nightly builds, planning swimlanes, and transitioning build responsibilities for MCU3, MCU2 (SE) and MCU1 (MCU0 after May 2025) builds throughout executive initiatives, while eliminating inefficiencies in software branch management. Expand support and leadership to rest of the VMEC resources starting with CTE, CIE, NATS and SQA resources, define a overarching process and ensure quality of the final product: tested build.

B.       Priorities Supported:

SDV Build Factory Workload with a focus on SWIL resources (to be rolled out to other resources as well), SDV nightly builds, Executive Initiatives (30x30, Labor Day, NYE, Valentines Day, St. Patrick’s Day, 25% PAR, 50% PAR, 65%, 90%...), MCU1/0/SE SWIL transition, CI build improvement, vECU development

C.      How this strategy inline with GM/Business Unit goals:

Supporting the overall GM SDV strategy including high level PMO milestones which aims to be prepared for SDV vehicle launches (lead by L233 program) with all the tools and processes necessary ahead of the official production SDV builds.

Supporting different levels of CoSIM and bench testing with and without real HW.

D.      Assumptions:

MCU3 Architecture is new and demands its own core domain to tackle the challenges.

NA Engine domain transition and set up the MCU3 domain.

MCU2 (SE Devices), MCU1/0 will be lead by respective domains as part of the current SWIL structure:

ECU_MCU2_BE01 (BECM) - Battery Domain

ECU_MCU2_TPIM_IM (DMC_R1) - Electrification Domain

ECU_MCU1_AGGE_CLSS (LF) - Chassis Domain

ECU_MCU1_AGGE_CLSFR (RC) - Chassis Domain

ECU_MCU1_SED_AUTH - Chassis Domain

MCU2/1/0 architecture/build is identical to VIP builds.

All the SWIL resources are trained on both MCU3 and other SDV builds and new members will be trained on the same as well.

Work priorities will be identified by SWIMs and future resource needs will be provided with the SWIMLANE and complexity metrics.

SWILs will focus on DPLY, PA, ECU, vECU and BOOT builds for 25% PAR milestone.

Other build types will be planned separately and SWIL activities will be planned with NATS and SWIM support.

Automation will be covering DPLY and ECU build types with an option to investigate PA, vECU builds.

VIP work takes priority over this project when *PRTS and other show stoppers are present and resources are shared (i.e. MCU2/1/0 shared resources).

SDV domain is dedicated for MCU3 projects and may expand its support to other SDV builds when needed.

Escalation path follows the regular VMEC escalation path: SWIM/EGM/Director/Executive Director.

VMEC structure including SWIMs are established and build requests don’t directly come to the SWILs such as it is a common practice with other groups (i.e. Infrastructure). SWIM encapsulate the SWIL and CTE/CIE work and allows support groups to focus on the task at hand.

HW is provided by HW DREs and Infrastructure group when applicable. Respective benches are shared with Infrastructure groups till 50% PAR and then VMEC will have separate benches and HW to implement/execute APP development.

E.        Major Milestones:

1-       30x30 (5/30/2024)

Initial builds are provided, content and the builds required for this milestone revised to represent the entire SDV landscape while making it feasible to complete the work. Lessons learned performed, missing components like SWIM role to be established.

2-       Labor Day Push (9/6/2024)

Installed Steve H. as SWIM. All SDV builds with VMEC content delivered on time.

3-       NYE Push (1/3/2025)

EEM_EV and BECM is the focus for VMEC. VMEC builds delivered on time.

4-       Valentines’ Day Push (2/14/2025)

179.4p0 builds delivered to CoSIM

5-       St. Patrick’s Day Push (3/21/2025)

180.0p0 based ECU and CoSIM builds are delivered on time.

6-       April Fools’ Day Push (4/1/2025)

This initiative merged with 25% PAR support.

7-       25% PAR (4/25/2025)

Currently working on the MCU3 and MCU2 Builds that has VMEC content.

MCU3_FARM_BDY (Steven H. / Cheng X. / Jonathan H.)

MCU3_FARM_BDY_BC​ (Steven H. / Cheng X. / Jonathan H.)

MCU3_FARM_EEM_EV​ (Sumit S. / Sue Z. / Jonathan H.)

MCU3_FARM_VMC_EEM_BC​ (Steven H. / Manohar K. / Jonathan H.)

MCU3_FARM_VMC_EV​ (Steven H. / Manohar K. / Jonathan H.)

ECU_MCU2_BE01 (BECM) (Sumit S. / John J. & Gouthami K. / Bo X.)

ECU_MCU2_TPIM_IM (DMC_R1) (Guru R. / Namith K. / Jim S.)

ECU_MCU1_AGGE_CLSS (LF)  (Renuka R / Tagore K. / David W.)

ECU_MCU1_AGGE_CLSFR (RC) (Renuka R / Tagore K. / David W.)

ECU_MCU1_SED_AUTH (Renuka R / Tagore K. / David W.)

8-       50% PAR (8/29/2025)

TBD

1. Key Milestones & Timeline

• Resource Planning

Start with TS (David W.) and Engine Domain SWILs and add SWILs from other domains as needed:

• 2024 (Actions taken):




• SDV Leadership:




• SDV leadership is established after 30x30 initiative to ensure successful execution of SDV builds and consists of following team members:




• Jayden B. – SWIL EGM


• Steve H. – SWIM Leader


• David W. – SWIL TS


• Ryan B. – SWIL CM


• Jonathan H. – NATS – MCU3 responsible


• Jim S. – NATS – MCU1/SE responsible




• Leadership team meets bi-weekly on Wednesdays. Emergency meetings are scheduled asynchronously.


•  




• SWIL Training:




• Entire NA SWIL team is trained on the MCU3 builds.




• 90% of the builds are matching what we have now in VIP builds.


