8636 English Compressed

DIGITAL TRANSFORMATION OF REQUIREMENTS IN THE INDUSTRY 4.
0: ORGANIZATION AND
CASE OF NAVAL PLATFORMS MANAGEMENT OF
ENTERPRISES
ARTICLE RESEARCH Alberto Cerezo-Narváez, Manuel Otero-Mateo, Francisco Rodríguez-Pecci, Knowledge
Andrés Pastor-Fernández Management
DIGITAL TRANSFORMATION OF REQUIREMENTS IN THE

INDUSTRY 4.0: CASE OF NAVAL PLATFORMS
1Alberto Cerezo-Narváez, 1Manuel Otero-Mateo, 2Francisco Rodríguez-Pecci, 1Andrés Pastor-Fernández
1Universityof Cadiz. School of Engineering. Department of Mechanical Engineering and Industrial Design. University of Cadiz
Avenue, 10 11519 Puerto Real, Cadiz. Phone: +34 956 483211. alberto.cerezo@uca.es
2Navantia. The Carraca Road, 11100 San Fernando, Cadiz. frodriguezp@navantia.es
Received: 31/Oct/2017-- Reviewed: 14/Nov/2017--Accepted: 9/Feb/2018--DOI: http://dx.doi.org/10.6036/8636
TRANSFORMACIÓN DIGITAL DE REQUISITOS EN LA INDUSTRIA

