Software product lines: practices and patterns
Software product lines: practices and patterns
A survey on software architecture analysis methods
IEEE Transactions on Software Engineering
Establishing a Software Product Line in an Immature Domain
SPLC 2 Proceedings of the Second International Conference on Software Product Lines
Software technology in an automotive company: major challenges
Proceedings of the 25th International Conference on Software Engineering
A taxonomy of variability realization techniques: Research Articles
Software—Practice & Experience
Generalizing a Model of Software Architecture Design from Five Industrial Approaches
WICSA '05 Proceedings of the 5th Working IEEE/IFIP Conference on Software Architecture
Challenges in automotive software engineering
Proceedings of the 28th international conference on Software engineering
Software Engineering for Automotive Systems: A Roadmap
FOSE '07 2007 Future of Software Engineering
Why does it take that long? Establishing Product Lines in the Automotive Domain
SPLC '07 Proceedings of the 11th International Software Product Line Conference
Challenges in Reengineering Automotive Software
CSMR '09 Proceedings of the 2009 European Conference on Software Maintenance and Reengineering
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This paper presents an in-depth view of how architects work with maintaining product line architectures in the automotive industry. The study has been performed at two internationally well-known companies, one car manufacture and one commercial vehicle manufacture. The results are based on 12 interviews with architects performed at the two companies. The study shows what effect differences such as a strong line organization or a strong project organization has on the architecting process. It also shows what consequence technical choices and business strategy have on the architecting process. Despite the differences the results are surprisingly similar with respect to the process of managing architectural changes as well as the information the architects maintain and update, especially in the light that the companies have had no direct cooperation.