• COMR, Autoscheduler, ethernet and new SWIL configurations could be the pain points for SWILs moving forward.




• SDV leadership is working on these issues and debugging as needed.






• They are already familiar with MCU1 and SE devices.


• Ethernet and other new technologies are being learned by hands on experience.

• Automated Nightly Builds and demos:




• The NA team is already supporting automated nightly builds.


• Continue improving and streamlining the automated build processes, ensuring any issues are promptly addressed.


• Till Cadence 181 (August2025) SWILs will continue to support nightly builds at current levels. Dashboard data will be shared with upper management and any issues will be immediately followed up and escalated (after stable cadence builds are achieved).


• Sumit Shrestha - SWIM BECM/EEM/ EEM BC


• Gurudutt Rao - SWIM DMC


• Steve Hatch - SWIM all other projects.


• Jonathan Hyland (assigned to our team with 75% availability) took the responsibility of automating the builds.




• Currently ensuring the nightly builds are passing along with SWIMs help .

• MCU1, SE, and MCU3 Build Support:




• Head Count Planning:




• List of VMEC SDV builds are identified.




• To be reviewed quarterly.




• Complexity level is assigned to each build/swimlane throughout 2025.


• Resource need is established with SDV leadership input.




• Related projects (such as BDY, BDY_BC) are assigned to same




• 20% overhead is accounted for nightly build triage.


• Plan to be reviewed monthly and resources are further managed by priorities.  




• MCU1 and SE Builds:




• Gradually take over responsibility from NATS and Infrastructure groups to support MCU1 and SE builds throughout 2024, with a full transition by Q3 2025.




• MCU3 Builds:




• The newly established SDV domain will handle MCU3 builds. Coordination and proper handover between existing teams and the SDV domain is established as part of the transition.


• SDV domain members are approved by TS and SDV leadership.






• SWIM organization:




• Currently Steve H. is organizing the bulk of the SDV builds. A SWIM from Battery and another from Electrification domain is supporting him with a very limited capacity.




• Sumit Shrestha - SWIM BECM/EEM/ EEM BC


• Gurudutt Rao - SWIM DMC


• Steve Hatch - SWIM all other projects.

• 2025:




• MCU1 & SE Build Management:




• MCU1 and SE builds will be fully managed by their respective domains, ensuring a smooth transition.


• Transition started with Tagore getting trained by infrastructure team members (March 2025).


• Bench setup is being discussed with Steven S.




• MCU3 Build Management:




• SDV domain will be fully responsible for MCU3 builds by 2025, with all necessary swimlane support in place.




• CoSIM builds:




• After completing the DPLY builds, SWILs are expected to provide the CoSIM builds to the SIL team for pulling ahead the testing. As the validation proceeds the SWIL will be asked to provide the ECU build.

·       There are some road blocks here.

·       Most of them needs to be taken care by CoSIM team.

§  We are supporting CoSIM team on topics like linker updates weekly.

o   Nightly builds and demos:

·       It is expected that nightly build and demo support will continue during 2025.

o   2025 Executive Build Initiatives

·       NY Push (1/3/2025):

(EEM_EV and BECM is the focus for VMEC. VMEC builds delivered on time.)

§  Tagore to help BECM weekly sprints until Q2 2025 as we are not responsible till 2025.

§  Tagore/Bo to train to Ruomei in December 2024 for 2025 Support.

§  Namith to support Jim S. on DMC.

§  Transition will take place by Q3 of 2025.

§  ECU builds are being added to our plate as we need to support ITCG testing.

·       Valentines’ Day Push (2/14/2025)

(179.4p0 builds delivered to CoSIM)

·       St. Patrick’s Day Push (3/21/2025)

(180.0p0 based ECU and CoSIM builds are delivered on time.)

·       April Fools’ Day Push (4/1/2025)

(This initiative merged with 25% PAR support.)

·       25% PAR (4/25/2025)

(Currently working on the MCU3 and MCU2 Builds that has VMEC content.)

MCU3_FARM_BDY (Steven H. / Cheng X. / Jonathan H.)

MCU3_FARM_BDY_BC​ (Steven H. / Cheng X. / Jonathan H.)

MCU3_FARM_EEM_EV​ (Sumit S. / Sue Z. / Jonathan H.)

MCU3_FARM_VMC_EEM_BC​ (Steven H. / Manohar K. / Jonathan H.)

MCU3_FARM_VMC_EV​ (Steven H. / Manohar K. / Jonathan H.)

ECU_MCU2_BE01 (BECM) (Sumit S. / John J. & Gouthami K. / Bo X.)

ECU_MCU2_TPIM_IM (DMC_R1) (Guru R. / Namith K. / Jim S.)

ECU_MCU1_AGGE_CLSS (LF)  (Renuka R / Tagore K. / David W.)

ECU_MCU1_AGGE_CLSFR (RC) (Renuka R / Tagore K. / David W.)

ECU_MCU1_SED_AUTH (Renuka R / Tagore K. / David W.)

·       50% PAR (8/29/2025)

TBD

o   SWIM organization:

·       We expect to see a new SWIM organization supporting SDV work and create WTs for SWILs.

·       Current structure:

§  Sumit Shrestha - SWIM BECM/EEM/ EEM BC

§  Gurudutt Rao - SWIM DMC

§  Steve Hatch - SWIM all other projects.

·       Daily 8:00AM meetings with upper management ensures the work needs to be done coordinated through SWIMs properly.

·       Daily 12:00PM Status/Planning meeting is where we sync beyond VMEC groups.

·       Daily DSU meeting is held by SWIMs and supports the execution and prioritization.

2. Responsibilities & Escalation Management

·       Escalation path follows the regular VMEC escalation path: SWIM/EGM/Director/Executive Director.