4.0: CASO DE PLATAFORMAS NAVALES
ABSTRACT: RESUMEN:
Complex projects need to face the challenges of the future, Los proyectos complejos necesitan afrontar los retos que les depara el
implementing solutions to improve the value chain and futuro, implementando soluciones para la mejora de la cadena de valor y
establish a differentiating competitive advantage in the establecimiento de una ventaja competitiva diferenciadora en el marco de
framework of the "fourth industrial revolution". Integration of la “cuarta revolución industrial”. La integración de tecnologías de la
information and communication technologies (ICT) in información y comunicación (TIC) en los procesos productivos,
production processes, incorporating innovative digital incorporando tecnologías digitales innovadoras, permite desarrollar en
technologies, allows to develop in organizations a vision that las organizaciones una visión que da cobertura a la implementación de
covers strategies implementation to achieve excellence. las estrategias necesarias para alcanzar la excelencia.
Thanks to the "Connected Industry 4.0" initiative, trying to Aprovechando la iniciativa de “Industria Conectada 4.0”, que persigue los
increase added value and qualified employment in industrial objetivos de incrementar el valor añadido y empleo cualificado en el
sectors, favour the future industry model and improve sector industrial, favorecer el modelo de industria del futuro y mejorar la
competitiveness to boost exports, Navantia, a Spanish public competitividad para impulsar las exportaciones, Navantia, sociedad
company dedicated to civil and military shipbuilding, pública española dedicada a la construcción naval civil y militar, promulga
promotes a digital transformation plan, which aims to un plan de transformación digital, que pretende consolidarse en torno al
consolidate it around the concept of "Shipyard 4.0", essential concepto de “Astillero 4.0”, imprescindible para su sostenibilidad. La
for its sustainability. Requirements digitization, automation, digitalización, automatización, explotación e integración de requisitos de
exploitation and integration of complex projects, as naval proyectos complejos como las plataformas navales, supone una “palanca
platforms, is a differential “lock lever” to make it possible and de cambio” diferencial que le posibilita situarse en ventaja ante las
place it at an advantage against current globalization and condiciones actuales de un mercado globalizado y le permite afrontar con
allows it to face with greater guarantees next milestones. mayores garantías los siguientes hitos.
Improvement of results in three Navantia complex projects of La mejora de resultados en tres proyectos complejos de plataformas
naval platforms (developed in the productive center of the San navales de Navantia (desarrollados en el centro productivo del astillero
Fernando shipyard), in terms of digital maturity is conclusive, de San Fernando), en términos de madurez digital es concluyente,
thanks to a requirements management model implementation, gracias a la implantación de un modelo para la gestión de requisitos,
exportable to other types of projects in the shipbuilding exportable a otro tipo de proyectos del sector naval y sectores
sector and industrial sectors, in the context of Industry 4.0. industriales, en el contexto de la Industria 4.0.
Keywords: Industry 4.0, requirements management, digital Palabras clave: Industria 4.0, gestión de requisitos, transformación
transformation, digitization, automation, naval platforms digital, digitalización, automatización, plataformas navales
1.-INTRODUCTION
In the 21st Century, industrial organizations are expanding their lines of business to offer maintenance, repair and check-
up services related to their products, as well as technical support, and are paying more and more attention to these
services [1]. Furthermore, they are striving to take advantage of the emerging technological capacities offered by cyber-
physical systems to design better products, improve the efficiency of their services and offer new value-added
processes.
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DIGITAL TRANSFORMATION OF REQUIREMENTS IN THE INDUSTRY 4.0: ORGANIZATION AND
ENTERPRISES
The main challenges that organizations are facing (globalization, advance of technology and economic imbalance), act
as driving forces in market transformation [2]. “Strategy 4.0” emphasizes the cooperation between Industry and
Science, bringing links between skills and knowledge closer together by means of the use of web services and
technologies, applicable in manufacturing to improve productivity and efficiency, thanks to self-managed processes in
which people, machines and systems communicate and cooperate [3]. Nevertheless, this digital transformation requires
overcoming finance limits and bringing about an awareness of the opportunity to improve the sustainable competitive
position that digital management of requirements represents and eliminate resistance to change [4].
The European Union (EU) is promoting the “Innovation Society” through initiatives included in the “EU2020” strategy
and the European Framework Programme for R+D+i “Horizon 2020”, with the aim of improving energy and climate,
education, employment and economic development [5]. For its part, Spain is focusing its technology development
policy on achieving industrial leadership from improvements in competitivity, advancement of knowledge and
improvements in social wellbeing [6].
1.1.-INDUSTRY 4.0
Faced with the paradigm of the classical production system, Industry 4.0 proposes a new model based on distributed
manufacturing, with technology being the key to facilitate this change [7]. In the smart factory, data is processed
effectively and efficiently, responding to the needs of the value chain, from the design of the product to the after-sales
service, with an emphasis on concurrent engineering, involving those interested in the lifecycle (LC) [8], responding to
their needs and expectations, optimizing costs, reducing deadlines, mitigating risks and ensuring requirements. Its
principles are concentrated in four blocks [9]: interconnection (collaboration, standardization and safety), transparency
of information, decentralized decision-making and technical support. In this new industrial context, organizations find
themselves in a constantly-changing race that depends on their capacity to recognize the requirements to serve specific
markets and adopt them with precision into their own structure [10].
In Spain, “Connected Industry 4.0” is launched as a coordinated joint initiative of the public-private sectors, the same as
in other countries of the EU [11] and of the Organization for Economic Cooperation and Development (OECD), as is
summarised in Table I:
Table I: Digital Transformation Initiatives. Image extracted from [11]
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ENTERPRISES
1.2.-THE SHIPBUILDING AND DEFENCE INDUSTRY

