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Traditionally, large satellites are configured on the ground for specific tasks that cannot be changed after launch, even if market demands evolve.
I don't agree with that. When I worked for a major satellite manufacturer, the satellites would often launch with just basic capabilities and the final operational software would be uploaded once it was in orbit. That way, the software could continue to be developed while the satellite hardware was dealt with, decoupling the launch schedule from the software development schedule.
The whole point of a communication satellite that has a 15 to 20 year (or more) lifetime is that it can be configured as requirements change and as hardware fails on the satellite -- that was the part I was working on, testing different end-of-life failures of the high power amplifiers and being able to switch to spares -- one of many things that can be reconfigured once in orbit.
Can someone recommend a strategy for managing and development of projects that are Hardware & Software. Its just that AGILE doesn't seem to be applicable for hardware. The big thing is with agile is that it can change right up to delivery which is fine for software but not for hardware which is physical a change will require a re-spin of the board (unless you want to ship a board with tombstone resistors and bodge wires (or preserve us as I have done once a (small)BGA upside down with wires on the balls to pads)).
A guess would be kanban.
Kanban is what came out of the Japanese just in time production line system - given your example, if something changes regarding hardware then the processes that depend on that new hardware are going to have to wait until that hardware is ready.
Although my preferred development strategy for all projects is MUYBM (Make up your bloody mind! )
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