• Upstream work that needs to be done before SWIL build:

Sprint Closure and APP and infrastructure SW release

BSW SW release

HWIO release

ARXML/ODX/MACT/MGAL release

COMR/NPCR CFG release

ENTR CFG

·       SWIL Builds

DPLY Build

ECU Build

·       Downstream work

Infra Cals Ready

CIE Smoke Test

ECU SW Build ID for JSON updates

TFRP Plan

TW3 Cosim Build

L3 Build

L4 Build

• SWIM Role:




• Steve H. will continue to plan SDV work and manage daily issues, following up in daily calls. Sumit Shrestha and Gurudutt Rao take on the SWIM responsibilities for the initial Battery and Electrification builds.


• Establish a process for identifying, tracking, and addressing high-priority issues during daily calls.




• Steve to inform Jayden after daily calls so that respective people can be made available and give a status update at 12:00PM meetings.






• Escalation Process:




• Jayden B. will continue to escalate any pressing issues to respective team members.




• The SDV team identifies the issue and the party causing the issue during daily status calls first thing in the morning.


• Steve H. informs Jayden and provides what needs to be done.


• Jayden follows up with the issue owner and escalates as necessary.




• Issue owner is brought in the 12:00PM call and provides an update.


• The team decides what is next for the issue and provides help as needed.

3. Cadence MCU Builds & NATS Support

• Cadence 177/178/179/180++ Builds:




• Continue supporting the Cadence MCU builds as the primary ongoing task.




• This is the highest priority for the SDV team.


• As needed basis we may bring in other SWILs or ask help from infrastructure team to meet the deadlines.




• SDV leadership team ensures documentation and best practices are in place to streamline these builds and avoid any potential blockers.




• Cadence Builds there on:




• Follow the workorder stated in Cadence 177 builds.

• NATS Support for SE and MCU1 Builds:




• Gradually transition SE and MCU1 builds from NATS to the NA SWIL team/domains by Q3 of 2025.


• Set up a phased approach for taking over these responsibilities, ensuring proper knowledge transfer and reducing dependency on external teams.




• Sergio A. started transitioning the BECM project and Namith K. is starting with the TPIM IM.




• Projects currently supported by other groups will be transitioned from respective owners by the end of Q3 2025 as well.




• Project transition will be handled by the MCU1/SE responsible (David W. / Jim S.).


• After the initial setup is in place the SWIL team will take over ensuring all the configurations are set up properly.

4. Automation Activities:

                  Nightly Automated run aims to build DPLY and ECU builds each time on selected cadence (18x.xp10) and after the run an email compiled and distributed to the subscribers.

                  Changes to the memory mapping, signals and other configurations are causing automation to fail and constantly followed up. By SWILs.

                  Jonathan H. assigned to the SWIL team with 75% capacity to lead the automation activities. Up until 25% Jonathan will try to understand the overall how parts getting together in the new SDV architecture and identify areas the automation could add value. Automation may start as partial automation and go towards a full system automation.

                  Pod promotion strategy where the components are breaking the builds are rejected will be implemented as part of the automation process yet the final product needs to include the scope elements and resulting build may not be accepted by the receiving stakeholders.

                  Following are the areas that needs to be change managed/coordinated to accomplish DPLY and ECU build automation.

PA and other types of builds are beyond the scope at this point.

5. SDV Swimlane Strategy & Complexity-Based Planning

• Headcount (HC) Planning:




• Headcount planning for 2024 and 2025 has been completed by assigning complexity levels to each SDV swimlane.


• Ensure that team allocations align with these complexity levels and that resources are utilized efficiently for swimlane support.




• SWILs from similar background/domain could be assigned to the respective MCU3 builds.


• Cohort build and respective BC build can be assigned to same person until the workload increases with additional builds on the same swimlane such as Boot builds.


• Experienced SWILs could take on most comprehensive build and have trial builds ahead of schedule as partial builds to sort of issues.






• Swimlane Strategy Definition:




• Ryan’s Work with SW Architects:




• Ryan is currently working with SW architects to define a broader swimlane strategy, aimed at eliminating unnecessary software branches in the future.


• SDV leadership to support Ryan and the SW architects in ensuring that swimlane definitions are clear, effective, and minimize redundant or extra branches.


• This strategy should help in simplifying build management and improving the overall efficiency of the SDV builds.


• Ryan is leading the new swimlane strategy discussions:

• Anil is being added to the list.




• OUTPUT is the new SDV architecture strategy and rules of engagement

6. Training & Development

• Training:




• Training for the SWIL team has already been completed.


• Ongoing training sessions are scheduled and hands on experience builds are being rolled out for any new team members who may require additional support, especially as new tools or processes are introduced.


• Limited bench setup is available for SWILs.




• Debugging needs need to be identified.


• Advanced Trace32 training may be required.  

7. Risk Management & Continuous Improvement

• Potential Risks:




• SWIL experience




• Mitigated – currently 7 level SWILs are assigned to the SDV domain. MCU1 and SE builds will be handled by respective domains under the supervision of DL.




• SDV leadership is also there to help.






• Delays in transition for MCU1, SE, or MCU3 builds.




• Accepted – Nightly builds are already covering most of the builds needs to be taken over.




• If there is any delays the team members will support available SDV builds or lend out to other domains to support any excess work.






• Early transition request for MCU1, SE, or MCU3 builds.




• Mitigated – SDV leadership will take on the builds and assign to relative SWILs earlier.




• Inconsistent handling of escalated issues or swimlane strategy inefficiencies.




• Mitigated – SDV leadership is handling these requests.




• MC1 to MCU0 transition




• Mitigated – SDV leadership is handling these requests.


• Cost cutting measures impacting the MCU1 projects.


• May 2025 MCU0 projects will replace MCU1 projects.


• By August 2025 empty APP MCU0 builds are needed by the suppliers.