The shipbuilding industry is characterized by complex manufacturing processes, with a wide range of intervening
elements, low-volume serial production and results of a high added value [12]. Faced with intense competition and
unpredictable conditions, the sector is forced to restructure its long-term objectives [13], so that shipyards that show a
greater adaptation to the global market, implanting procedures that dynamize their corporative policies, reap better
results, adopting R+D+i philosophies and ICT tools and launching bold entrepreneurial initiatives to counteract
uncertainties using technology-driven practices that create an infrastructure and empowerment that prepares them for
the upcoming challenges [14].
The “Shipyard 4.0” concept, the processes and products of which are integrated to operate ecologically, efficiently and
flexibly, has an advantage over traditional systems, based on [15]:
• Vertical integration of the shipbuilding production processes (connectivity, additive manufacturing, internet of
things (IoT), radiofrequency, collaborative robotics, etc.), to guarantee production that is safe, fast and adapted
to the context, with a better price-performance ratio, operates online, consumes less energy and better protects
the environment
• Horizontal integration of value creation networks (cybersecurity, innovation, diversification, etc.), to attend to
the needs of the interested parties in an integrated way, responding individually to them
• Reengineering of the value chain (drones, 3D/4D printing, artificial intelligence (AI), virtual and/or augmented
reality (VR/AR), remote sensing networks, robotics, etc.), introducing changes that affect the LC
Among Industry 4.0’s main points of interest to the shipbuilding industry, are AI (pattern recognition, process
automation, simulation, etc.), compatibility systems and task reassignment (occupational health and safety, decision-
making, etc.), VR/AR, additive manufacturing and IoT, and more specifically, the automatic generation of timelines,
creation of mathematical analysis models and evaluation of production processes, integration of high-quality algorithms
in computer assisted design systems (CAD) and integration of product lifecycle management systems (PLM). In this
context, digital transformation of the shipbuilding industry optimizes production and operational efficiency, through the
review, analysis and integration of platform building, storing, interconnecting and organizing the information generated
by the sources involved [12,16].
In the defence industry, initiatives related to the R+D+i drive are redirected based on a greater presence of technology
elements, with a greater implication and a more dynamizing role of the organizations (civil and military) for the
promotion of knowledge in a dual system [17]. In Spain, the consolidation of a national model is a strategic objective
(modernizing the defence shipyards to increase the competitivity of platforms, reducing construction time and delivery),
to guarantee technological superiority that gives both an operational advantage in the use of armament systems, and a
competitive advantage to the industrial base supplying them [18]. Navantia is a worldwide reference point in the design,
construction and integration of warships, as they have the capacity to design, develop, produce, integrate and support
integrated platforms [14].
1.3.-REQUIREMENTS MANAGEMENT
In the context of Industry 4.0, requirements management is based on its traceability, reuse, visibility, prognostics and
personalization [19]. Furthermore, the participation of organizations, on a strategic and operational level, guarantees its
compliance, achieving commitment and acceptance [20]. Likewise, thanks to the incorporation of technology,
requirements management generates specifications that unequivocally describe its needs [21]. At the beginning of the
LC (from the design stage [22]), it provides benefits, involving the interested parties in the conceptual stages,
establishing a guide for its development and providing a benchmark for task control. However, the dynamic nature of
the requirements implies a huge challenge and for this reason, condition supervision and reconfiguration principles are
configured and implemented [23].
High level requirements (HLRs) are the basis of complex projects, given that their definition, maintenance and
traceability are of vital importance. Fig.1 shows their evolution, from “digital requirements” (registered manually) and
“automated requirements” (obtained automatically from communication and sensor networks), to “smart requirements”,
with organizations being able to anticipate new demands that may arise.
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ENTERPRISES
Digital Automated Smart

Requirements Requirements Requirements Design
Development
Digitalization Automation Exploitation Integration
Corporate Information
Fig.1: Automated integration of requirements in the value chain proposed by Industry 4.0
In the long term, the digitalization, automation, exploitation and integration of requirements helps to attain one of the
most important aspects in the context of Industry 4.0: “smart manufacturing” [24], applicable to those organizations
with a high level of interconnection and the capacity to manage large volumes of information. As can be seen in Fig.2,
as digital transformation happens the need to manage knowledge to integrate requirements and interested parties
increases [25], and it is therefore necessary to discover the needs of the final user (with no omissions) and reconstruct
inherited systems to explore new values, in case prior experience cannot be recuperated.
Value Mission-Objectives
Creation Organizational Alignment
Strategy
Execution Operational Architecture

