ISO/IEC 26560:2019

Software and systems engineering - Tools and methods for product line product management

This document, within the context of methods and tools for product line product management: - defines product line-specific processes and their subprocesses for product management of software and systems product lines. 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 to automate/semi-automate tasks or defined method capabilities. 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 — Outils et méthodes pour la gestion des gammes de produits

General Information

• Status: Published
• Publication Date: 22-May-2019
• ICS: 35.080 - Software
• Technical Committee: ISO/IEC JTC 1/SC 7 - Software and systems engineering
• Drafting Committee: ISO/IEC JTC 1/SC 7/WG 4 - Tools and environment
• Current Stage: 9093 - International Standard confirmed
• Start Date: 03-Jan-2025
• Completion Date: 30-Oct-2025

Overview

ISO/IEC 26560:2019 - "Software and systems engineering - Tools and methods for product line product management" defines a structured approach to managing a family of software and systems products (a product line). The standard specifies product line‑specific processes and subprocesses for product management, describing each in terms of purpose, inputs, tasks and outcomes. It also defines method capabilities to support those tasks and tool capabilities to automate or semi‑automate them. The scope explicitly covers families of products (product lines), not single‑system product management.

Key topics and requirements

The standard organizes product line product management into three main areas and several technical topics:

• Product management enablement
  • Planning, governance, resource mobilization, quality assurance, and continuous improvement.
• Product management operation
  • Market definition, technology scanning, product family definition, trade‑off analysis, and product family evolution.
• Product management support
  • Role and responsibility management, decision support, and risk management specific to platforms and variability.

Core requirements include:

• Processes described by purpose, inputs, tasks and outcomes for repeatable, auditable product line management.
• Specification of method capabilities (what methods must achieve) to support process tasks.
• Specification of tool capabilities (automation features, semi‑automation) to implement or assist those methods.
• Emphasis on managing commonality and variability across a product family and on lifecycle governance.

Practical applications and users

ISO/IEC 26560:2019 is practical for organizations adopting product line engineering or managing multiple related products. Typical users include:

• Product line managers and product managers - to structure lifecycle planning, market and technology analysis, and trade‑off decisions for a product family.
• Systems and software architects / engineering leads - to align platform and variability decisions with management processes.
• Tool vendors and tool integrators - to design tooling that meets specified automation and method capability requirements.
• Quality, risk and decision‑support teams - to implement role management, decision rationale capture, and risk mitigation across product variants.
• Senior management and governance bodies - to define policies and measure product family effectiveness.

Benefits: reduced time‑to‑market, clearer governance of common platforms and variability, better trade‑off and risk decisions, and improved automation support for repeatable product line tasks.

Related standards

ISO/IEC 26560:2019 is published by ISO/IEC JTC 1 (SC 7) and complements other software and systems engineering standards and product‑line engineering guidance. Organizations often apply it alongside lifecycle, quality management, and systems engineering standards to achieve coordinated product line practices.

Keywords: ISO/IEC 26560:2019, product line product management, software and systems engineering, product family, product line tools, method capabilities, product line processes, SSPL.

Standards Content (Sample)

INTERNATIONAL ISO/IEC
STANDARD 26560
First edition
2019-05
Software and systems engineering —
Tools and methods for product line
product management
Ingénierie du logiciel et des systèmes — Outils et méthodes pour la
gestion des gammes de produits
Reference number
©
ISO/IEC 2019
© ISO/IEC 2019
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting
on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address
below or ISO’s member body in the country of the requester.
ISO copyright office
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Published in Switzerland
ii © ISO/IEC 2019 – All rights reserved

Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and Definitions . 1
4 Abbreviated terms . 2
5 Reference model for product line product management . 2
5.1 Overview . 2
5.2 Product management enablement . 3
5.3 Product management operation . 3
5.4 Product management support . 4
6 Product management enablement . 6
6.1 General . 6
6.2 Product management planning . 6
6.2.1 Principal constituents . 6
6.2.2 Establish product management goals . 7
6.2.3 Define key procedures for product management . 7
6.2.4 Define schedules and required resources for product management . 8
6.2.5 Specify how to monitor, measure and control the effectiveness of a
product family . 8
6.2.6 Document the product management plan . 8
6.3 Product management enabling . 9
6.3.1 Principal constituents . 9
6.3.2 Establish governance policy for end-to-end product lifecycle .10
6.3.3 Mobilize qualified human resources for end-to-end product lifecycle .10
6.3.4 Identify infrastructure and resource needs for end-to-end product lifecycle .11
6.3.5 Enable quality assurance measurement for end-to-end product lifecycle .11
6.3.6 Improve product management process continuously .12
6.4 Product management managing .12
6.4.1 Principal constituents .12
6.4.2 Tailor and allocate governance policy, R & R and resources to relevant sub
functions of product management .13
6.4.3 Collect data from product management sub functions .14
6.4.4 Monitor, measure and control product management operation and support .14
6.4.5 Manage actual operation and support of product management .15
6.4.6 Provide feedback to planning and enabling functions of product management .15
7 Product management operation .15
7.1 General .15
7.2 Market definition for product family .16
7.2.1 Principal constituents .16
7.2.2 Define types of market segmentation for a product family .17
7.2.3 Compile the voice of customers for each market segment .17
7.2.4 Analyse competitors’ profile for each market segment.18
7.2.5 Forecast trends in sales for each market segment .18
7.2.6 Analyse market opportunities for each market segment .19
7.2.7 Document market definition results .19
7.3 Technology scanning for product family .19
7.3.1 Principal constituents .19
7.3.2 Identify key technology for product family .20
7.3.3 Analyse technology impacts on product family .21
7.3.4 Analyse competitors’ profile of key technology .21
7.3.5 Forecast evolution trends in key technology .22
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7.3.6 Evaluate strategic alternatives for competitiveness through key technology .22
7.3.7 Formulate technology roadmap for product family .23
7.4 Product family definition .23
7.4.1 Principal constituents .23
7.4.2 Identify high-level domain .24
7.4.3 Identify initial candidate members of product family .24
7.4.4 Define initial functional and non-functional characteristics of product family.25
7.4.5 Analyse high-level commonality .25
7.4.6 Analyse high-level variability .25
7.4.7 Document initial product family .26
7.5 Trade-off analysis for product family .26
7.5.1 Principal constituents .26
7.5.2 Formulate the trade-off analysis team .27
7.5.3 Identify vested stakeholders .28
7.5.4 Identify key decision factors and criteria for viable product family .28
7.5.5 Perform trade-off analysis using scenarios .28
7.5.6 Document trade-off analysis results of product family .29
7.6 Product family evolution .29
7.6.1 Principal constituents .29
7.6.2 Monitor changing trends of business, technology and competitiveness of
product family .31
7.6.3 Trigger the initiation decision of a product family evolution process .31
7.6.4 Monitor the progress of the product family evolution process .32
7.6.5 Evaluate the result of the product family evolution .32
8 Product management support .33
8.1 General .33
8.2 Role management in product management .33
8.2.1 Principal constituents .33
8.2.2 Identify and structure roles and responsibilities for product management .34
8.2.3 Coordinate identified roles and responsibilities with the organization
structure . .34
8.2.4 Guide the execution of roles and responsibilities in product management .35
8.2.5 Assign the roles and responsibilities of product management .35
8.2.6 Monitor, measure and control the roles and responsibilities of product
management .36
8.2.7 Improve the structure of roles and responsibilities in product management .36
8.3 Decision support in product management .37
8.3.1 Principal constituents .37
8.3.2 Establish decision support policy for product management .38
8.3.3 Tailor decision procedure for product management .38
8.3.4 Guide the decision execution for product management .39
8.3.5 Document the rationale for decisions concerning product management .39
8.3.6 Learn from decision results of product management .40
8.4 Risk management in product management .40
8.4.1 Principal constituents .40
8.4.2 Identify risks related to the platform and variability in a product family .41
8.4.3 Assess the identified risks related to the platform and variability .42
8.4.4 Develop mitigation plans for the risks .42
8.4.5 Monitor the execution of the mitigation plan .42
8.4.6 Learn from actual results of the execution .43
Annex A (informative) Relationships between product management and other key roles in SSPL 44
Annex B (informative) Exemplary analysis methods for trade-offs .45
Bibliography .47
iv © ISO/IEC 2019 – All rights reserved