• Mitigation Strategies:




• Regular Reviews: Conduct weekly or bi-weekly reviews to monitor the progress of transition timelines, especially for MCU1, SE, and MCU3 builds.




• Bi-weekly SDV leadership review meetings are in place.




• Escalation Tracking: Implement a formal tracking system for escalated issues, ensuring that any major blockers are promptly addressed.




• Daily 12:00PM calls are in place for following up with escalations.




• Daily escalations are supported by Jayden, Steve.






• Continuous Process Improvement: As swimlane strategies evolve, regularly review and refine them to minimize unnecessary branches and improve overall software development efficiency.




• SDV leadership is handing the continuous proves improvement. These improvements are rolled out by SWIL TS.

F.        Outcome:

By Q3 of 2025, the SDV strategy will be fully implemented, with smooth transitions of MCU1, SE, and MCU3 build responsibilities, optimized swimlane management, and reduced inefficiencies in software branch management. The NA team will continue supporting automated nightly builds, with resources aligned to handle complexity-based swimlanes effectively.

David's responsibility list

Soon we need to hire a new 7 level SWIL and then look for a TS

I would suggest we take a seat in the subway next time around before things are blocked.

By July we need to define DL role within the team.

John Joseph or Jeff Spengler could be good candidates.

• SWIL Tech Forum / Office hours / Global SWIL communications support




• David wants to keep it till we have the new TS




• MCU3 support for 3rd Party S/W Integration efforts




• Cheng and Jim S. already covering this.




• NVM Shift PRTS 2372945 on E01; need someone from GMNA to lead discussion / efforts for process improvements to TOOL's / detection mechanisms




• Rubu is looking into this




• SWIL Process DOC support; consolidation of DOC locations




• SWIL Leadership is owning this item






• Git EcoSystem Central / GitHub Central as primary source going forward)?   


• Need clear DOC ownership defined.   


• SWIL checklist needs to be revised; posted to Central website


• Track progress of SWIL 2 ECU Mapping V2 DOC in SWIL Wiki SharePointe


• Maintain updates to Global Converged SWIL Process as necessary




• Day-to-day SWIL Support; especially for Engine / Trans domains (KPIT / TCS / Dumarey) which have no GMNA integration resources assigned.




• Covered by SWIL Support Chat and escalations




• Support issue resolution / tool improvements /  new feature discussions for critical SWIL build tools (MDK / RSMT / COMR / Jenkins / GitHub / PAC-MAN)




• SWIL Leadership is owning this item




• BSW  (Mike W) support for"(OOPS-2986) Update build scripts (ex. split_all.pl) for new SECURE HIDDEN RAM Memory Type (as new "5th letter" character) h.c, and *_h.c, and Rte_hitf.c filenames will provide V-named objects"




• Rubu is looking into this




• Michelle Fabian concerns with signal mapping issues impacting P02 programs




• Covered by SWIL Support Chat and escalations

Priorities Supported:

KSI 8: Supplier

How this strategy inline with GM/Business Unit goals:

Supporting the overall GM SDV strategy which aims to be ready with the tools and processes ahead of the official SDV builds.

Third Party Software Integration Strategy

Objective:

Prepare for and streamline third-party software (TPSW) integration for SDV by exploring two models ("buy" and "borrow"), participating in ongoing workshops, and influencing future decisions to create an efficient integration process.

1. Current TPSW Models

Model 1: Buy

Definition:

In this model, we receive the source code for the third-party software and treat it as one of our internal software components.

• Key Action:

Integrate the third-party software into our build system, ensuring it aligns with our existing processes for handling internal components.

• Model 2: Borrow




• Definition:

In this model, we receive third-party software as a linkable library, interfacing with the already built component.

• Key Action:

Ensure seamless interaction with the pre-built third-party library by focusing on proper interfacing and compatibility with our software.

2. Workshop Participation and Continuous Engagement

• Weekly Third Party Workshops:

We are actively participating in weekly TPSW workshops led by Isha to stay informed about the latest developments in tools, processes, and validation mechanisms.

• Goal of Participation:

Stay engaged in the decision-making process and influence the creation of final tools and workflows to ensure they fit well with our SDV-specific requirements.

• Action Items:

Provide feedback on current validation mechanisms for both models.

Highlight any challenges or gaps identified from past integration efforts.

3. Scope of Strategy

• SDV Focus:




• This strategy applies strictly to SDV (Software Defined Vehicle) projects and will not be rolled out to current non-SDV projects.

• Action Item:




• Ensure the tools and processes developed for third-party software integration are tailored to SDV use cases, considering the complexities unique to these projects.

4. Reporting & Stakeholder Alignment

• Presentation to Management:




• We have already presented our initial findings and models to management, summarizing how the two Third Party SW Integration models ("buy" and "borrow") would function in our environment.

• Key Deliverable:




• Created a one-pager that outlines the integration process for both models to help management understand the scope and implications of each.

• Influence on Future Decisions:

• Goal:




• As tools and processes are refined, ensure our team is positioned to influence decisions that will shape the final integration workflows.

• Actions:




• Keep management and stakeholders updated with insights from workshops and development discussions.


• Advocate for efficiency and clarity in Third Party SW Integration practices that align with the team’s long-term goals.

5. Risk Management

• Potential Risks:




• Delayed Tool Development:




• There is a risk that the tools and processes for Third Party SW Integration might take longer than expected to finalize.




• Compatibility Issues:




• Third Party SW libraries or components may not integrate smoothly with our SDV architecture, leading to delays or technical challenges.

• Mitigation Strategies:




• Engage Early:




• By participating in workshops, raise concerns about tool readiness and compatibility during early stages.




• Testing & Validation:




• Implement a robust validation framework for both "buy" and "borrow" models to ensure that third-party components work seamlessly in our environment.




• Feedback Loop:




• Provide real-time feedback to tool developers, ensuring that key integration challenges are addressed before final decisions are made.

