1 / 10

Three Case Studies on Initiating Product Lines: Enablers and Obstacles

Three Case Studies on Initiating Product Lines: Enablers and Obstacles. Dr. Andreas Birk sd&m AG, Stuttgart, Germany Andreas.Birk@sdm.de PLEES 2002 Workshop Seattle, November 5, 2002. Hamburg. Berlin. Dusseldorf. Cologne/Bonn. Frankfurt. Stuttgart. Munich. Zurich. sd&m at a Glance.

lethia
Download Presentation

Three Case Studies on Initiating Product Lines: Enablers and Obstacles

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Three Case Studies on Initiating Product Lines: Enablers and Obstacles Dr. Andreas Birk sd&m AG, Stuttgart, Germany Andreas.Birk@sdm.de PLEES 2002 Workshop Seattle, November 5, 2002

  2. Hamburg Berlin Dusseldorf Cologne/Bonn Frankfurt Stuttgart Munich Zurich sd&m at a Glance • sd&m AG (corporation)software design & management • Founded in 1982 • 906 Employees (2001) • Revenues: 138 Million € (2001) • Shareholder: Cap Gemini Ernst & Young • sd&m developscustom software solutions for business information systems and technical applications • sd&m‘s core competence is to execute complex projects well • sd&m does not sell standard software packages

  3. Examples of sd&m Development Projects Client Project Effort AOK Sales Management System 5 Bayerische Landesbank Re-engineering Foreign Currency Accounting 12 BMW Warranty System 15 Commerzbank Payment Transactions System 96 CTS Eventim Ticketing System 17 DaimlerChrysler Global Ordering 200 * DeTeMedien Internet Telephone Directory and Yellow Pages 15 Deutsche Telekom Network Management 35 Dresdner Bank Corporate Banking 30 * HypoVereinsbank Bond Trading 11 InFoScore Collection Processing 50 * REAL I.S. Real Estate Fund Management 15 Roche Diagnostics Laboratory Systems Manager 35 RWE Meter Management 40 * T-Mobile Mobile Telephone Order Processing 80 T-Online CMS Implementation and Corp. Portal Redesign 15 Thomas Cook Touristic Processing System 170 * ThyssenKrupp Stahl Integrated Order Management 120 Versicherungskammer Bayern Business Partner Management 12 Volkswagen Progressive Production Order Release 10 * * Effort expended (in total number of man-years, including client contribution), project management by sd&m.

  4. Software Product Lines at sd&m • sd&m develops SPLs for its clients • sd&m maintains a SPL across different custom information systems • Different functionalities but common architectural properties • Three examples and case studies • UI framework components for SPL of embedded systems • National variants of corporate-wide information system • sd&m standard architecture for information systems (QUASAR)

  5. Observations from sd&m Projects • There are many opportunities for SPL engineering across the industry • Clients might be unaware of SPL opportunities • High flexibility and SE competence needed to take SPL opportunities • Create SPL awareness at sponsor organization and in project team • Root SPL in the development practices of the project or organization

  6. Incremental versus Pro-Active Scoping • When incremental scoping can be mandatory • New product: Core features might not be clear, initially • New technology: Architecture might not yet be stable • Pro-active scoping might be too expensive • Customers might not be available • Sponsors might not be aware of SPL opportunities

  7. Incremental versus Pro-Active Scoping • How not to do incremental scoping • Never attempt to build a SPL core on one product variant only • How to do incremental scoping • Gradual „peeling“ of the SPL core from successive product variants • Outline an initial SPL core and refactor frequently • Develop process-related core assets in sync with code-related ones

  8. Technical versus Functional Core Assets QUASAR: sd&m Quality Software Architecture • Generic architecture • Software components • Reusable documentation • Development practices • Education and training • Every custom information system has unique functionality • But most of them share common technical and architectural properties >>Technical Core Assets reuse architectural core assets abstract common architectural properties

  9. QUASAR Windmill- A Generic Information Systems Architecture

  10. Example of SPL Developed by sd&m for a Client Customer A Customer B Customer C Customer Requirements SW- System SW- System SW- System Client Delivery sd&m Framework- Components(Gen. 1) Framework- Components(Gen. 3) Framework- Components(Gen. 2)

More Related