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 technical
committees established by the respective organization to deal with particular fields of technical
activity. ISO and IEC technical committees collaborate in fields of mutual interest. Other international
organizations, governmental and non-governmental, in liaison with ISO and IEC, also take part in the
work. In the field of information technology, ISO and IEC have established a joint technical committee,
ISO/IEC JTC 1.
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
Introduction and/or on the ISO list of patent declarations received (see www .iso .org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO's adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see www .iso
.org/iso/foreword .html.
This document was prepared by 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 https: //www .iso .org/members .html.
© ISO/IEC 2019 – All rights reserved v

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, reduced time to market and with better quality. As a result, it has gained increasing global
attention since the 1990s. Strategic management and supports are provided by product line product
management for a product family and its evolution. Product management should collaborate with
product line scoping process for the detailed definition of a product family. Also markets, technologies
and competitors are carefully and continuously observed for product family definition and its
continuous evolution. Product management deals with the economic aspects of product family and in
particular with the market strategy.
There are needs for defining product line-specific product management processes that integrate the
involved product line disciplines with those for a single product. Furthermore, support of tools and
methods are required so that a product line organization can perform product management under the
systematic control of complexities. This document addresses the product line-specific processes in
product management by dividing those into product management enablement, product management
operation and product management support process areas with the guidance of a set of tools and
methods capabilities for supporting tasks for product line product management.
This document is intended to benefit people who acquire, supply, develop, operate, and maintain tools
and methods for product line product management. This document can be used in one or more of the
following modes:
— By an organization intended to implement or operate product lines – to understand, adopt and
enact the processes, tools and methods for product line product management. This also helps the
organization to evaluate and select relevant tools and methods based on business and user-related
criteria.
— By a tool vendor who facilitates or leverages product line engineering practices – to provide a set of
tool capabilities that should be embodied in a tool for supporting product management enablement,
product management operation and product management support.
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 mechanisms in
product lines. Other standards in the ISO/IEC 26550 family 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 are published. ISO/IEC 26561 and ISO/
IEC 26562 are to be published. ISO/IEC 26563 is a planned International Standard.
— 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;
vi © ISO/IEC 2019 – All rights reserved

— Processes and capabilities of methods and tools for variability mechanism 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;
— Processes and capabilities of methods and tools for technical probe are provided in ISO/IEC 26561;
— Processes and capabilities of methods and tools for transition management are provided in ISO/
IEC 26562;
— Processes and capabilities of methods and tools for configuration management of asset are provided
in ISO/IEC 26563;
— Others (ISO/IEC 26564 to ISO/IEC 26599): To be developed.
© ISO/IEC 2019 – All rights reserved vii

INTERNATIONAL STANDARD ISO/IEC 26560:2019(E)
Software and systems engineering — Tools and methods
for product line product management
1 Scope
This document, within the context of methods and tools for product line product management:
— defines product line-specific processes and their subprocesses for product management of software
and systems product lines. 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 to automate/semi-automate tasks or defined method capabilities.
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 https: //www .iso .org/obp
— IEC Electropedia: available at http: //www .electropedia .org/
3.1
binding
task to make a decision on relevant variants, which will be application assets, from domain (3.3)
assets using the domain variability (3.7) model and from application assets using the application
variability model
3.2
commonality
set of functional and non-functional characteristics that is shared by all applications belonging to the
product line (3.4)
3.3
domain
distinct scope, within which common and variable characteristics are exhibited, common rules and
binding (3.1) mechanisms are observed, and over which a distribution transparency is preserved
3.4
product line
product family
software and systems product line
set of products and/or services sharing explicitly defined and managed common and variable features and
relying on the same domain (3.3) architecture to meet the common and variable needs of specific markets
© ISO/IEC 2019 – All rights reserved 1

