More and more, the function of vehicles is determined by the intelligence of electronic controls. Consequently, the extent of software has increased strongly within the last years. The main differentiation between competitors is not longer done by different software based functionality only, but more and more by time-to-market criteria.To meet the enhanced development speed demands in conjunction with the complexity of systems and to improve the reliability at the same time, an efficient development process comes to the fore. Automated development processes and integrated development steps in the sense of concurrent engineering are neccessary.On the part of development tools, there are mainly two interesting approaches: classical Case-Tools, which are already established in some areas of the automotive industry, and tools for automated code generation, which are just at the threshold of being usable in automotive applications.To answer the question, whether these approaches are partners or rivals on the way to the future development process, it will be brought out, how their fields of use can (and need to!) be differentiated, giving both of them the possibility to display their specific advantages.Moreover, the impact on the development processes and structures is shown and appropriate processes are described on the basis of realized projects, leading to the central question, how this needs to be considered on the part of the project management.If integrated, automated and computer-aided development processes should really give benefits and not just be more overhead or even a hindrance to efficient work, the project management is challenged, to draw clear and proper decisions right from the start about the methods and tools to be used. Clear decisions in this context means, that the derived rules need to be concrete, intelligible and - usually the highest challenge - realizable in everyday's work.One of the conclusions is, that the typical concentration on specification of technical content within the early specification phase needs to be supplemented, or even replaced, by a subtly differentiated and project-specific selection and definition of development processes.This becomes absolutely essential, the more the development projects are heterogeneous, since elements of different development processes, which are to be merged in the end, might be needed in parallel.