Development ICT requirements Organizational Requirements
Operations Requirements
Requirements Integration
ICT Digital Transformation System
Projects Architecture
Feedback
Fig.2: The requirements management process. Adapted from [25]
Nevertheless, a series of tensions stemming from digital transformation must be pointed out, which can be mitigated
with the help of instruments that allow for exploitative and exploratory innovation [26]:
• Digitalization of value creation, the implications of which are still unforeseeable
• Generation of great expectation, with public perception greater than actual implantation
• Adoption into companies, both from top to bottom and bottom to top
• Significant impact on work organization and the qualifications necessary to carry it out
• Lack of good practice, due to non-transparent objectives and organizational obstacles
2.-OBJECTIVES
The main objective of this research is to analyse the importance of the digital transformation of requirements
(digitalization, automation, exploitation and integration) in complex project management and its application in the
context of Industry 4.0, discussing the results of its implantation in Navantia, extracting the main conclusions and
proposing future lines of action.
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ENTERPRISES
From the reference framework [27] in Fig.3, in which the relationship is established between, on one hand, competence
development and, on the other hand, digital enablers with organizational maturity, through the study of three special
cases, each one with a different degree of digital transformation, the results obtained from two different channels are
discussed below:
• Analysis of the organization’s digital maturity, using the Advanced Digital Self-Diagnosis Tool (HADA) [28],
provided by the Ministry of Economy, Industry and Competitivity (MINECO), comparing the results obtained
by Navantia with those already registered on the platform for other companies, both global nationally and for
those of the same size and/or industrial sector
Human Competence
Capital Development
Industry 4.0 Sustained