3.5
product roadmap
schedule when the products have to be ready for market launch
3.6
technology roadmap
outline of required and anticipated changes in technologies, with expected dates, which will enable
achievement or transformation of a product or product family (3.4)
3.7
variability
set of functional and non-functional characteristics that may differ among members of the product
line (3.4)
4 Abbreviated terms
COTS component off-the-shelf
SSPL software and systems product line
5 Reference model for product line product management
5.1 Overview
The success of a product line depends on how well a product line management comprehends markets,
technical trends and competitors’ capability. Product management deals with the situation of markets,
technical trends and competitors’ capability, and defines a product family to deliver to markets.
Product management should reflect the company’s goals defined by top management. The company’s
objectives govern the whole decision made in product line product management. The initial product
family definition shall be delivered to product line scoping for the detailed product family definition of
a product line.
Product management provides strategic management for product families while organization
management deals with managerial supports for implementing a successful product line. For this,
product management is responsible for the economic and business concerns of product line engineering
and management and the resulting product line(s). It deals particularly with the market strategy and
the competitive strategy. Outcomes produced in product management are major inputs of organization
management and product line scoping. Product management monitors markets, competitors and
technical changes so as to cope proactively with market changes and new offerings from competitors,
and to evolve product family continuously.
The reference model specifies the structure of product line-specific processes and subprocesses for
product management. As shown in Figure 1, Product line product management can be structured
into three processes: product management enablement, product management operation and product
management support. In the rest of this document, tasks, methods and tools are described in terms of
product line-specific processes and subprocesses defined in the reference model. Annex A describes key
artefact flows between product management and other key roles of software and systems product line.
Each process is divided into subprocesses and each subprocess is described in terms of the following
attributes:
— the title of the subprocess;
— the purpose of the subprocess;
— the inputs to produce the outcomes;
— the tasks to achieve the outcomes;
2 © ISO/IEC 2019 – All rights reserved

