ISO/IEC 26562:2019
(Main)Software and systems engineering — Methods and tools for product line transition management
Software and systems engineering — Methods and tools for product line transition management
This document, within the context of methods and tools for supporting the transitioning the organization's current development approach to software and systems product line engineering: — defines processes for product line transition management. Those processes are described in terms of purpose, inputs, tasks and outcomes; — defines method capabilities to support the defined tasks of each process; — defines tool capabilities that automate or semi-automate tasks and methods. This document does not concern processes and capabilities of tools and methods for a single system but rather deals with those for a family of products.
Ingénierie du logiciel et des systèmes — Méthodes et outils destinés à la gestion de la transition des gammes de produits
General Information
Standards Content (Sample)
INTERNATIONAL ISO/IEC
STANDARD 26562
First edition
2019-11
Software and systems engineering —
Methods and tools for product line
transition management
Ingénierie du logiciel et des systèmes — Méthodes et outils destinés à
la gestion de la transition des gammes de produits
Reference number
ISO/IEC 26562:2019(E)
©
ISO/IEC 2019
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ISO/IEC 26562:2019(E)
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ISO/IEC 26562:2019(E)
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and Definitions . 1
4 Reference model for product line transition management . 2
4.1 Overview . 2
4.2 Product line transition management . 3
4.3 Product line transition operationalization . 3
4.4 Product line transition support . 4
5 Product line transition management . 5
5.1 General . 5
5.2 Product line transition planning . 5
5.2.1 Principal constituents . 5
5.2.2 Establish organization’s transition goal . 6
5.2.3 Determine organization’s transition strategy . 7
5.2.4 Define key procedures for transition . 7
5.2.5 Formulate schedules and required resources for transition . 8
5.2.6 Specify how to monitor, measure, and control the effectiveness of transition . 8
5.2.7 Document product line transition plan . 9
5.3 Product line transition enabling . 9
5.3.1 Principal constituents . 9
5.3.2 Establish governance policy for transition.10
5.3.3 Mobilize qualified human resources for transition .10
5.3.4 Identify infrastructure and resource needs for transition
operationalization and support .11
5.3.5 Enable quality assurance measurement for transition .11
5.3.6 Improve transition process continuously .12
5.4 Product line transition managing .12
5.4.1 Principal constituents .12
5.4.2 Tailor and allocate governance policy, R & R, and resources to relevant
sub functions of transition .13
5.4.3 Collect data from SSPL transition sub functions .13
5.4.4 Monitor, measure, and control transition operationalization and support .14
5.4.5 Manage actual operation and support of transition .14
5.4.6 Provide feedback to planning and enabling functions of transition .15
6 Product line transition operationalization .15
6.1 General .15
6.2 Product line transition preparation .15
6.2.1 Principal constituents .15
6.2.2 Create transition scenarios to deploy transition strategy .16
6.2.3 Analyse the effectiveness of the transition scenarios .17
6.2.4 Select an optimal transition scenario .17
6.2.5 Specify the scenario for transition launch .17
6.2.6 Train human resources responsible for transition .17
6.3 Launching the product line transition .18
6.3.1 Principal constituents .18
6.3.2 Launch a pilot transition .19
6.3.3 Deliver findings from launching the pilot transition .19
6.3.4 Improve the transition process from the actual pilot(s) .19
6.3.5 Retrain human resources responsible for transition .20
6.4 Product line transition operation .20
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ISO/IEC 26562:2019(E)
6.4.1 Principal constituents .20
6.4.2 Perform organization wide transition operation.21
6.4.3 Capture relevant data from the operation .21
6.4.4 Document the findings, strengths, and weaknesses .21
6.4.5 Assess gaps between to-be and as-is .22
6.4.6 Improve the transition process from the gap assessment results .22
6.5 Institutionalizing the product line transition .22
6.5.1 Principal constituents .22
6.5.2 Assign responsibilities of roles for institutionalization .23
6.5.3 Identify gaps to drive improvements for institutionalization.23
6.5.4 Exercise necessary actions to fill the gaps .24
6.5.5 Monitor the status/effects of the actions.24
6.5.6 Perform continuous improvement for institutionalization .24
7 Product line transition support .25
7.1 General .25
7.2 Quality assurance for product line transition .25
7.2.1 Principal constituents .25
7.2.2 Objectively evaluate transition activities .26
7.2.3 Objectively evaluate transition work products .26
7.2.4 Communicate and resolve noncompliance issues.27
7.2.5 Establish records of transition quality assurance activities .27
7.3 Measuring the success of product line transition .28
7.3.1 Principal constituents .28
7.3.2 Integrate measurement results of product line transition .28
7.3.3 Evaluate the success of product line transition .29
7.3.4 Record results and inform to the relevant stakeholders .29
7.3.5 Improve the product line transition process continuously .30
7.4 Risk management for product line transition .30
7.4.1 Principal constituents .30
7.4.2 Identify risks related to the success of transition .31
7.4.3 Develop mitigation plans for the identified risks .32
7.4.4 Monitor the execution of the mitigation plan .32
7.4.5 Learn from actual results of risk management for product line transition .32
Annex A (informative) Exemplar product line transition strategies .34
Bibliography .35
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ISO/IEC 26562:2019(E)
Foreword
ISO (the International Organization for Standardization) and IEC (the International Electrotechnical
Commission) form the specialized system for worldwide standardization. National bodies that
are members of ISO or IEC participate in the development of International Standards through
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technical activity. ISO and IEC technical committees collaborate in fields of mutual interest. Other
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take part in the work.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for
the different types of document should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject
of patent rights. ISO and IEC shall not be held responsible for identifying any or all such patent
rights. Details of any patent rights identified during the development of the document will be in the
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list of patent declarations received (see http:// patents .iec .ch).
