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BS ISO/IEC 26556:2018

BS ISO/IEC 26556:2018

$215.11

Information technology. Software and systems engineering. Tools and methods for product line organizational management

Published By Publication Date Number of Pages
BSI 2018 76
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This document, within the methods and tools of organizational management for software and systems product lines:

  • enables the users of this document to holistically understand, adopt and enact the processes, tools and methods for product line organizational management;

  • helps the users evaluate and select relevant tools and methods based on business and user-related criteria;

  • helps make product line engineers, developers and tool vendors informed about capabilities of tools and methods that are required for supporting product line implementation from organizational aspects; and

  • provides product line-specific processes and capabilities of tools and methods in organizational management.

This document concerns processes and capabilities of methods and tools for organizational management for a family of products, not for a single system.

NOTE System Architecture is a set of logical and physical principles used to achieve a mission within a given environment. Components that can be subsystems derived from System Architecture are: software products, human-based products such as crew or operators, or hardware products like mechanical structures, electronic boards and chemicals. The scope of this document spans from the system to subsystems and components. Both hardware-intensive and software-intensive systems are included, if they are part of a product family.

PDF Catalog

PDF Pages PDF Title
2 National foreword
8 Foreword
9 Introduction
11 1 Scope
2 Normative references
3 Terms and definitions
12 4 Reference model for product line organizational management
4.1 Overview
13 4.2 Organizational-level product line planning
4.3 Organizational product line enabling
14 4.4 Organizational product line management
16 5 Organizational-level product line planning
5.1 General
5.2 Business opportunity analysis
5.2.1 Principal constituents
17 5.2.2 Analyse market needs
18 5.2.3 Examine competitive environments
5.2.4 Forecast technology trends
19 5.2.5 Establish product line objectives
5.2.6 Define product roadmap
5.2.7 Estimate benefits, funding and potential risks
20 5.2.8 Quantify the measure of success
5.2.9 Document the business case proposal
21 5.3 Customer relationship management
5.3.1 Principal constituents
22 5.3.2 Identify one or more interest groups of the customer
5.3.3 Implement integrated communication mechanism at the product line level
5.3.4 Aggregate customer requests for product management and scoping
23 5.3.5 Maintain and evolve customer relationships from a product line perspective
5.3.6 Establish mutually beneficial long-term relationships
5.3.7 Document the customer relationship management plan
24 5.4 Developing a sourcing strategy
5.4.1 Principal constituents
5.4.2 Define primitive sourcing strategies
25 5.4.3 Account for evolving product line requirements
5.4.4 Mandate product line architecture compliance
26 5.4.5 Ensure continuity of support over the life of the product line
5.4.6 Examine ownership and data rights
5.4.7 Analyse alternative contracting approaches
27 5.4.8 Set up evaluation criteria for choosing among competing bidders
5.4.9 Document the sourcing strategies
5.5 Organizational deployment and innovation planning
5.5.1 Principal constituents
28 5.5.2 Analyse appropriate best practices of product line deployment and innovation
5.5.3 Identify organizational capability to nurture a product line
29 5.5.4 Define procedures for product line deployment and innovation
5.5.5 Assign roles and responsibilities for product line deployment and innovation
30 5.5.6 Specify schedules and resources for product line deployment and innovation
5.5.7 Document the organizational product line deployment and innovation plan
5.6 Organizational operations planning
5.6.1 Principal constituents
31 5.6.2 Establish organizational operations policy
32 5.6.3 Analyse organizational operations needs to produce domain asset and products
5.6.4 Define procedures for organizational operations
5.6.5 Assign roles and responsibilities for product line operations
33 5.6.6 Specify schedules and resources for product line operations
5.6.7 Specify how to monitor, measure and control product line operations
34 5.6.8 Specify how to coordinate with product line process improvement roles
5.6.9 Document the organizational operations plan
5.7 Value management planning
5.7.1 Principal constituents
35 5.7.2 Analyse measurable values achievable through the product line adoption
5.7.3 Define measures and metrics for value management
36 5.7.4 Define procedures for value management