Maturity Success
Digital
Technology
Facilitation
• Contrasting the influence of the evolution of requirements management in the risk management of platforms,
in terms of probability and impact on scope and/or quality, the methodology of which is already being used in
Navantia, in accordance with the guidelines published in the international standard ISO 31.000 [29]. The aim
is to prove that the criticity of risks is reduced as requirements management is digitalized, automated, exploited
and integrated.
Fig.3: Research reference framework
3.-METHODOLOGY
The methodology used in this research is that of case studies, which does not separate the phenomenon from its context,
using a preliminary theoretical model to construct a theory and obtain a more complete explanatory model, and allows
the creation of new theoretical frameworks, testing their practical application, analysing in depth the complexity of the
phenomenon being studied and considering the points of view of all stakeholders [30].
The case studies are carried out in the San Fernando shipyard and involved three projects of a complex nature (due to
number of stakeholders, context, risk, relationships, high-level specialization and professional training, objectives and
documented procedures), on which applied research is carried out, analysing data from the theoretical construction
proposed.
4.-CASE STUDY
The correct selection of these cases allows exogenous variables to be controlled, the limits of the results obtained to be
defined, concepts to be refined, theoretical models to be developed and findings to be analysed in depth. The projects
selected, in spite of being at different stages of digital transformation, have a series of similar characteristics:
• Sector (Defence industry)
• Client (Spanish Navy)
• Site (design and construction in the San Fernando shipyard)
• Management (the same team of staff)
• Supply chain (supplier and subcontractor selection system)
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ENTERPRISES
In this context, the evolution of the digitalization, automation, exploitation and integration of requirements can be
studied by looking at the criticity of risks that have been identified, analysed, prioritized and responded to, both in scope
(undefinitions, omissions, etc.) and in quality (discrepancies with respect to agreements established and applicable
standards).
4.1.-PRESENTATION OF CASES
Case 1 (C1), with the lowest level of implementation, is the Combat Supply Ship (BAC) Cantabria A-15, a supply ship
the construction of which commenced in 2005 and which started service in 2010. Case 2 (C2) is two Maritime Action
Ships (BAM), Audaz and Feroz, patrol ships the construction of which started in 2014 and service in 2017. Case 3 (C3),
with the highest level of implementation, are twelve Marine Landing Craft (LCM), whose mission is to place the
landing force on the beach as quickly as possible, with their construction commencing in 2011 and which started service
between 2014 and 2015.
4.2.-INITIAL SITUATION
The shipbuilding industry is still a long way from implementing some of the proposals launched in other industrial
sectors. To bring the current model closer to the requirements of Industry 4.0, it is necessary to apply a series of tools
for manufacturing system analysis and diagnosis and for product simulation, and therefore collaborative lines of
research focusing on the integration of systems and production processes are designed [24], among which can be found
the digital transformation of requirements. In order to study the status prior to the implantation of the system, a SWOT
analysis is carried out, which can be seen in Table II, in which common elements appear, such as the need to manage
knowledge and reduce associated costs:
STRENGHTHS WEAKNESESS
• Portfolio of products with high added value • Lack of knowledge, skills and experience in the application of
• Methodology implementation for a sustainable manufacturing artificial intelligence
system with "zero defects" • Lack of awareness about the improvement opportunity that
• Achievement of "smart" products, with greater flexibility digital transformation of requirements implies to maintain a
(personalization of offers), responsiveness (reduction of terms), sustainable strategic position
efficiency (optimization of resources), quality, reliability and • Need for external financing
cost control • Laxity in technological surveillance and competitive intelligence
OPPORTUNITIES THREATS
• Improvement of the production process towards the • Potential exit from market conditions
achievement of "intelligent manufacturing in Industry 4.0", • Difficulty to find talent trained in the use of technologies for
acting on the value chain, fostering competitiveness, driving digital transformation and in the creation of artificial intelligence
technological development and promoting the necessary applications
technological innovation to allow digital transformation • Difficulty to close collaboration agreements with universities
• Improvement of market conditions to which the "Shipyard 4.0" and research centers
aims, establishing a competitive, differentiating and sustainable • Difficulty to have enough sources of financing in the medium
advantage to consolidate the business model and long term
Table II: SWOT analysis of digital transformation of requirements in the Navantia naval platforms
4.3.-SYSTEM MODELLING
To obtain the “Shipyard 4.0” status, Navantia needs to find manufacturing solutions that place them in a position to face
the global market, with an emphasis on the integration of ICTs into the organization and an increase in the capacity for
IT and connectivity by means of a greater use of its digital transformation capacity, improving the production chain.
The application of knowledge management techniques is a driving force, facilitating the value chain and productivity,
providing a smarter product that is better adapted, personalized and connected, and has a notable effect on cost control
and delivery time, factors with clear strategic repercussion [31]. In this field, AI systems have a great impact, based on
other programmes of a similar nature [32]:
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ENTERPRISES
• “Watson” by IBM®, that has developed an AI system able to respond to questions formulated in natural
language
• “DeepQA” by IBM®, based on the massive parallel processing of the “POWER 7” system and developed in
the languages JavaTM and C++, for the SUSE® LinuxTM operating system
Organizations that develop new products improve by fomenting knowledge management linked to the product’s VC
[33]. The integration of knowledge allows the time for data access, design and distribution to be shortened, errors to be
eliminated and communication between interested parties to be improved [34]. In Navantia, the transformation process
has started with the intrapreneurial action of digitalizing of the shipyards’ information in databases accessible to the
engineering centres, which provides a base for future projects to be built on [35].
4.4.- EVOLUTION OF THE IMPLANTATION
Digital transformation of requirements in Navantia is being carried out, starting from the initial situation, in the two
main stages laid out schematically in Fig.4:

Fig.4: Evolution of the implantation of the digital transformation of requirements
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ENTERPRISES
Stage 0: Semiautomatic requirements management (initial situation):

• Generation of documentation for requirements analysis, specification, development and control
• Exploitation of semiautomatic results, with human involvement
Stage 1: Automation of the use of requirements:
• Digitalization of information
• Development of a tool to apply automation criteria in the use of digital requirements, making a collection of
automated HLRs recommended by the tool available to the developers in the initial stages,
• Experience efficiently leveraged, as, from the beginning of development, there are requirements modules
recommended “ad hoc” by the tool, usable in DOORS®
• Automatic generation of requirements modules, exportable to DOORS®, a base for the adaptation of the
specific requirements selected by the tool
Stage 2: Smart design-development-integration (final situation):

• Exploitation of automated requirements, managed seamlessly, efficiently and flexibly
• Range of products adapted to the value chain from the start
• Scalability, as the tool gains knowledge, considering not only the HLRs, but also design requirements (DR)
and acceptance testing
5.-RESULTS
Results from stages 1 and 2 described above can be seen below.
5.1.- REQUIREMENTS AUTOMATION