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expressions related to conformity assessment, as well as information about ISO's adherence to the
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iso/ foreword .html.
This document was prepared by Joint Technical Committee ISO/IEC JTC 1, Information technology,
Subcommittee SC 7, Software and systems engineering.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/ members .html.
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ISO/IEC 26562:2019(E)
Introduction
Software and Systems Product Line (SSPL) engineering and management creates, exploits and manages
a common platform to develop a family of products (e.g. software products, systems architectures) at
lower cost, with reduced time to market and better quality. As a result, it has gained increasing global
attention since the 1990s.
Product line transition management supports a product line organization to launch and institutionalize
the product engineering and management. The results of the product line technical probe are
major inputs to determine the transition strategy and continuous improvement of product line
institutionalization.
This document can be used in the following modes:
— by organizations that want to switch from single-system development to SSPL for producing their
products – to provide guidance on how to launch and institutionalize the product line engineering;
— by a product line organization – to provide guidance on the evaluation and selection for methods
and tools for product line transition management;
— by providers of methods and tools – to provide guidance on implementing or developing methods
and/or tools by specifying a comprehensive set of methods and tools capabilities for supporting
product line transition management.
The ISO/IEC 26550 family of standards addresses both engineering and management processes and
capabilities of methods and tools in terms of the key characteristics of product line development. This
document provides processes and capabilities of methods and tools for variability modelling in product
lines. Other standards in the ISO/IEC 26550 family of standards are as follows:
ISO/IEC 26550, ISO/IEC 26551, ISO/IEC 26552, ISO/IEC 26553, ISO/IEC 26554, ISO/IEC 26555,
ISO/IEC 26556, ISO/IEC 26557, ISO/IEC 26558, ISO/IEC 26559 and ISO/IEC 26560 are published.
ISO/IEC 26561 is to be published. ISO/IEC 26563 and ISO/IEC 26564 are planned International
Standards.
— Processes and capabilities of methods and tools for domain requirements engineering and
application requirements engineering are provided in ISO/IEC 26551;
— Processes and capabilities of methods and tools for domain design and application design are
provided in ISO/IEC 26552;
— Processes and capabilities of methods and tools for domain realization and application realization
are provided in ISO/IEC 26553;
— Processes and capabilities of methods and tools for domain testing and application testing are
provided in ISO/IEC 26554;
— Processes and capabilities of methods and tools for technical management are provided in
ISO/IEC 26555;
— Processes and capabilities of methods and tools for organizational management are provided in
ISO/IEC 26556;
— Processes and capabilities of methods and tools for variability mechanisms are provided in
ISO/IEC 26557;
— Processes and capabilities of methods and tools for variability modelling are provided in
ISO/IEC 26558;
— Processes and capabilities of methods and tools for variability traceability are provided in
ISO/IEC 26559;
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ISO/IEC 26562:2019(E)
— Processes and capabilities of methods and tools for product management are provided in
ISO/IEC 26560;
— Processes and capabilities of methods and tools for product line technical probe are provided in
ISO/IEC 26561 (International Standard under development);
— Processes and capabilities of methods and tools for configuration management of asset are provided
in ISO/IEC 26563 (planned International Standard);
— Processes and capabilities of methods and tools for product line measurement are provided in
ISO/IEC 26564 (planned International Standard);
— Others (ISO/IEC 26564 to ISO/IEC 26599): To be developed.
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INTERNATIONAL STANDARD ISO/IEC 26562:2019(E)
Software and systems engineering — Methods and tools for
product line transition management
1 Scope
This document, within the context of methods and tools for supporting the transitioning the
organization’s current development approach to software and systems product line engineering:
— defines processes for product line transition management. Those processes are described in terms
of purpose, inputs, tasks and outcomes;
— defines method capabilities to support the defined tasks of each process;
— defines tool capabilities that automate or semi-automate tasks and methods.
This document does not concern processes and capabilities of tools and methods for a single system but
rather deals with those for a family of products.
2 Normative references
There are no normative references in this document.