6. Long-Term Integration Goals

• Ready for Third Party SW Integration:




• By continuously participating in the workshops and aligning with evolving tools, we aim to be fully prepared for third-party software integration when the final processes are ready.




• Efficiency in Integration:




• Our ultimate goal is to streamline the integration process, reducing manual effort and ensuring that both "buy" and "borrow" models can be implemented efficiently in SDV projects.




• Adaptability for Future Projects:




• Ensure that the integration processes developed for SDV can be adapted for future projects, enabling scalability and repeatability in handling third-party software.

Outcome:

• By the end of 2024, we aim to have a clear and efficient process for integrating third-party software into SDV projects, fully aligned with the "buy" and "borrow" models. Our proactive engagement in workshops and collaboration with stakeholders will ensure that future decisions are in the best interest of our projects, reducing risks and streamlining Third Party SW Integration.

Updates:

Met with ICE leadership on 9/25/2024

They take over the PHEV

They left T96/E99/E88_90_9x with NA/TCS

ICE Transition Strategy

Priorities Supported:

ICE Transition, TCS Ramp Down

How this strategy inline with GM/Business Unit goals:

Outsourcing Engine and Transmission work to take on SDV

Objective:

Successfully transition all engine and transmission-related projects to Dumarey, TCS, and KPIT teams, ensuring no accountability remains with the NA team, while preparing for future PHEV-related work and addressing resource needs for critical projects.

1. Transition Timeline & Execution

• Early 2024:




• E94 Project Transition (January 2024):




• Initiated with the E94 project due to a maternity leave and completed transition activities by January 15, 2024.




• P02 and P02A Projects:




• Transitioned P02 and P02A from the NA team to Dumarey, following the planned schedule for each swimlane, with minimal support required by July 2024.




• T93 Project (July 2024):




• Transition of T93 project to TCS was completed by July 2024, with TCS managing the final transition activities.






• Mid-2024:




• Legacy Engine and Transmission Projects:




• Legacy engine and transmission projects were transitioned to KPIT by July shutdown. TCS led the transition activities, and all defined tasks were completed by this time.

2. Current Status & Future Planning

• September 2024 Leadership Meeting:




• Met with NA deployment leadership to report on completed transition activities.


• Highlighted the start of new PHEV initiatives and suggested shipping more projects to Dumarey and KPIT as these teams gained experience. Leadership welcomed the PHEV-related workload for Dumarey but pushed back on transitioning the E99 and E88 projects due to their criticality.




• Mapping Resource Needs (Late 2024-2026):




• Resource Requirements:




• Mapped out monthly resource needs until 2026, which identified:




• T96 Project: 0.5 resources needed; proposal to move to Dumarey as it aligns with the T93 project already transitioned.


• E99 & E88 Projects: 1 resource needed; proposal for KPIT to take over as it aligns with their portfolio, despite needing more support.

3. Resource Allocation & Support Structure

• Dumarey Team:




• The Dumarey team is well-equipped, handling requests with minimal support after the transition of projects like P02, P02A, E94, and T93.


• Plan to transition the T96 project to Dumarey, as it is similar to T93 and can be managed with half a resource.




• KPIT Team:




• KPIT has taken over legacy engine and transmission projects but requires additional support, especially for irregular build requests and complex tasks.


• Proposal to transition the E99 and E88 projects to KPIT, with 1 resource allocated to manage these tasks effectively.




• TCS Team:




• TCS managed the transition of T93 and legacy engine projects to KPIT, and their role in future transitions will be minimal as focus shifts to PHEV and other projects.

4. Stakeholder Engagement & Buy-In

• Stakeholder Meeting Outcomes:




• Management acknowledged the readiness of the Dumarey team to handle PHEV-related workloads but was cautious about transitioning the critical E99 and E88 projects.


• Worked closely with stakeholders to map out detailed resource needs and ensure the feasibility of transitioning these projects without jeopardizing their critical timelines.




• Proposal Submission:




• Sent an email outlining the proposed resource allocation for T96, E99, and E88 projects, emphasizing the capabilities of Dumarey and KPIT to handle them.


• Continued dialogue with leadership to ensure support for transitioning these projects while maintaining accountability for critical work.

5. Long-Term Transition Goals

• Finalizing ICE Transition:




• The ultimate goal is to ensure that the NA team has no accountability for engine and transmission projects by transitioning all remaining tasks to Dumarey, KPIT, or other appropriate teams.




• PHEV Workload:




• As Dumarey takes on more PHEV-related tasks, ensure that the transition of ICE projects does not hinder their capacity to handle new responsibilities.




• Accountability Shift:




• Shift all accountability for engine and transmission projects to Dumarey, TCS, and KPIT, ensuring the NA team can focus on higher-priority work moving forward.

6. Risk Management & Continuous Support

• Key Risks:




• Delays in transitioning critical projects like E99 and E88 may affect overall project timelines.


• Dumarey’s capacity to handle both ICE and PHEV work without compromising quality.




• Mitigation Strategies:




• Regular Review Meetings:




• Conduct regular status updates with Dumarey, KPIT, and TCS to monitor progress and address potential issues early.




• Support for KPIT:




• Provide additional training and resources for KPIT to manage irregular build requests and complex tasks more efficiently.




• Stakeholder Alignment:




• Maintain open communication with stakeholders to ensure continued buy-in and adjust plans as needed to manage resource constraints and project criticality.

Outcome:

By mid-2026, all ICE-related projects, including T96, E99, and E88, will be fully transitioned to Dumarey and KPIT, with the NA team relieved of engine and transmission project accountability. Dumarey will manage PHEV-related work with minimal oversight, while KPIT, with additional support, will manage critical and complex engine-related builds effectively.

