Software product-line engineering: a family-based software development process
Software product-line engineering: a family-based software development process
Software product lines: practices and patterns
Software product lines: practices and patterns
Variation Management for Software Production Lines
SPLC 2 Proceedings of the Second International Conference on Software Product Lines
New methods in software product line practice
Communications of the ACM - Software product line
Managing requirements specifications for product lines - An approach and industry case study
Journal of Systems and Software
Evolving Industrial Software Architectures into a Software Product Line: A Case Study
QoSA '09 Proceedings of the 5th International Conference on the Quality of Software Architectures: Architectures for Adaptive Software Systems
A systematic review of domain analysis solutions for product lines
Journal of Systems and Software
Balancing software product investments
ESEM '09 Proceedings of the 2009 3rd International Symposium on Empirical Software Engineering and Measurement
An experience report on the incremental adoption and evolution of an SPL in eHealth
Proceedings of the 2010 ICSE Workshop on Product Line Approaches in Software Engineering
Software product line adoption: guidelines from a case study
CEE-SET'08 Proceedings of the Third IFIP TC 2 Central and East European conference on Software engineering techniques
Making the leap to a software platform strategy: Issues and challenges
Information and Software Technology
Adopting feature-centric reuse of requirements assets: an industrial experience report
Proceedings of the 16th International Software Product Line Conference - Volume 2
Variability management in an unaware software product line company: an experience report
Proceedings of the Eighth International Workshop on Variability Modelling of Software-Intensive Systems
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Engenio made the transition to software product line practice in order to keep pace with growing business demand for its products. By using an incremental transition strategy, Engenio avoided the typical upfront adoption barrier - the equivalent development effort of 2 to 3 standalone products - which in their case was projected to be 900 to 1350 developer-months. Engenio discovered that by making an upfront investment of only 4 developer-months, they were able to start a chain reaction in which the tactical and strategic incremental returns quickly outpaced the incremental investments, making the transition pay for itself.