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Arcade Game Maker Pedagogical Product Line: Adoption Plan

Revision Control Table
Version Number Date Revised Revision Type A-Add,
D-Delete, M-Modify
Description of Change Person Responsible
1.0 1/05 A Created document JDMcGregor

Overview

Identification

The Arcade Game Maker (AGM) product line will produce a series of arcade games. Each game is a one-player game in which the player controls, to some degree, the moving objects. The objective is to score points by hitting stationary obstacles. The games range from low complexity to high and will be available on a variety of platforms.

Document Map

The AGM product line is described in a series of documents that are related to each other as shown in the following figure. This interactive map shows the order in which the documents should be read for the first time. Once readers are familiar with the documents, they can go directly to the information needed. This is the product line adoption plan. Its purpose is to define the steps that AGM will follow to adopt the product line software development strategy. It is in the Miscellaneous Documents category in the figure.


Document Map

Readership

This document is intended to provide some level of information to all the stakeholders in the AGM software product line. Managers will find information that supports scheduling and work assignments. Executives will find a tactical plan which maps to the organization's strategic plan. Engineers will find the list of tasks to which they will eventually be assigned.

Primary Goal

The primary goal of the AGM Product Line Adoption Plan is to provide a plan, including schedule and work assignments, for conducting the activities required to launch the AGM Product Line.

Rationale

There are a number of actions that must be carried out to launch the product line. The relationships among these actions are complex and variable. This plan describes the specific set of actions that will achieve AGM's goals and operationalizes these actions in sequences that will be most effective.

Guiding Principles

Prerequisites

The VPPD has already conducted sufficient analysis to determine that the product line strategy holds promise for AGM. This is sufficient cause to move forward with launching the product line.

Owner

The AGM VPPD is the owner of this adoption plan.

Objectives of the Adoption Effort

Strategies

Approach

Initiating

Activity 1. Establish product line oversight
Owner VPPD & VPPP
Deliverables Governance document; oversight committee assignments
Major risks
  1. The oversight committee members may not fully understand the goals for the product line. Needed actions may not be taken.
  2. The governance document may not be sufficiently comprehensive, requiring personnel to spend unnecessary time resolving issues.
Communications The VPPD must fully and clearly communicate the goals of the product line.
Reviews The VPPD & VPPP will each review and must approve the document.
Resources Executives/managers as assigned
Activity 2. Create Product Line Organization
Owner VPPD
Deliverables Organizational structure: assignments and chart
Concept of Operations (CONOPS)
Product Line manager designation
Major risks
  1. 1. The roles needed in the organization may not align with existing skills requiring extensive training.
  2. 2. The new organizational structure and CONOPS may present a cultural change that will make implementation difficult.
Communications The new organizational structure and new operational procedures must be clearly communicated to the staff.
Reviews AGM's CEO must review and approve the new structure and the CONOPS before each becomes effective.
Resources VPPD and staff

Diagnosing

The VPPD decided he needed an outside opinion about his organization before committing to the product line strategy. He hired the SEI to conduct an SEI Product Line Technical Probe (PLTP). The results of the PLTP are not included with this example. This activity is intended to diagnose the strengths of AGM with respect to the practices needed for a successful product line and to identify areas where it will be challenged.

Activity 3. Conduct Product Line Technical Probe (PLTP)
Owner Product Line Manager
Deliverables PLTP Report
Major risks AGM members will not be candid with the PLTP team, which will skew the results. The PLTP results will fail to identify the significant challenges.
Communications The results of the PLTP must be communicated to executives and staff.
Reviews The VPPD and VPPP will review before communicating to the staff.
Resources SEI product line experts and executive staff
Activity 4. Remediation Planning
Owner Product Line Manager
Deliverables Action Plan that describes remediating deficiencies found in the PLTP.
Major risks Remedial efforts will not be effective, leaving AGM without some of the skills necessary to be successful.
Communications The plan will be communicated to all managers who will be responsible for the improvements.
Reviews The VPPD must approve the plan prior to execution.
Resources The entire product line organization.