— the outcomes of the subprocess;
— the capabilities of methods and tools required for performing the tasks effectively and efficiently.
NOTE 1 When the process, subprocess, outcomes and tasks are listed or described in a sentence, they are
italicized to get noticed.
Figure 1 — Product line product management reference model
5.2 Product management enablement
The product management enablement shall serve to do the following and to define the capabilities of
tools and methods for supporting them:
— Product management planning specifies how to monitor, measure and control the effectiveness
of a product family. This subprocess also defines schedules and required resources for product
management;
— Product management enabling establishes the governance policy for overall product management.
This subprocess identifies the infrastructure and resource needs for product management
operation and product management support, mobilizes qualified human resources for product
management, enables quality assurance measurement for product management and improves
product management process continuously;
— Product management managing monitors, measures and controls product management operation
and product management support.
5.3 Product management operation
The product management operation shall serve to do the following and to define the capabilities of
tools and methods for supporting them:
— Market definition for product family defines types of market segmentation for a product family,
analyses competitors’ profile and market opportunities for each market segment;
— Technology scanning for product family identifies and analyses key technologies for a product family
so as to formulate the technology roadmap for product line product management;
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— Product family definition identifies domains with initial product family member products, and
thereafter analyses the high-level commonality and variability for the defining initial product family;
— Trade-off analysis for product family provides a formal way required for performing trade-off
analysis for viable product family compositions. Vested stakeholders, key decision factors and ways
to generate scenarios are addressed;
— Product family evolution achieves continuous evolution of a product family through monitoring
changing trends in markets, technologies and competitiveness related to a product family. This
subprocess includes tasks for evaluating evolution results and triggering follow-up actions.
5.4 Product management support
The product management support shall serve to do the following and to define the capabilities of tools
and methods for supporting them:
— Role management in product management establishes and maintains roles and responsibilities for
performing product management. Roles and responsibilities are monitored and controlled for
improvement after they are identified, assigned and coordinated;
— Decision support in product management supports decision making concerning product line product
management. Decision procedure, guidance for decision execution and assimilating lessons from
decision results are dealt in this subprocess, and helps share decisions among relevant roles and
responsibilities;
— Risk management in product management deals with risks for the platform and variability (e.g.,
business, technology, competitiveness) of a product family and develops a mitigation plan for the risks.
NOTE 2 This document is related to ISO/IEC/IEEE 15288 that is directly applicable to a single system. The
processes and capabilities of methods and tools of this document correspond to the development of product
families.
The identification and analysis of the key differentiators between single-system engineering and
management and product line engineering and management can help organizations to understand the
product line and to formulate a strategy for the 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 for identifying product line-specific product management tasks
Category Aspects
application engineering, domain assets, domain engineering, product management,
Reuse management
platform, reusability
Variability management binding, variability
collaboration, configuration, enabling technology support, reference architecture, tex-
Complexity management
ture, traceability
Quality management measurement and tracking, cross functional verification and validation
The following are the descriptions for each aspect concerning product line product management.
The product line product management relevant processes and tasks shall be identified on the basis of
these aspects. The concerns specific to product line product management enable an organization to
understand the product line product management relevant processes, subprocesses, tasks, methods
and tools’ capabilities:
— Application engineering: Product line product management defines a product family at the strategic
level; thus, consisting member products that will be produced are decided by product management.
— Binding: Variability binding is an aspect that distinguishes product management of the product line
development from that of the single product development.
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— Collaboration: Stakeholders of product line product management include marketing experts,
product managers, representative customers, domain experts, application experts and so on. Close
collaborations among them are essential for the success of product management.
— Configuration: Configurations of assets for domain engineering and application engineering are
distinguished aspects of the product line development. Maintaining integrity of assets is an important
aspect. Configurations of products and artefacts of a product line can be multidimensional, i.e., exist
in time and space.
— Domain asset: A platform consists of a collection of domain assets. Those domain assets may be
tangible subsystems or components, or they may be engineering artefacts such as use cases, logical
principles, architectural design patterns, etc. A product which is a member of a product family is
engineered using domain assets specific but not necessarily unique to that product family. This is an
aspect that distinguishes product management of the product line development from management
of a single product development.
— Domain engineering: Domain engineering processes are product line-specific aspects that do not
exist in the single product development.
— Enabling technology support: Enabling technologies for supporting efficient reuse and management
of variability and assets distinguish from the single product development.
— Measurement and tracking: The performance of the product line processes should be measured
aligning with the overall product line objectives. The measurement results should be collected, and
they should be used to control product lines to achieve the business goals of the product family.
— Platform: Product line product management enables the development of a platform and the
development of applications based on the platform.
— Product management: Product line product management should have the capability for defining and
analysing the measures that make it possible to evaluate planned reusability and productivity and
thereafter coordinate a product line towards achieving its business goals.
— Reference architecture: Reference architecture should be defined toward supporting the business
goal achievement and the reusability. This is an aspect that distinguishes product management of
the product line development from that of the single product development.
— Reusability: Product line product management monitors, evaluates and controls whether the desired
level of reusability is achieved in a product family engineering endeavour. Providing managerial
support for achieving desired level of reusability is a key aspect peculiar to product line development.
— Texture: Product line product management monitors and controls whether domain engineering and
application engineering are following the rules defined in textures.
— Traceability: There exist trace links for business goal achievement, plan versus actual status, issue
management, etc. in product line product management.
— Cross functional validation and verification: There exist cross functional assessments on business
goal achievement, plan versus actual status, issue management, etc. in product line product
management.
— Variability: Product line product management provides managerial capabilities for variability.
Variability management is a distinguished aspect of product line development.
© ISO/IEC 2019 – All rights reserved 5

