Keywords
lifecycle management
MBSE
PLM
CAD/CAE
Digital Thread
Digital Twin
variant and configuration management
How to Cite
Abstract
Interdisciplinary collaboration in complex systems cannot be achieved through interfaces alone, but rather through the conscious merging of mindsets, models, and responsibilities. In projects where mechanics, electronics, software, and data driven approaches intertwine, the quality of this integration determines stability, efficiency, and innovative strength. This abstract outlines a practical framework with three interlinked levels: structures, tools and culture. Organizationally, resilient bridges are needed: cross departmental steering committees, jointly defined roles such as system architect or integrator, and governance that aligns decisions with the overall system rather than departmental logic. In terms of processes, adapted agile principles with short, integrated iterations, shared milestones and regular system demos in which mechanics, electronics and software become visible together have proven their worth. A shared ‘definition of done’, coordinated maturity models and systemic risk assessments create direction and commitment without unnecessary rigidity. Technically, open information models and shared data rooms are central: MBSE with SysML, parametric and associative CAD models, model based simulation chains and end to end digital thread concepts. Uniform versioning, clear binding rules and transparent change processes reduce discontinuities; open standards facilitate couplings between domains and tools. Where digital twins are linked to real world tests, early insights into interactions that would otherwise only become apparent at a late stage are gained. But the greatest leverage lies in culture. Trust, shared system responsibility and a common language prevent silos despite modern platforms. Targeted communication formats—design workshops, cross disciplinary reviews, glossaries and ‘Lunch and Learn’ sessions—build understanding; regular retrospectives and post mortems anchor learning as a routine. Leadership becomes moderation: it creates spaces where perspectives collide productively and translates between specialist logics. Case studies from industry and research show that the triad works: interdisciplinary centres with their own mandates, agile transformations with visible prototypes instead of paper milestones, and model based integration environments that link real and virtual artefacts reduce friction and accelerate decisions. When teams work together on system architectures early on, data flows remain consistent, responsibilities traceable and quality measurable. Conclusion: In complex systems, interdisciplinarity is not an option, but a necessity. Those who combine structures, methods and culture gain speed without flying blind, robustness without rigidity and innovation without chance. The decisive factor is an attitude that sees differences as a resource, lives integration as a daily practice and synchronises technical, organisational and social changes—from the initial concept to iterative prototyping to operation. This results in systems that remain sustainable, secure and connectable throughout their life cycle.
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