Transitioning to a Software Product Family Approach - Challenges and Best Practices

Kircher, Michael; Schwanninger, Christa; Groher, Iris

doi:10.1109/spline.2006.1691588

Cited by 13 publications

(11 citation statements)

References 9 publications

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“…As illustrated in Figure 1, it is done through large-scale planned systematic reuse of a common platform across a variety of products and services (Keepence & Mannion, 1999). Introducing a common platform based approach requires extensive changes and close collaboration at various organizational, process, and technological levels (Kircher et al, 2006).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The roles of contextual elements in post-merger common platform development: an empirical investigation

Jain

Ramesh

2015

European Journal of Information Systems

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With congeneric mergers, which involve firms with interrelated but not identical business lines that develop diverse products and services, a major challenge for organizations is the development of a common platform that fulfills similar business functions across multiple divisions. Through a field study of a postmerger common platform development initiative, we develop a framework that highlights how environmental and organizational contexts shape the process of common platform development (CPD). Our study provides an account of how the focal organization transitioned to a platform-based approach by achieving a balance between stable and flexible aspects of the common platform through negotiations among the divisions acquired through mergers and acquisitions. These negotiations were enabled through various boundary-spanning activities and the guided successive enrichment of boundary objects used in CPD process.

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Section: Theoretical Backgroundmentioning

confidence: 99%

The roles of contextual elements in post-merger common platform development: an empirical investigation

Jain

Ramesh

2015

European Journal of Information Systems

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“…In [25] Ebert et al identify a clear business focus, strong release planning, and requirements management as success criteria for product line adoption. Kircher et al in [26] discuss challenges in product line adoption and report a set of best practices.…”

Section: Related Workmentioning

confidence: 99%

A Collaborative Method for Reuse Potential Assessment in Reengineering-Based Product Line Adoption

Noor

Grünbacher

Hoyer

2008

Balancing Agility and Formalism in Software Engineering

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Software product lines are rarely developed from scratch. Instead the development of a product line by reengineering existing systems is a more common scenario, which relies on the collaboration of diverse stakeholders to lay its foundations. The paper describes a collaborative scoping approach for organizations migrating existing products to a product line. The approach uses established practices from the field of reengineering and architectural recovery and synthesizes them in a collaborative process. The proposed approach employs best practices and tools from the area of collaboration engineering to achieve effective collaboration. The paper presents a case study as initial validation of the proposed approach.

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“…[3] discuss the experience at Siemens and briefly outline their views on the challenges relating to skills, agility, outsourcing, tools and drivers for product line development. Their discussion does not explore models of investment and the disincentives associated with software funding, generally regarded as an expense in banks.…”

Section: General Approach and Related Activitymentioning

confidence: 99%

“…al. [3] do make a useful distinction between a product-driven business, which they define as a business with a few standardized products that they offer, and a solutiondriven business that is defined as a business that custom makes a solution for each customer. Financial organisations fall closer to a solution-driven business but do not match either model well with one distinction being the presence of a captive market consisting of the various profit generating divisions of the organisation.…”

Section: General Approach and Related Activitymentioning

confidence: 99%

Experiences of Large Banks: Hurdles and Enablers to the Adoption of Software Product Line Practices in Large Corporate Organisations

Krsek¹,

Zyl

Redpath³

et al. 2008

2008 12th International Software Product Line Conference

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Product Line concepts are widely used and adopted across a number of industries. Whilst the software product line concepts are readily accessible to commercial software product companies, the application within corporate environments whose core business is not software has been less evident. What are the types of challenges that large corporate organisations need to overcome? This paper presents a number of hurdles which have been observed during the adoption of the concepts at two large financial services organisations. One particular hurdle relates to the difficulty that business divisions within those organisations have in perceiving a return on investment when a product line is established that crosses business unit boundaries. Furthermore a number of enabling mechanisms, related to funding, IT project and general management aspects are proposed which are showing positive results in facilitating the adoption of Product Line Practices in corporate financial service organisations.

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Transitioning to a Software Product Family Approach - Challenges and Best Practices

Cited by 13 publications

References 9 publications

The roles of contextual elements in post-merger common platform development: an empirical investigation

The roles of contextual elements in post-merger common platform development: an empirical investigation

A Collaborative Method for Reuse Potential Assessment in Reengineering-Based Product Line Adoption

Experiences of Large Banks: Hurdles and Enablers to the Adoption of Software Product Line Practices in Large Corporate Organisations

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