6 Product management enablement
6.1 General
Product management enablement supports the following subprocesses:
— Product management planning.
— Product management enabling.
— Product management managing.
6.2 Product management planning
6.2.1 Principal constituents
6.2.1.1 Purpose
The purpose of this subprocess is to analyse and establish product management needs and goals and
define schedules and required resources for satisfying them.
6.2.1.2 Inputs
The following inputs should be available to perform the product management planning process:
— Product line goals (objectives).
— Existing product definition strategy used for a single product definition.
— Organizational level plans for a product line (from ISO/IEC 26556).
— Historical documents and data related to product family planning.
6.2.1.3 Outcomes
The following outcomes shall be available as a result of the successful implementation of the product
management planning process:
— Product management goal is established.
— Product definition strategy is defined.
— Product management plan, including key procedures, schedules and required resources and measures is
documented.
— Changes of plans are traced and maintained.
6.2.1.4 Tasks
The organization shall implement the following tasks with respect to the product management planning
process:
— Establish product management goals: Define product management goals and strategies for offering
such products that ensure the organization’s continuous market leads.
— Define key procedures for product management: Tailor or define product management procedures
and share the procedures with product management participants.
— Define schedules and required resources for product management: Schedule product management,
including milestones and required resources.
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— Specify how to monitor, measure and control the effectiveness of product family: Define ways to
governing the monitoring, measuring and controlling of the effectiveness of a product family.
— Document the product management plan: Document and share the product management plans.
6.2.2 Establish product management goals
The goal of this task is to define product management goals and strategies for the successful achievement
of organizational goals and for the provision of products that meet customer’s needs on time.
The goal of product management is to contribute to the success of a product line organization by
governing the product family endeavour as a whole.
The method should support establishing product management goals with the following capabilities:
— identifying the relationship between product management and product line goals;
— formulating product management goals;
— establishing the product definition strategy that describes how new products are defined.
A tool should support establishing product management goals by allowing the user to do the following:
— access product line goals and organizational level plans;
— communicate product management goals and strategies with key stakeholders by supporting
channels and implemented mechanisms.
6.2.3 Define key procedures for product management
The goal of this task is to tailor and define product management procedures based on product line
processes and to share the defined procedures with key stakeholders.
The method should support defining key procedures for product management with the following
capabilities:
— tailoring procedures for product management based on the organizational product management
process;
— defining decision-making procedures related to product management;
— defining integration and calibration procedures for product management;
— defining monitoring, measuring and controlling procedures for product management;
— defining procedures that guide the collaboration activities among key stakeholders of product
management.
A tool should support defining key procedures for product management by allowing the user to do the
following:
— access the existing procedures for product management;
— share key procedures with relevant key stakeholders;
— make decisions under the supports of decision-making procedures;
— integrate and calibrate procedures;
— document the defined procedures electronically.
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6.2.4 Define schedules and required resources for product management
The goal of this task is to define schedules, milestones and resources for specifying a product roadmap
based on the integrated information of market situation and technical trends, and for evolving a product
roadmap in accordance with the changes on markets and technical trends.
The method should support defining schedules and required resources for product management with
the following capabilities:
— understanding the organization’s capability, procedures and roles/responsibilities to nurture
product line in order to take the best decisions for product management schedules and resources;
— estimating and identifying possible resources for those needed;
— defining schedules and allocating resources for product management;
— identifying risk management items in product management.
A tool should support defining schedules and required resources for product management by allowing
the user to do the following:
— (semi-)automate accessing information about organization’s capability, procedures and roles/
responsibilities to nurture product management;
— access an organization’s available resources;
— define schedules and allocate resources for product management.
6.2.5 Specify how to monitor, measure and control the effectiveness of a product family
The goal of this task is to define procedures, measures and criteria for governing the monitoring,
measuring and controlling of the effectiveness of a product family.
The method should support specifying how to monitor, measure and control the effectiveness of a
product family with the following capabilities:
— defining observation points to monitor the effectiveness of a product family;
— defining measures and integration functions for integrating monitored results for evaluating the
effectiveness of a product family;
— defining rules adhered when the product family is controlled.
A tool should support specifying how to monitor, measure and control the effectiveness of a product
family by allowing the user to do the following:
— access history data related to product management;
— document the defined measures, procedures and criteria electronically;
— monitor actions (What, Who, Where, When, How) and collect the data;
— measure and analyse the effectiv
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