3 Terms and Definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at http:// www .iso .org/ obp
— IEC Electropedia: available at http:// www .electropedia .org/
3.1
aspect
special consideration within product line (3.8) engineering process groups and tasks to which one can
associate specialized methods and tools
3.2
product line institutionalization
considering product line (3.8) engineering as part of working culture by involved managers and
staff members
3.3
product line technical probe
technical probe
probe
diagnostic process for investigating the organization’s readiness to adopt, or ability to succeed with,
the product line (3.8) engineering and management
3.4
product line transition
transition
switching to product line (3.8) engineering from single system engineering
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ISO/IEC 26562:2019(E)
3.5
product line transition plan
transition plan
plan that describes product line transition strategy (3.7), resources required, responsibilities, detailed
transition processes, major changes in product development and success measures for operationalizing
the product line transition (3.4)
3.6
product line transition scenario
transition scenario
scenario including who, what, in what procedures and orders, and how to do their roles and
responsibilities for deploying product line transition strategy (3.7)
3.7
product line transition strategy
transition strategy
set of plans intended to switch to product line (3.8) engineering
3.8
software and systems product line
SSPL
product line
paradigm for the creation, exploitation, and management of a common platform for a family of products
Note 1 to entry: Typical goals of product lines are to lower costs, reduce time to market, and improve quality.
4 Reference model for product line transition management
4.1 Overview
Markets, economic pressures, competitors, and technological trends lead an organization to transition
to product line. However, transition to product line engineering is not easy because product line
requires investments and changes on the development paradigm to achieve the established business
objectives. Once an organization decides to switch to product line engineering due to external or
internal reasons, an organization should establish business objectives that motivate an organization’s
transition to product line engineering and that would be measures for the success of transition.
For a successful transition to product line engineering an organization should establish a proper
transition strategy based on the established business objectives. In addition, the transition strategy
should be designed to fit the organizational structure and an organization’s capability against the
essential capabilities of the product line operation. In accordance with the designed transition strategy
a pilot project can be conducted or product line engineering can be introduced from a single department
or for part of the whole product and thereafter a product line can be incrementally expanded. The
transition strategy also considers returns on investments, and later in the scoping the results should be
used for the further estimation of benefits expected from product line adoption. During the transition
an organization is adapted for the successful switching to the product line engineering. Example
transition strategies are provided in Annex A.
The reference model specifies the structure of supporting processes and subprocesses for product line
transition management. As shown in Figure 1, product line transition management can be structured
into three processes: transition management, transition operationalization and transition support. In
the rest of this document, tasks, methods and tools are described in terms of processes and subprocesses
defined in the reference model.
Each process is divided into subprocesses and each subprocess is described in terms of the following
attributes:
— the title of the subprocess;
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ISO/IEC 26562:2019(E)
— the purpose of the subprocess;
— the inputs to produce the outcomes;
— the tasks to achieve the outcomes;
— the outcomes of the subprocess.
Figure 1 — Reference model for product line transition management
4.2 Product line transition management
The transition management process provides managerial supports for planning transition (e.g. resource
estimation, responsibility allocation, success measures), supports for providing necessary resources,
tools and infrastructures for implementing transition plans and supports for analysing the plan versus
the actual status of the transition. The transition management shall do the following:
— product line transition planning establishes plans for transition operationalization;
— product line transition enabling defines, maintains and assures the availability of environments,
guidance, and measurement necessary to switching to the product line engineering and management;
— product line transition managing provides integrated management for the product line transition
operationalization; this subprocess reviews the transition operationalization’s actual status against
plans, controls issues, and takes corrective actions if necessary.
4.3 Product line transition operationalization
The product line transition operationalization process performs operations for establishing suitable
product line transition. This process deals with the organization’s readiness for transitioning to
producing product family via a product line from the single system development. The transition
operationalization shall do the following:
— product line transition preparation evaluates the readiness of the transition to product line
engineering and initiates to launch the transition;
— launching the product line transition prepares and initiates for switching to the product line
engineering;
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— product line transition operation switches to the product line engineering and management in
accordance with the defined product line transition strategy; many changes in business, architecture,
process, and organization structure occur; and
— institutionalizing the product line transition settles the product line engineering and management
through the continuous improvement; an organization adapts its business, architecture, process,
and organization structure to the product line engineering and management paradigm.
4.4 Product line transition support
The product line transition support process provides supports required for switching an organization’s
ways of offering products to markets to the product line engineering and management. To achieve
these, the product line transition support shall do the following:
— quality assurance for transition objectively evaluates the activities and artefacts of the implemented
product line transition;
— measuring the success of transition verifies the product line transition strategy and validates the
relevant decisions; and
— risk management for transition identifies and mitigates risks related to product line transition.
The identification and analysis of the key differentiators between single-system engineering and
management and product line engineering and management can help the organizations to understand
the product line and to formulate a strategy for successful implementation of product line engineering
and management. The key aspects have been defined in ISO/IEC 26550 and Table 1 shows the category
of the key aspects.
Table 1 — Key aspects fo
...
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