Pull Ahead Rules of Engagement Strategy

Objective:

Effectively manage and reduce unnecessary pull ahead build requests by implementing a structured approval process, categorizing requests, and ensuring stakeholder awareness, leading to improved efficiency and focus on critical builds.

Priorities Supported:

PA Operations

How this strategy inline with GM/Business Unit goals:

Supporting less with less initiative by controlling/limiting the work intake.

1. Timeline & Rollout Phases

2023:

Rules of Engagement Creation:

Crafted rules for accepting pull ahead build requests.

Achieved stakeholder buy-in through XSWIM and Calibration committees.

2024:

Execution Phase:

Started executing the strategy with the Chassis domain (June 2024).

Expanded to Battery and Electrification domains by September 2024.

Ryan B.’s Role:

Ryan B. is responsible for executing the strategy and going through the approval process for each request.

2. Categorization of Pull Ahead Requests

• Simple vs. Complex Requests:

Simple Requests:

These can be approved with minimal investigation and do not require escalation.

Complex Requests:

Ryan investigates whether these requests are truly necessary or can be avoided.

Complex requests are further categorized as:

Stop and Iterate or Production Type Requests:

If the request is essential for immediate iteration or production, Ryan approves the request and records it.

Regular Cadence Builds:

If the request can be handled through regular cadence builds, it is escalated for further review.

3. Escalation Process for Complex Requests

• Escalation Guidelines:




• If Ryan determines that a complex request should be covered with regular cadence builds, he escalates it to the next level.






• Role of the Software Integration Manager (SWIM):




• During escalation, the SWIM/Or PA originator is expected to present the build request and convince leadership of its necessity.


• The SWIM/Or PA originator must justify why the build is needed outside of the regular cadence process, ensuring that only critical builds are approved.

4. Stakeholder Awareness & Engagement

• Awareness Development:




• As stakeholders become more familiar with the rules of engagement and the approval process, they are more cautious in submitting unnecessary pull ahead requests.


• This increased awareness has already contributed to an estimated 20% reduction in pull ahead builds.

• Continuous Education:




• Maintain ongoing communication and education for stakeholders, ensuring they fully understand the rules and expectations.


• Provide clear feedback when requests are rejected or escalated, fostering a deeper understanding of what qualifies as a necessary pull ahead request.

5. Key Performance Indicators (KPIs) & Impact

• Reduction in Pull Ahead Builds:




• Although direct measurement of avoided builds is difficult, the strategy has resulted in approximately a 20% reduction in pull ahead builds.

• Approval Process Efficiency:




• Track the time taken from the submission of a request to its approval or escalation.


• Aim to minimize delays while ensuring thorough evaluation of each request.

• Stakeholder Compliance:




• Monitor the frequency of pull ahead requests from each domain.


• Identify trends or recurring requests that may signal gaps in stakeholder understanding or issues in regular cadence build planning.

6. Risk Management & Continuous Improvement

• Potential Risks:




• Lack of clarity on what constitutes a simple or complex request. Accepted and direction is provided to all stakeholders.


• Escalations might delay necessary builds if leadership is not convinced in time.

• Mitigation Strategies:




• Clear Documentation:




• Ensure detailed documentation is available for categorizing requests, so that stakeholders and the SWIM understand when and why escalation is needed.

• Efficient Escalation Process:




• Implement regular escalation reviews to prevent unnecessary delays in approving critical builds.


• Tuesday - Build request meeting


• Friday - FMT


• Asynchronous requests

• Feedback Loop:




• After escalation decisions, provide feedback to stakeholders on why a build was approved, escalated, or denied, encouraging better requests in the future.

7. Long-Term Goals

• Further Build Reduction:




• Continue refining the process to achieve an even higher reduction in pull ahead builds over time.

• Integration with Regular Cadence:




• Work towards improving regular cadence builds to minimize the need for pull ahead requests, thus making the process more predictable and efficient.

• Enhanced Stakeholder Alignment:




• Through education and consistent communication, drive full alignment between development teams, stakeholders, and leadership on when pull ahead requests are truly necessary.

Outcome:

• By maintaining and refining this strategy, you aim to sustain a 20% reduction in unnecessary pull ahead builds while fostering a culture of accountability and careful planning among stakeholders, resulting in smoother and more efficient build management across domains.

Strategy for TCS Ramp-Down and Transition

Objective: Successfully transition TCS’s responsibilities and projects to KPIT, Dumarey, and internal teams while ramping down TCS by the end of the year, ensuring minimal disruption to ongoing projects.

Priorities Supported:

ICE transition, TCS ramp down

How this strategy inline with GM/Business Unit goals:

Offloading ICE projects to KPIT and Dumarey and dissolve TCS team.

Notes:

We managed to hire the names we were after for supporting our key strategies.

By end of Q2 2025, we will go from 8 TCS resources to 4 resources (1 per domain).

1. Transition Timeline & Milestones

• Q3 (Current Quarter):




• Finalize ICE transition with ICE Deployment Leadership. Ensure there is an agreement on T96, E99, E88_9x projects are assigned to Dumarey and KPIT teams.  


• Review meeting is scheduled for 9/24/2024.


• Executive order may be required for new contract house assignments (follow up with Lou/Ferid)


• Schedule workshops for TCS to train the respective domain teams (may be new team members/6 level members) on the projects they support (BS03, BS11, eBixx, sBixx) so that we utilize their experience.




• Q4:




• Hiring Plan:




• Aim to hire 3 new resources to support the local team. These new hires will help absorb the responsibilities and workload handled by TCS, while also integrating into the new project teams. Also ask for 3 TCS BCM resources as NA to assume SDV side of Chassis/Body/Lighting projects and they can take over the legacy chassis domain projects from NA.


• Allocate resources appropriately based on the complexity of the projects and team capacity.


• Onboarding and training sessions will be tailored to the projects new SWILs would be assigned. David W. and domain leaders to assign projects/domains depending on the capabilities of new SWILs and needs of the domains.




