Finding the right software system Feature 1 | CFD AND HYDRODYNAMICS


Patrick Couser and Walter Bertrum presented, Aspects of Selecting the Appropriate CAD and CFD Soſtware Systems, at this year’s COMPIT conference. In this article the authors select the key notes from the paper.


fluid dynamics) systems play a fundamental role in allowing a company to achieve and maintain a competitive advantage. In this paper we discuss some key


I


aspects that should be considered when selecting such systems. Many of the recommendations are adapted from previous consulting experience and from guidelines relating to soſtware selection in the German automotive and mechanical industry, VDI (1990). Te term CAD will be used in a wide sense, including the broad spectrum of all modelling and simulation soſtware used in the design process. Even before selecting a CAD system, a


more fundamental decision needs to be made: whether the engineering task should be performed in-house or outsourced. Tis decision is perhaps more relevant to CFD/simulation analyses than to CAD. If these engineering tasks are undertaken infrequently, there can be large savings to be made by outsourcing. Tis is due to the high fixed costs of: hardware, soſtware, and especially training. However, if the computations are


frequent, considerable economies of scale can be achieved. A general rule of thumb is that: if the annual use of the soſtware is increased 10-fold, then the unit cost is reduced by 80%. Tis makes in-house CFD computations for occasional users far more expensive than buying the services from third parties who themselves can profit from these considerable economies of scale.


CFD software market overview The CFD software market is beginning to mature; the problems with early CFD soſtware can be attributed to the features typical of highly competitive, immature markets which can be summarised as follows:


28


n highly complex industries, such as modern shipbuilding, CAD (computer aided design) and CFD (computational


• Customer confusion due to contradicting statements from different software


• Poor product reliability and quality providers


• Hesitant customers waiting for the next (cheaper and better) release


• Lack of standards and compatibility


• High fixed costs and low turnover for the providers, leading to high investment


costs and insufficient development power.


Fortunately these problems have


been largely overcome. A consolidation process has reduced the number of serious suppliers to a point where stable conditions, benefiting the whole industry, appear feasible. However, there is always the opportunity for “new players” to arrive on the scene. This is particularly true of universities who can oſten, relatively cheaply, develop new products that reflect the latest research and are oſten superior to existing soſtware in terms of functionality. The high complexity of today’s


soſtware products and customer service requirements favour established soſtware development companies. We may see a trend similar to the aviation industry where, in the end, only a handful of companies have survived. In the long run, this should be beneficial


for the industry as a whole: fewer suppliers mean more customers per supplier, i.e. more development power and the burden of development costs shared by more shoulders. It also means that agreements on standards and data transfer between different products are easier to achieve.


Software selection process Te selection task can be broken down into two phases: preliminary analysis followed by assessment and decision. Te analysis and decisions can be facilitated by examining the smallest sensible areas of application. However, it is also worth considering the global view to ensure a


homogenous soſtware system that ensures the smoothest possible data transfer and workflow through the project lifecycle.


Preliminary analysis During the preliminary analysis, both internal and external aspects should be considered. Te external aspects consist of the state of the soſtware market and would include a survey of available software products. Internal aspects cover the company’s business strategy and product spectrum, both current and future. Human aspects should also be addressed: it is vital to include the end-users in the soſtware selection process; this will facilitate acceptance of the new soſtware. Internal: Where are we now and where


are we going?


• Where are we now? Analysis of internal aspects should serve to provide a profile


• Where do we want to go? The requirements for the CAD or simulation


of the desired CAD or simulation soſtware that is required to achieve the company’s strategic plan. A good starting point is a SWOT (Strengths, Weaknesses, Opportunities and Treats) analysis.


software system that are needed to achieve the company’s goals should be grouped in categories, using, for example, the MoSCoW system: M MUST have. S


SHOULD have if at all possible. C


COULD have if it does not affect anything else.


W WON’T have this time but WOULD like in the future.


External: Market Analysis A broad review of the software market should be made. A first impression of the market: the available products and their relative capabilities may be gained by visits to other users, technical brochures and websites, exhibitions, conferences, and external consultants. Obvious starting points are COMPIT (www.compit.info)


The Naval Architect July/August 2010


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80