As the transformation progresses and a certain amount of information is digitalized, an AI tool is developed to apply
automation criteria, making a collection of recommended automated HLRs available to the developers. With its
“standards of practice”, the tool decides and proposes the use/rejection of requirements, optimizing requests. In the
HLRs selection process, depending on the cataloguing carried out during digitalization, the tool generates
differentiating, common and specific modules. The requirements modules are exported to the tool, as a basis for the
elaboration, maintenance and management of their traceability, where they can be modified to adapt to the
specifications of each project. As this is an AI tool, its standards of practice, for decision-making, are not fixed but can
be updated according to experience.
5.2.-EXPLOITATION OF AUTOMATED REQUIREMENTS

The automated exploitation tool allows for the use of automated requirements, with their management being fully
integrated into the smart manufacturing processes, obtaining a range of products adapted to the "Shipyard 4.0" from
their origin, with value chain digitalization being extended to other stages of production and sustainable manufacturing
being attained, with “zero defects”.
6.-DISCUSSION
The digital maturity of Navantia is analysed below, according to the HADA and the evolution of the criticality of those
risks related to requirements, based on their digital transformation.
6.1.-DIGITAL MATURITY
The digital maturity model proposed by the MINECO, on which the results of the HADA are based, comes from an
analysis of five key dimensions [28]:
• Strategy and business model, assessing the capacity to adapt to the context
• Processes, analysing the digital capacities of the operational model
• Organization and people, identifying the capacities of the organization and its relationships with other
stakeholders
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ENTERPRISES
• Infrastructures
• Products and services, examining the incorporation of technology and its potential for digitalization
From the answers to the sixty-eight questions in the HADA self-assessment questionnaire, Navantia is given a level of
digital maturity with respect to the Industry 4.0 paradigm, as shown in Fig.5, providing information on key aspects,
according to dimension, of the areas that need to be worked on. Overall, based on the points obtained in the self-
assessment (carried out by a working group that was external and independent to this research), the organization is
situated at a level of maturity between “Dynamic” and “Referent”.
Both in comprehensive national benchmarking (compared to over six hundred Spanish companies registered) and
analysis based on company size and industrial sector, Navantia is seen to be way above the national average, standing
out especially in infrastructures and products/services. Whereas, the aspects in which it needs to improve are processes
and organization and people, precisely those outlined in Fig.3 as fundamental to increase maturity (competence
development, related to organization and people and digital enablement, related to processes). In this article one of
them, processes, is dealt with using the digital transformation of requirements.
0 National Average Navantia 100
Introduction Development Consolidation
Static Conscious Competent Dynamic Referent Leader
Maturity level evaluation Global Comparison of Maturity