• Project Takeover:




• Begin knowledge transfer sessions for all TCS-accountable projects (E99, E88_9x, T96) to KPIT and Dumarey teams. Ensure a structured handover process for each project, including documentation, current progress, challenges, and future steps as TCS already did for similar projects namely T93 and E88. No NA team interaction is needed.




• In case this item cannot be transferred then new hired SWILs can be hired with the expectation of supporting ICE work to impact current SWILs minimally unless there is interest within the team, could be a promotional opportunity (one of the 6 level SWIL can take care of all these projects).

• Projects under KPIT and Dumarey must be fully transferred and operational without TCS by mid-Q4.




• In case this item cannot be transferred then we may need to ask TCS to keep up to 4 SWIL on board till the new responsibility within NA team is established (may be another quarter?).




• Projects (BS03, BS11, eBixx, sBixx) supported by TCS must be transitioned to the internal domain teams with minimal disruption by the end of Q4.

• We managed to hire the names we were after for supporting our key strategies.




• Ramp-Down:




• Gradual reduction in TCS responsibilities, with final ramp-down completed by the end of Q4.


• Inform impacted project management teams and ask them to come up with 90 day build request schedule to mitigate the risk.

2. Knowledge Transfer & Documentation

• Key Actions:




• Create detailed documentation for each project (E99, E88_9x, T96, BS03, BS11, eBixx, sBixx) covering:




• Current status, workflows, and pending tasks.


• Key contacts and dependencies.


• Build processes and configuration management.




• Arrange shadowing opportunities for KPIT, Dumarey, and internal teams to observe TCS operations to utilize this opportunity to audit KPIT, Dumarey work and utilize TCS resources till the final day.


• Schedule regular reviews and knowledge transfer checkpoints to ensure smooth transitions.

3. Build Process Simplification

• Current Status:




• TCS is providing fewer than 10 builds on average. This suggests that the TCS owned projects are on a slower cadence/stop and iterate/production.




• Plan:




• Analyze the build process and ensure that new teams (KPIT, Dumarey, and internal domain teams) are comfortable with the build management.


• Assign the project work to respective domains.




• Chassis work could be assigned to TCS BCM team.




• Otherwise to local Chassis Domain.




• T96 to Dumarey


• E99, E88_9x to KPIT.


• BS03,BS11 to Battery Domain.






• TCS is delivering about 10 builds with 8 resources, helping our infrastructure team with their cadenced builds, helping out Dumarey when they have voids, providing support on T96, E88_E90 and delivering assigned NA work.

4. Risk Mitigation

• Potential Risks:




• Delays in knowledge transfer may result in project slowdowns.




• Mitigated – TCS already transferred similar projects to KPIT (E88) and Dumarey (T93) earlier in the year.




• New hires might require time to get fully operational, creating temporary resource shortages.




• Accepted – Hiring is dependent on the company policies and we would be working with priorities till positions are filled.




• Lack of expertise in specific projects may cause issues in the transition.




• Accepted – complex requests will be guided by NA team.






• Mitigation Strategies:




• Regular project status updates and knowledge transfer reviews will be lead by TCS and reviewed with SWIL leadership on Friday sync meetings.


• Stagger the ramp-down of TCS resources, keeping key personnel until all transitions are complete.




• TCS has 4 SWILs with 3 years of experience and they are basically running the TCS projects.




• Hire experienced resources and, if possible, those familiar with TCS's current work to minimize training time.




• John Joseph – previous team member is interested in joining back to the team.


• Jay x – current new markets SWIL showed interest (may be blocked by his management)


• Could be a promotional opportunity for current team (may be Tagore K.)




• Then Tagore’s position could be filled with his wife as a promotional opportunity (6B->6A) if allowed.

5. Communication & Coordination

• Establish clear communication channels between KPIT, Dumarey, TCS, and internal teams.


• Assign project/domain leads responsible for overseeing the transition for each of the major projects.


• Weekly TCS sync meeting could be used to track progress, address challenges, and adjust timelines if necessary.

Outcome:

By the end of Q4, TCS will be fully ramped down, with KPIT, Dumarey, and internal domain teams effectively managing all previously TCS-supported projects, 3 TCS BCM resource is booked for chassis work and 3 new hires successfully integrated into the local team.

Strategy for PHEV Swimlane Support & Build Execution

Objective:

Ensure successful integration of new PHEV swimlanes and support structure for Battery, Electrification, Engine, and Transmission build requests by the end of 2024, with phased resource allocation and workload management.

Priorities Supported:

PHEV

How this strategy inline with GM/Business Unit goals:

Supports the overall PHEV strategy so that GM has enough EV credits.

1. Timeline & Key Milestones

• Q1 2025:




• SWIMLANE Finalization:




• Ryan B. to finalize the list of new PHEV swimlanes by Q4.


• This finalized swimlane list will include clear distinctions between responsibilities for Battery/Electrification (NA team) and Engine/Transmission (Dumarey team).




• In case Dumarey is not able to take over the ICE part then we need to restructure NA team.




• TCS Team can be utilized for additional P02/E94 and T93A swimlanes








• Build Preparation:




• NA team to start receiving and preparing for new Battery and Electrification build requests by November.




• Electrification domain already started providing builds.




• BlueNexus is cancelled.


• Supporting additional SWIMLANEs




• New supplier integration schemas are in talks (like blue Nexus)




• Dumarey team to prepare for taking over Engine and Transmission build requests, they may need to increase the team size or operate with prioritization depending on the request.






• Q2/Q3 2025:




• PHEV Swimlane Support Launch:




• Full support for all PHEV swimlanes operational by Q1 2025.


• Teams fully engaged in executing builds for their respective areas (Battery, Electrification, Engine, and Transmission).




