Lamborghini Aventador

LaLamborghini Aventador – a jump of two generations

Electronic Platform Integration
1 March 2011. The world premiere of the new Lamborghini Aventador LP 700-4. A carbon-fibre monocoque chassis, a 6.5 litre engine, 515 kw (700 hp), engine speeds of up to 8,000 rpm, 0 to 100 km/h in 2.9 seconds. Stephan Winkelmann, President and CEO of Automobili Lamborghini S. p. A., unveiled the new model at the 2011 Geneva Motor Show, describing it as “a jump of two generations in terms of design and technology”. Bertrandt Ingolstadt was on board as a development partner to support the platform integration of the new supercar.

A little over two-and-a-half years ago, Lamborghini commissioned Bertrandt Ingolstadt with the “LB83x Electronic Platform Integration” project. Engine size? Acceleration figures? A jump of two generations? It was an exciting project, still at a high level of abstraction, with freshly sketched ideas and initial proposals for modifying the existing electronics architecture.

Scope of the project
Bertrandt engineers were given the support for integration and validation of 40 ECUs, including the electronic peripherals. Just under half of the control units were so-called “carryover parts”. At first, that may sound like a manageable amount of time and effort. But even for these parts, the modifications for a super sports car needed to be evaluated, carried out and then tested. About 30 percent of the ECUs required far-reaching modification. 20 percent were developed completely from scratch. The implementation period for the electronics was a challenging 26 months – a fairly standard development cycle in this vehicle segment.

Technical consulting
The first third of the project period focused on collecting, compressing and coordinating the technical framework conditions and the scope of the modifications required. In accordance with the idea of frontloading, it was important to support the concept development at an early stage. This enabled Bertrandt to provide rapid support for the customer in the evaluation of modification influences in functional implementation by providing reliability and risk analyses. In the further course of the project, so-called Delta performance specifications were generated. Focusing purely on the scope of the modifications required – including the necessary interface considerations – made it possible to comply with the tight schedule specified by the test management.

Test management
On the basis of the generated Delta performance specifications, the Bertrandt engineers developed the corresponding ECU test specifications. At the same time, the test strategy was also developed. The aim was to resolve issues such as

  • Which testing equipment is basically available at the customer or his system suppliers?
  • What test coverage is offered by the available equipment?
  • How can gaps be closed?
  • What testing depth does each ECU require?


Each of these questions has two dimensions. Firstly, the aim is to achieve optimum fulfilment of the technical requirements. Secondly, organisational and budgetary issues need to be resolved:

  • Which availability periods are appropriate for which software delivery?
  • What does a test cycle with the corresponding testing depth cost?


Finally, the project team generated a decision matrix that took both dimensions into consideration and which served as a decision-making basis for the customer.

Operative testing
While it was largely possible to use various, already available testing equipment for carryover parts and control units that required a deep modification intervention, the new control units required completely different solutions. Bertrandt was therefore asked to develop a modular, future-proof test stand and to carry out the networking tests required. The test stand was built within a period of 16 weeks and was designed for sequential testing. The networking tests were carried out on the basis of an operator model. Initialised by the integration project, this test stand now provides an additional testing facility for Audi.

External success factors
Since Bertrandt is deeply rooted in the customer’s development landscape, the team was able to install a special communication structure for the Aventador project, which it called the Bertrandt Expert Network. One of the advantages was that almost 80 employees were involved in the projectrelevant architecture. More than three quarters of all technical challenges were directly resolved by Bertrandt.

Internal success factors
The last Bertrandtmagazine already reported in detail on the comprehensive internal project management and process know-how, such as the project management toolbox or the web-based LOP system (LOP = list of all open points). In cooperation with Bertrandt Projektgesellschaft, Bertrandt Ingolstadt already established a suitable process framework in the initialisation phase. This enabled the team to concentrate very quickly on its core technical tasks. Supported by a project-internal Continuous Improvement Process (CIP) and Lessons Learned workshops on the various phase completions, the customer was presented with high process quality at all times.

Joint RASID forms the basis for follow-up project

Following on from the internal Lessons Learned, three workshops were carried out jointly with Lamborghini at the end of the project. The project team considered the different project phases with regard to technology transparency, communication and process structures. This workshop resulted in a so-called RASID (R=Responsible, A=Approval, S=Support, I=Information, D=Doing), a defined performance agreement for future cooperation between Lamborghini and development partners. On the basis of this RASID, Bertrandt was awarded another very interesting electronic integration project. The successful cooperation can be continued, and the mutual trust, the joint product and process understanding and the various success factors can be taken over into future project work.