5.7.5 Assign roles and responsibilities for value management
37 5.7.6 Specify schedules and resources for value management
5.7.7 Document the value management plan
5.8 Organizational product line evolution planning
5.8.1 Principal constituents Purpose
38 5.8.2 Analyse changing trends of market and technology
39 5.8.3 Identify organizational capabilities for product line evolution
5.8.4 Define procedures for product line evolution
5.8.5 Assign roles and responsibilities for product line evolution
40 5.8.6 Specify schedules and resources for product line evolution
5.8.7 Document the organizational product line evolution plan
6 Organizational product line enabling
6.1 General
41 6.2 Structuring the product line organization
6.2.1 Principal constituents
42 6.2.2 Define responsibilities for decision-making in a product line
6.2.3 Structure the product line organizational charter and boundaries
6.2.4 Assign roles, responsibilities and resources to the defined organizational structure
43 6.2.5 Manage product line organization structure
6.2.6 Monitor product line organizational effectiveness
6.2.7 Improve product line organizational structure
44 6.3 Organizational product line infrastructure
6.3.1 Principal constituents
6.3.2 Identify product line infrastructure needs
45 6.3.3 Specify schedules and resources required for establishing product line infrastructure
6.3.4 Document product line infrastructure establishment plan
6.3.5 Monitor and assess the effectiveness of product line infrastructure
46 6.3.6 Manage product line infrastructure for evolving needs
6.4 Organizational product line quality management
6.4.1 Principal constituents
47 6.4.2 Establish organizational product line quality management policy
6.4.3 Design product line quality management for reuse
48 6.4.4 Perform product line quality evaluation
6.4.5 Communicate and ensure resolution of noncompliance issues
6.4.6 Monitor and assess the effectiveness of quality management
49 6.4.7 Coordinate with product line process improvement roles
6.5 Organizational strategy and policy for product family management
6.5.1 Principal constituents
50 6.5.2 Define markets for a family of products
51 6.5.3 Structure technology trends
6.5.4 Perform technical probe
6.5.5 Define strategic product family
52 6.5.6 Monitor and assess value achievement of a product family
6.5.7 Coordinate with deployment and innovation management roles
6.5.8 Coordinate with evolution management roles
6.5.9 Manage organization-wide product line engineering
53 7 Organizational product line management
7.1 General
7.2 Product line deployment and innovation management
7.2.1 Principal constituents
54 7.2.2 Tailor the organizational deployment and innovation plan
55 7.2.3 Build an awareness and advocacy
7.2.4 Conduct a pilot project
7.2.5 Monitor direction and performance
56 7.2.6 Perform tuning and improvement
7.2.7 Promote product line institutionalization
57 7.2.8 Evaluate product line deployment and innovation
7.3 Operations management
7.3.1 Principal constituents
58 7.3.2 Tailor the operations management portion of the organizational operations plan
7.3.3 Specify guidance for shared responsibilities in product line engineering and management
59 7.3.4 Manage operations against operations plan
7.3.5 Manage sourcing operations against sourcing strategy
60 7.3.6 Identify inconsistencies between plans and actual status
7.3.7 Provide appropriate feedback to product line operations planning roles
7.4 Organization-level product line monitoring and control
7.4.1 Principal constituents
61 7.4.2 Tailor the monitoring and control portion of organizational operations plan
62 7.4.3 Monitor operations for producing domain asset against planning
7.4.4 Monitor operations for producing member products against planning
63 7.4.5 Monitor sourcing against sourcing strategy
7.4.6 Take corrective actions
7.4.7 Measure monitoring and control plan versus actual status
64 7.4.8 Provide appropriate feedback to product line operations planning roles
7.5 Organizational product line risk management
7.5.1 Principal constituents
65 7.5.2 Identify risks for organizational implementation of product line engineering and management
7.5.3 Assess the identified risks
66 7.5.4 Develop organizational risk mitigation plans
7.5.5 Execute the mitigation plan
7.5.6 Measure mitigation plan versus actual status
67 7.5.7 Provide appropriate feedback to organizational risk mitigation planning roles
7.6 Product line evolution management
7.6.1 Principal constituents
68 7.6.2 Tailor the organizational product line evolution plan
7.6.3 Produce the defined evolution outcomes
7.6.4 Achieve the defined evolution goals
69 7.6.5 Measure evolution plan versus actual status
7.6.6 Manage the evolution procedures
7.6.7 Provide appropriate feedback to product line evolution planning roles

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BS ISO/IEC 26556:2018
$215.11