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The release of the ISO 26262 in November 2011 was a major milestone for the safeguarding of safety-related systems that include one or more electrical and / or electronic (E/E) systems and that are installed in series production passenger cars. Although no specific requirements exist for a model-based software development process, ISO 26262 compiles general requirements and recommendations that need to be applied to model-based development. The second edition of the ISO 26262 has been distributed for review with a final publication scheduled for 2018. This revised edition not only integrates the experiences of the last few years but also extends the overall scope of safety-related systems. In order to determine the necessary adaptions for already existing software development processes, a detailed analysis of this revision is necessary. In this work, we focus on an analysis and the impact on model-based software development of safety-related systems.

Managing ISO 26262 software development projects is a challenging task. This paper discusses major challenges in managing safety-critical projects from a high-level perspective, i.e. from a manager's point of view. We address managers (directors) with full project responsibility including software and hardware teams. Rather than discussing how to fulfill (technical) requirements stated by the ISO standard, we highlight major challenges and tough decisions a manager has to face on her way from project start up to delivery of the safety case. We discuss important project management topics and best practices such as negotiation issues with the contractor (OEM), selection of the appropriate functional safety manager, general ISO 262626-related project management matters, as well as contractual issues with supplier such as development interface agreement. We discuss the topics on the basis of real-life experience we collected during several ISO 26262 management projects.