Applying Product Line Concepts in Small and Medium-Sized Companies

Knauber, Peter; Muthig, Dirk; Schmid, Klaus; Widen, Tanya

doi:10.1109/52.877873

Cited by 68 publications

(38 citation statements)

References 5 publications

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“…The success of software project and process is determined by the interest of software team on the project and process itself [14]. In small software organization the influence of key individuals is a major influence [15]. However staff participation also is essential in improvement activities as they have detailed knowledge and experiences of of the current process [16].…”

Section: Software Process Improvement (Spi)mentioning

confidence: 99%

A Study of Software Development Team Dynamics in SPI

Basri

O’Connor

2011

Systems, Software and Service Process Improvement

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Abstract. The software development team is a key factor in software projects, however, achieving and maintaining positive team dynamics in software development project especially when the software companies have fewer resources in term of people, money and time is a remarkable challenge. This paper explores the dynamics of software development teams (structure, process, communication, learning and sharing) and its impact on Software Process Improvement (SPI) in very small software organization, in order to understand the impact between these two variables. We undertook a series of interviews and focus groups with very small software companies and our results show that very small companies have a high level of team dynamics although their SPI initiatives are conducted on a small scale and in an informal and indirect manner. The results also indicated that this situation occurs due to the working and social relationship, willingness to share, having a good interpersonal skill and work closely each others.

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Section: Software Process Improvement (Spi)mentioning

confidence: 99%

A Study of Software Development Team Dynamics in SPI

Basri

O’Connor

2011

Systems, Software and Service Process Improvement

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“…In the study by Knauber et al (2000), the authors describe initial results and lessons the application of the PuLSE approach (Bayer et al, 1999) in six SMEs. Despite the limited resources in the companies, the scoping discipline contributed to the creation of a business vision and the identification of new business opportunities.…”

Section: Related Workmentioning

confidence: 99%

Software product line scoping and requirements engineering in a small and medium-sized enterprise: An industrial case study

Silva

Neto²,

O’Leary

et al. 2014

Journal of Systems and Software

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Software Product Line (SPL) engineering has been applied in several domains, especially in large-scale software development. Given the benefits experienced and reported, SPL engineering has increasingly garnered interest from small to medium-sized companies. It is possible to find a wide range of studies reporting on the challenges of running a SPL project in large companies. However, very little reports exist that consider the situation for small to medium-sized enterprises and these studies try develop universal truths for SPL without lessons learned from empirical evidence need to be contextualized. This study is a step towards bridging this gap in contextual evidence by characterizing the weaknesses discovered in the Scoping (SC) and Requirements (RE) disciplines of SPL. Moreover, in this study we conducted a case study in a Small to Medium sized Enterprises (SMEs) to justify the use of agile methods when introducing the SPL SC and RE disciplines through the characterization of their bottlenecks. The results of the characterization indicated that ineffective communication and collaboration, long iteration cycles, and the absence of adaptability and flexibility can increase the effort and reduce motivation during project development. These issues can be mitigated by agile methods.

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“…Without explicit and sufficient management commitment and involvement, product line business practices cannot be influenced upon and successful [3,19]. In addition, management commitment needs to be long-term [13] and it doesn't depend on the size of an organization [29]. According to Krueger [30], minimally invasive transitions eliminate the adoption barriers.…”

Section: Software Product Line Adoptionmentioning

confidence: 99%

Software Product Line Adoption – Guidelines from a Case Study

Kuvaja

Similä

Hanhela³

2011

Software Engineering Techniques

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Abstract. It is possible to proceed with software product line adoption only once without major reinvestments and loss of time and money. In the literature, reported experiences of using the adoption models are not to be found, and especially the suitability of the models has not been reported. The purpose of this research is to compare known adoption models by formulating general evaluation criteria for the selection of an adoption model. Next an adoption model is selected for empirical research based on the context of a multimedia unit of a global telecommunication company. The empirical part consists of a case study analyzing the present state of adoption and producing plans for proceeding with the adoption. The research results can be utilized when selecting an adoption model for an empirical case and adopting a software product line in a software intensive organization.

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Applying Product Line Concepts in Small and Medium-Sized Companies

Abstract: Small and medium-sized enterprises (SMEs

Cited by 68 publications

References 5 publications

A Study of Software Development Team Dynamics in SPI

A Study of Software Development Team Dynamics in SPI

Software product line scoping and requirements engineering in a small and medium-sized enterprise: An industrial case study

Software Product Line Adoption – Guidelines from a Case Study

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