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SEI´S Software Product Line Tenets
Linda M. NorthropSoftware Engineering InstituteIEEE Software July/August 2002
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What is a Product Line?
“ A set of software-intensive systems that share a common, managed feature set satisfying a particular market segment´s specific needs or mission and that are developed from a common set of core assets in a prescribed way”.
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Core Assets
• Basis for the software product line– Architeture– Reusable Components– Domain Models– Requirements– Schedules– Budgets– Test plans– Process descriptions– And more
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Essential Product line activities
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Management
• Technical management: core assets development and product development activities
• Organizational management: a funding model that ensures core asset evolution & orchestrates the technical activities and iterations between core asset development and product development.
• Important! PRODUCT LINE MANAGER
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Software product line practice areas
• A practice area is a body of work or a collection of activities.
• Defines activities that are smaller and more tractable than a broad imperative such as “Develop core assets.”
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Software Engineering practice areas
• Architecture Definition• Architecture Evaluation• Component Development• COTS Utilization• Mining Existing Assets• Requirements Engineering• Software System Integration• Testing• Understanding Relevant Domains
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Technical management practice areas
• Configuration Management• Data Collection, Metrics, and Tracking• Make/Buy/Mine/Commission Analysis• Process Definition• Scoping• Technical Planning• Technical Risk Management• Tool Support
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Organizational management practice areas
• Building a Business Case• Customer Interface Management• Developing an Acquisition Strategy• Funding• Launching and Institutionalizing• Market Analysis• Operations• Organizational Planning• Organizational Risk Management• Structuring the Organization• Technology Forecasting• Training
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Product line practice patterns
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Lessons learned defining the approach
• Product line business practices cannot be affected without explicit management commitment and involvement.
• Organization size doesn’t matter.• Reuse has a bad reputation in many
organizations owing to the failure of earlier small-grained reuse initiatives.
• Organizations often want an evaluation of their product line efforts.
• Process discipline is critical.
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The Economic Impact of Product Line Adoption and
EvolutionKlaus Schmid, Fraunhofer IESEMartin Verlage, Market Maker
Software AG
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Big Bang approach X
Incremental approach
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Product Line line investment curves
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Situations for adopting PLE
• Independent: from scratch• Project-Integrating• Reengineering-driven: Legacy
systems, nontrivial effort• Leveraged: a new product line
based on a existent one
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IndependentAdoption
•Technical feasibility studies•Detailed market analysis•Control overall uncertainty
Project-integrationadoption
Key components are sucessively generalized into reusable components
When is impossible to derive new Products from available systems
Reengineering-driven adoption
Leveraged adoption Address a new market segment with lowcosts and few risks. Must perform risk and technical analysis
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Product line evolution
• Infrastrucuture-based evolution: new requirements lead to generalization for PL infrastructure.
• Branch-and-unite: new version branch for a new variant and reunifies with the infrastructure after product release.
• Bulk: larger branching (avoid!)
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Product line planning techniques
Product portfolio scoping: Which products shall be part of the product line?
Domain-based scoping: Which technical areas (domains) provide good opportunities for PL reuse?
Reuse infrastructure scoping: Which functionalities should the reuse infrastrucutre support?
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Product Line TenetsEconomic Impact
Essential Product line activitiesProduct Line line investment curves
Product Line evolutionPractice Areas
Situations for adopting PLE
Product Line PlanningPractice Areas Patterns