Services · Development
Complex development projects rarely fail on a single technical question. They fail on interfaces, decisions and evidence. We take the lead — and build alongside where that is what is needed.
Typical situation
„The project has three engineering disciplines, runs across several sites and has a completion date that nobody seriously believes in any more."
Hardware, software, test and suppliers work on the same thing — but from different baselines. Decisions get taken twice, or not at all, and nobody can say exactly what has already been verified and accepted.
Technical setbacks delay individual work packages, and interdependencies carry the delay onward. Project management works off whatever is burning hottest — firefighting instead of steering.
Individuals use assistants for code, specifications or analyses. What comes out of it is rarely reviewed systematically.
Services
Leadership from concept phase to release — including internationally distributed teams. Practised for years in semiconductor test development.
Product and test specification, system architecture, interface definition. The point everything later depends on — or does not.
Definition, specification and implementation: product features, test and analysis software, signal analysis, algorithms.
Where assistants genuinely help, where they create risk — and what review steps look like that do not eat up the time saved.
Introducing KEEL, our project-governance method: what was required, how it was reviewed and who released it stay findable together — without changing your release procedure.
Technical assessment of concepts, architectures and quotations — by someone who knows the questions from his own project work.
A short description is usually enough to see where the lever is. A first conversation is without obligation — by email or by phone.
