将软件产品线引入多个部门的关键活动:在日立的经验

Kentaro Yoshimura, J. Shimabukuro, Takatoshi Ohara, C. Okamoto, Yoshitaka Atarashi, Shinobu Koizumi, Shigeru Watanabe, K. Funakoshi
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引用次数: 7

摘要

本文报告了在日立的多个部门引入软件产品线(SPLs)。对于任何为有许多变化的产品族开发软件的部门来说,SPL是提高质量、成本和开发效率的关键。为了将SPL引入多个业务部门,从小型嵌入式系统到大型电源控制系统,我们组织了一个跨组织的SPL项目。在整个项目中,我们已经成功地将SPL引入多个部门,并确定了常见和有用的活动,例如评估遗留系统、培训领域专家,以及与SPL专家分享经验。我们还报告了从采用SPL的经验中学到的教训。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Key Activities for Introducing Software Product Lines into Multiple Divisions: Experience at Hitachi
This paper reports introducing software product lines (SPLs) into multiple divisions at Hitachi. For any divisions developing software for product families that have many variations, an SPL is the key to improving quality, cost, and development efficiency. To introduce SPLs into multiple business divisions from small embedded systems to large power control systems, we organized an SPL project across organizations. Throughout the project, we have successfully introduced SPLs into multiple divisions and identified common and useful activities such as evaluating legacy systems, training domain experts, and sharing experiences with SPL experts. We also report the lessons learned from our experiences about SPL adoptions.
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