100 Navantia Global Average
90 Business + Market
Strategy
80 100
90
70 80
70
60 60
50
50 40
Products + Services 30 Processes
40 20
10
30 0
20
10
0
Business + Market Processes Organization + Infrastructures Products +
Strategy People Services Infrastructures Organization + People
= Dimension Comparison of Maturity = Sector Comparison of Maturity
Navantia = Dimension Average Navantia = Sector Average
Business + Market Business + Market
Strategy Strategy
100 100
90 90
80 80
70 70
60 60
50 50
40 40
Products + Services 30 Processes Products + Services 30 Processes
20 20
10 10
0 0
Infrastructures Organization + People Infrastructures Organization + People
Fig.5: Navantia results in the HADA (22/05/2017)
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ENTERPRISES
The main strength is the “Shipyard 4.0” Initiative’s digital transformation plan, that includes:
• Creation of a formal multifunctional authority in the field of collaborative innovation, including those involved
in the industrial ecosystem, both suppliers and universities, technology centres and knowledge organisation
clusters
• Design of 3D/4D models, published digitally to be used in the value chain
• Implementation of cloud applications to integrate suppliers and exploit data (aimed at asset management and
maintenance), digital functionalities, communication tools between the supply chain and clients, physical and
virtual server infrastructures, robust investment valuation methodology, mathematical models aimed at the
value chain and relationships and collaboration, automated processes in header lines, high speed networks,
cyber-security services, 3D, CAD, ERP and PDM systems, and unifying solutions for central processes
• Interconnection and interoperation of products and services
Likewise, weaknesses that have been identified are the need to encourage a more innovative and entrepreneurial culture
(using collaboration ecosystems), digital training, implantation of data analysis tools (MES and MDC), information in
real time, implantation of digital solutions, integration of service functionality tools, improvements in the process
flexibility and traceability, “mass” personalization management, guidance in data availability and visibility,
sensorization and integration with other systems and the systematic use of hyperconnectivity and lessons learnt.
6.2.-RISK MANAGEMENT
Requirements capture is an iterative, incremental and diffuse process [36]. Organizational experience and the expertise
of personnel are two factors that directly affect effective management [37]. In the context of Industry 4.0, the
connection between people and systems has become a more complex and dynamic network, optimized in real time, in
which the increase in the volume of data and its availability brings new infrastructure and management requirements, in
turn involving new types of risks [38].
Requirements management allows risks, even from the initial stages, to be identified, assessed and backed up [21].
Table III shows the scales used to determine the probability and impact of those risks that have been defined, analysed
and dealt with, comparing them with the degree of implantation of the digital transformation of requirements, for each
risk:
• Probability (P), according to expected occurrence
• Impact (I), depending on the degree of compliance with statutory and agreed requirements
• Degree of digital maturity (GR), according to the degree of implantation of requirements management
Related to requirements management, the methodology implanted identifies, prioritizes and deals with a total of a
hundred risks (forty risks in cases C1-BAC and C2-BAM and twenty in case C3-LCM), shown in Table III and
classified according to criticality (probability times impact (PxI)) and degree of implantation of requirements
management (bearing in mind that only those having an impact on requirements are included (both in scope and in
quality) and omitting those that only affect cost and/or deadlines).
Once all the related risks have been presented, a structural equation is proposed to study the relationship between the
degree of digital transformation of requirements and, on one hand, the likelihood of occurrence, and, on the other hand,
the weighed impact, as shown in Table III. As well as guaranteeing the reliability and precision of the statistical tools
(based on the Chi-square goodness of fit test between degrees of freedom, Cronbach’s alpha and the global goodness of
fit index), strong inverse relationships can be appreciated: With a greater degree of implantation, there is a lower
probability and impact of the risks related to scope and/or quality of the projects. We must highlight the relationship
between digital transformation and probability, which can be explained by the reduction in uncertainty associated with
the requirement definition process.
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ENTERPRISES
Probability Very low Low Medium High Very high

Scale (1-5) 1 2 3 4 5
P (%) 0% - 20% 20% - 40% 40% - 60% 60% - 80% 80% - 100%
Impact Very low Low Medium High Very high
Scale (1-5) 1 2 3 4 5
Compliance with Small Deficiencies in Substable Deficiencies with Product Refusal by
I (Criteria) Requirements Secondary Deficiencies with Decline in Quality Agreed Quality
Required by Client Parameters Acceptable Changes (Viable Product) (Non-Acceptance)
Management Very low Low Medium High Very high
Scale (1-5) 1 2 3 4 5
RM (Stage) Digitalization Semi-automation Automation Exploitation Integration
Risks Very low Low Medium High Very high

C1 (40) 16 40,00% 12 30,00% 07 17,50% 01 02,50% 04 10,00%
PxI
C2 (40) 21 52,50% 16 40,00% 03 07,50% 00 00,00% 00 00,00%
(Criticity)
C3 (20) 13 65,00% 07 35,00% 00 00,00% 00 00,00% 00 00,00%
Management Very low Low Medium High Very high
C1 (40) 08 20,00% 26 65,00% 05 12,50% 01 02,50% 00 00,00%
RM C2 (40) 02 05,00% 09 22,50% 18 45,00% 10 25,00% 01 02,50%
C3 (20) 00 00,00% 01 05,00% 07 35,00% 09 45,00% 03 15,00%
Structural equation Case 1 Case 2 Case 3