• No Chassis Domain involvement is expected.

2. Resource Allocation Plan

• 2025:




• Current Staffing:




• One additional headcount will be allocated to manage extra workload by the end of 2024.




• HC moved to Battery domain due to urgent TCAR 2.0 need.




• This resource will focus on supporting the NA team's initial surge in Battery and Electrification build requests.


• We need to help manage the transition for the Dumarey team in Engine and Transmission areas to avoid conflicting requests and priorities.




• ICE SWIMs to lead this activity with their PHEV counterparts.


• SWIMs are being recruited by Michael Ross (new EGM for PHEV).






• Headcount Increase:




• By early 2025, the total headcount for the NA team will increase by one more, and by Q2 by 2 bringing the total extra resources to 3. This is to ensure full capacity for handling the anticipated volume of build requests in both teams.


•  Dumarey to asses the required work and make a recommendation which could be reviewed by NA team to make sure that the company is not wasting money on resources.




• P02 and E94 swimlanes are getting mature and this could be an opportunity for Dumarey to absorb the new work.


• Dumarey may transition some of the older P02 branches to KPIT.  




• Allocate resources effectively:




• NA Team: Focus on increasing capacity for Battery and Electrification builds.


• Dumarey Team: Allocate new resources/make room utilizing prioritization to support Engine and Transmission builds.

3. Build Request Execution

• March 2025:




• NA Team Focus:




• Begin executing the necessary Battery and Electrification builds starting in November, as the team starts receiving new requests.


• Ensure the build processes and timelines are clearly outlined and streamlined to handle anticipated increased workload.




• Ryan to plan out the necessary builds by swimlane.






• Dumarey Team Focus:




• Prepare for handling the Engine and Transmission build requests.




• Plan and communicate ahead of time




• SWIMs from PHEV Organization.


• Ryan B.






• Ensure the team is aligned with any new PHEV swimlane requirements to support efficient execution from Q1 2025.




• Deadlines/vehicle timings are clearly communicated.

4. Swimlane Definition & Process Documentation

• Ryan B. Finalization of Swimlanes (Q1 2025):




• Ensure Ryan B. provides a comprehensive list of all swimlanes, build calendar and clearly outlines responsibilities between the NA and Dumarey teams.


• Each swimlane should include:




• SWIM/SWIL main responsible


• Complexity by quarter




• Distribute finalized swimlane documentation to both teams by the end of Q4, ensuring readiness for Q1 execution.

5. Risk Mitigation & Contingency Planning

• Key Risks:




• Delays in finalizing swimlanes could disrupt build preparation and support timelines.




• Accepted - Still new swimlanes are emerging as of Q1 2025 and as new PHEV organization is established it will take some time to stabilize. We will support initial projects and apply lessons learned on new projects.




• The NA team might face bottlenecks handling new Battery and Electrification requests in the early transition phase.




• Mitigated - BF asked for additional HC for these activities.


• Accepted – New work will be handled by domains and prioritization may be required.




• Dumarey team may require additional support or knowledge to handle the new Engine and Transmission builds efficiently.




• Accepted - This concern will be brought up in the ICE transition review with Deployment leadership.






• Mitigation Strategies:




• Regular Checkpoints: Schedule bi-weekly meetings with DLs to track the finalization of swimlanes and the readiness of both teams to take on the new build responsibilities.


• Phased Resource Onboarding: Allocate the additional headcount in 2024 as early as possible to manage workloads and prevent burnout.

6. Communication & Coordination

• Communication Channels:




• Regular communication channels are already in place between Ryan B., NA team, and Dumarey team to ensure alignment. Kanban meetings and Build Request meetings would include PHEV work in question.


• Establish communication channels with new PHEV organization.




• May be the deployment EGM can attend the Wednesday Deployment sync meetings.

Outcome:

By Q2 2025, the NA and Dumarey teams will be fully operational in handling their respective PHEV swimlane build requests (Battery, Electrification, Engine, and Transmission), with a phased increase in headcount and well-defined processes for managing workloads. 

When the weather begins to get warmer, residents and businesses begin their seasonal landscaping projects. One of the most popular tasks is the laying of fresh mulch in garden beds, building borders, outdoor play areas, and decorative barriers and dividers. Mulch comes in many forms, from pine needles and grass or hay, to wood chips and shavings, to recycled, shredded rubber. Numerous independent tests conducted in the past several years have demonstrated that all types of mulch are flammable, though some burn more rapidly and fiercely than others. Across the country, thousands of mulch fires are reported to local fire departments every year, and discarded smoking materials account for nearly half of those fires.

In order to protect your homes and businesses, the following steps should be taken when planning for your seasonal mulch placement:

• Keep a minimum of 18 inches between any mulch bed and combustible building materials (such as siding, fences, and decking); this space can be filled with decorative gravel, pavers, or other non-flammable materials


• Mulch should be kept moist when possible, given weather conditions and water availability


• Dispose of smoking materials in a metal or other non-combustible container; extinguish all smoking materials in sand or water prior to disposal


• Use caution when burning in an outdoor fireplace or fire pit; hot embers or ashes can travel and ignite remote mulch beds


• Shredded rubber and shredded red cedar mulches are extremely flammable and should not be used within 30 feet of any building


• Large piles of mulch can spontaneously combust; monitor internal temperature if any large piles will be on your property for an extended period of time.

https://www.turfscapeohio.com/blog/prevent-common-mulch-fire

I need to update the ESP32 to cover following data:

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Create Mac Tutorial for running offline copy of BFEM University

Use the ideaSpark microcontroller to produce this project.

I have the image files are prepared and uploaded on the project folder.

Call https://bfemuniversity.com/test/ESP32/rStock.php?ticker= every minute

Use IdeaSpark screen to design and display screens and cycle through 

I want to paste ideas/code here and I want to pick it up at any computer.