Making the leap to a software platform strategy: Issues and challenges

Ghanam, Yaser; Maurer, Frank; Abrahamsson, Pekka

doi:10.1016/j.infsof.2012.03.005

Cited by 30 publications

(27 citation statements)

References 34 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The transition to SPL has increasingly become a noticeable trend in the industry and literature is available on success stories of transition towards SPL [14]. The literature review shows that extensive research is being conducted in almost all major industries belonging to wide variety of domains, such as consumer electronics, telecommunications, and avionics to information technology, on SPL adaptation.…”

Section: Related Workmentioning

confidence: 99%

“…During the past decade, agile software development has gained great momentum and found its way to an overwhelming number of organizations of different scales [14]. Agile methods preach a raft of principles and provide a wide range of practices to achieve these principles.…”

Section: E Adoption Of Agile Practicesmentioning

confidence: 99%

“…8, No. 4, August 2016 313 DOI: 10.7763/IJCTE.2016.V8.1064 examined whether these two seemingly contradictory methods can be integrated [10], [14], [15]. Most SPLE practices relate to a product family's long-term strategic objectives, whereas agile practices focus on short term tactical objectives of developing a single product.…”

mentioning

confidence: 99%

“…We have noticed that without sufficient domain knowledge, engineers cannot make decisions as to what is common and what is variable in a given component. Thus, a good understanding of the domain is vital in developing useful and reusable components for Boyun [14]. …”

mentioning

confidence: 99%

“…Recently, there has been a movement towards scaling agile methods up to the enterprise level [30]. In this section, we list some of the challenges towards the adoption of Agile practices in the Boyun.Development of Feature Based Teams: Agile focuses more on feature development teams rather than component based teams in order to increase tangibility of product and it is generally perceived that component teams are disadvantageous [14]. As described in Section IV-D that different teams are performing overlapping tasks.…”

mentioning

confidence: 99%

See 4 more Smart Citations

Analysis of a Small Company for Software Product Line Adoption — An Industrial Case Study

Nazar¹,

Rakotomahefa²

2016

IJCTE

View full text Add to dashboard Cite

Abstract-While there are many success stories of adoption of software product line (SPL) practices in large companies, there is a need to investigate how well the product line strategy works for small organizations and what issues and challenges they could possibly face. This case study provides a comprehensive detailed analysis of a small company's tendency of adopting Software product line. It also reveals how new trends in software engineering, for example, agile methods interact with product line strategy. We used an ethnographic approach of collecting data by spending some time at a company in China and gathering information through interviews, documents, and studying organizational processes. The collected data was analysed using grounded theory. The findings were evaluated with regard to business, architecture, process and organizational concerns of a company, generally known as BAPO model. In the end, the challenges faced by the company were addressed and potential improvements were suggested to reap the benefits of software product line. The results show that the company is unknowingly using some SPL practices and has a potential to adopt SPL practices fully.Index Terms-Agile development processes, BAPO model, empirical study, grounded theory, software product lines. I. INTRODUCTIONSoftware Product Line Engineering (SPLE) is an idea of building and managing a family of products with shared commonalities, targeting a certain market area and is developed from a common set of core resources. SPLE is therefore beneficial for a company developing a software suite with common or somewhat similar features between the products. To manage this product line, the commonalities are first identified and modularized. This commonality has certain variational points separating different products. There exist possibilities to derive new products from the platform by creating new variabilities. Thus, decreasing production cost, time to market, increased product quality, and exploring new market ventures could be achieved by reusing such variations and commonalities in a proper manner [1]. Usually, managing commonality and variability between different products are conducted using systematic variability management techniques [2]. Such techniques help achieve a number of benefits including defining the sources of variability and the different variants, tracing variability from the model to the code and vice versa, and communicating variability to the different stakeholders [3]. Manuscript received October 14, 2014; revised May 12, 2015. N. Nazar is with School of Software, Dalian University of Technology, China (e-mail: najamnazar@126.com).T. M. J. Rakotomahefa is with the School of Civil Engineering, Dalian University of Technology, China (e-mail: ymamesoj@outlook.com).The SPLE is proactive in nature and often structured to facilitate two separate roles: domain engineering and application engineering [4]. Domain engineering concerns the commonalities in order to build and manage reusable or core assets such as requirement...

show abstract

Section: Related Workmentioning

confidence: 99%

Section: E Adoption Of Agile Practicesmentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

See 3 more Smart Citations

Analysis of a Small Company for Software Product Line Adoption — An Industrial Case Study

Nazar¹,

Rakotomahefa²

2016

IJCTE

View full text Add to dashboard Cite

show abstract

A Qualitative Investigation for Platform Model Conceptualization and Design: Propositions for a New Architecture

Yaşlıoğlu

Berber

2019

Entrepreneurship and Organizational Innovation

View full text Add to dashboard Cite

How Do Practitioners Understand External Platforms and Services? A Grounded Theory Investigation

Bazarhanova

Yli-Huumo

Smolander

2019

Lecture Notes in Information Systems and Organisation

View full text Add to dashboard Cite

In this article, we investigate how practitioners understand external platforms, whose core offering is shared and utilized by a number of heterogeneous and interconnected organizations in an ecosystem. We especially look into situations where organizations wish to extend their own capability instead of building services that extend the functionality of the platform. Such dependencies to external platforms can be envisioned as the contemporary evolution from traditional outsourcing service models. We interviewed twenty-four practitioners from eight IT organizations and discovered a considerable ambiguity in understanding of what are the external platforms utilized by the organizations. We further elaborate that the diversified meanings that various stakeholders give to the concept of external platforms, can hinder efficient communication and may have implications on important strategic decision making.

show abstract

Making the leap to a software platform strategy: Issues and challenges

Cited by 30 publications

References 34 publications

Analysis of a Small Company for Software Product Line Adoption — An Industrial Case Study

Analysis of a Small Company for Software Product Line Adoption — An Industrial Case Study

A Qualitative Investigation for Platform Model Conceptualization and Design: Propositions for a New Architecture

How Do Practitioners Understand External Platforms and Services? A Grounded Theory Investigation

Contact Info

Product

Resources

About