Variables ẋ σ ẋ σ ẋ σ
e1 P I e2 P 3,675 0,888 2,950 0,815 2,150 0,875
I 2,075 1,228 1,650 0,662 1,600 0,883
RM 1,975 0,660 2,975 0,891 3,700 0,801
CMIN DF CMIN/GL GFI α RMSEA
e3
Indices 0,992 1 0,992 0,980 0,945 0,025
1-2-3 Cases
RM Causation
RM → P - 0,925
RM → I - 0,645
Table III: Management of risks related to requirements management in Navantia
7.-CONCLUSIONS
In the light of the results, the main conclusions that can be drawn are the following:
• Giving more importance to the digitalization, automation, exploitation and integration of requirements, using
the applications Windchill®, SAP®, DOORS® and the AI tool developed from Watson and DeepQA, allows for
improvements in production processes, focused on obtaining smart results, which in turn means improvements
in:
• Adaptation to the client’s needs (reliability, productivity, sustainability, etc.)
• Agility of response, by shortening deadlines
• Economy, by reducing costs
• Efficiency, by optimizing resources
• Flexibility, by enabling offers to be personalized
• Functionality, by making possible the creation of new business lines
• Digital transformation of requirements reduces the risks associated with complex projects, drastically reducing
the probability associated and mitigating impacts, with an inverse relationship of 92.5% and 64.5%,
respectively.
• In the context of Industry 4.0, requirements management in complex projects is exportable to other
shipbuilding projects and other industrial sectors thanks to the incorporation of digital enablers, as these
influence the central processes
Pag. 11 / 13
ENTERPRISES
Among the problems detected on implementing digital transformation of requirements in a 4.0 environment, are the
following difficulties and/or limitations:
• Acquisition of knowledge and expertise in the application of AI to requirements management, both internal
and in the field of academic research
• Closing collaboration agreements to guarantee the adaptation of the solutions proposed to the needs of the
organisation
• Using own resources for R+D+i knowledge management projects
As a future line of research, given the influence of human capital in Industry 4.0 [39-40] and the results obtained by
Navantia in the “organization and people” section of the HADA, the proposal is to develop a project management
competence plan that will allow workers to assume responsibilities, middle management to empower (the workers) and
top management to adapt roles (of middle management).
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DIGITAL TRANSFORMATION OF REQUIREMENTS IN THE INDUSTRY 4.

DIGITAL TRANSFORMATION OF REQUIREMENTS IN THE

Received: 31/Oct/2017-- Reviewed: 14/Nov/2017--Accepted: 9/Feb/2018--DOI: http://dx.doi.org/10.6036/8636

TRANSFORMACIÓN DIGITAL DE REQUISITOS EN LA INDUSTRIA

Table I: Digital Transformation Initiatives. Image extracted from [11]

1.2.-THE SHIPBUILDING AND DEFENCE INDUSTRY

Digital Automated Smart

Digitalization Automation Exploitation Integration

Execution Operational Architecture

Fig.2: The requirements management process. Adapted from [25]

Industry 4.0 Sustained

4.4.- EVOLUTION OF THE IMPLANTATION

main stages laid out schematically in Fig.4:

Stage 0: Semiautomatic requirements management (initial situation):

Stage 2: Smart design-development-integration (final situation):

5.1.- REQUIREMENTS AUTOMATION

5.2.-EXPLOITATION OF AUTOMATED REQUIREMENTS

0 National Average Navantia 100

Introduction Development Consolidation

Static Conscious Competent Dynamic Referent Leader

Maturity level evaluation Global Comparison of Maturity

Infrastructures Organization + People Infrastructures Organization + People

Fig.5: Navantia results in the HADA (22/05/2017)

Probability Very low Low Medium High Very high

Risks Very low Low Medium High Very high

Structural equation Case 1 Case 2 Case 3

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