Establishing

The Product Line Manager will charter the projects necessary to carry out the initial product line activities. Each project will be staffed by personnel from the appropriate functional teams. He will charter:

Activity 5. Establish specific teams for product line operation
Owner Product Line Manager
Deliverables Detailed staff assignments to roles in the product line organization
Major risks The product line manager may not select the best-qualified candidate for each job and thereby jeopardize success.
Communications
  1. The product line manager communicates needs to functional managers.
  2. Functional managers designate their team members for tasks within each project.
Reviews The executive team reviews assignments.
Resources Product line manager and functional managers
Activity 6. Establish the tool infrastructure
Owner Team consisting of representatives from the functional teams.
Deliverables A comprehensive tool plan
Major risks
  1. There may not be adequate tools for every task in the product line, resulting in too much error-prone handwork.
  2. 2. Managers may not be willing to make the investment in tools, which requires hard dollars instead of soft money within the company.
Communications Designated tool team communicates with vendors about requirements.
Reviews Functional teams review the tool plan for their areas of responsibility.
Resources Tool team members
Activity 7. Establish the process roadmap and constituent processes
Owner Team consisting of representatives from the functional teams.
Deliverables A comprehensive process roadmap and an initial set of processes.
Major risks
  1. The definitions of the new processes may not adequately reflect the product line approach and may lead to the need for rework of many assets.
  2. The new product line processes may be sufficiently different from current processes that extensive training is required.
Communications Designated process development team interacts with the functional teams.
Reviews Functional teams review the process map for their areas of responsibility.
Resources Functional team members

Acting

The early scoping activity indicated that a software product line repays investment sufficiently fast so that the set of products AGM intends to produce can be divided into three increments of three products each. The VPPD has decided that the first "increment" in which the first three products are to be developed will be a pilot for the product line strategy. This activity will be under the guidance of the newly appointed product line manager.

Activity 8. Core asset development
Owner Core asset team lead
Deliverables Requirements document with commonality/variability analysis
Architecture definition
Components and test cases
Variable build script
Major risks The core asset development team may not be able to strike the proper balance between sufficient depth to explore problems and sufficient speed to complete the pilot in a timely manner.
Communications The lead must communicate with the product team leads and the product line manager.

The functional team members assigned to core asset development must communicate with counterparts on the product development teams.
Reviews The product line manager will review all team actions during the pilot.
Resources Core asset development team
Activity 9. Product development
Owner Product team lead(s)
Deliverables Unique components and test cases
Product implementations
Major risks The product development team may not use the core assets according to the production plan, which will undermine the product line efficiencies.
Communications The lead must communicate with the core asset team leads and the product line manager.

The functional team members assigned to product development must communicate with counterparts on the core asset development team.
Reviews The product line manager will review all team actions during the pilot.
Resources Product development team(s)
Activity 10. Conduct training
Owner Director, HR
Deliverables Training courses covering the structures, processes, and techniques used in the product line organization.
Major risks The training may be delivered so early that staff will have forgotten by the time they have the opportunity to put the ideas into practice.

The training may be delivered too late to effect necessary change in behavior and approach.

The training may become out of date very rapidly as the organization adjusts to lessons learned in practice.
Communications Training developers must communicate with process definition teams and managers to ensure that training is scheduled correctly and that courses are updated on a timely manner.
Reviews Product line manager and team leads
Resources Training staff and managers

Learning

For the pilot product line this phase will have particular importance. The monitoring function of the organizational management team will

Activity 11. Data collection and evaluation
Owner VPPD
Deliverables Goal-driven evaluation report developed by the oversight committee
Major risks
  1. Management may continue to collect the same measures as before the product line and miss key indications that the product line is not performing as expected.
  2. Management may collect new measures but continue to interpret them in the old context and miss key indications that the product line is not performing as expected.
Communications The results of the evaluation will be widely communicated from the CEO on down.
Reviews CEO will review
Resources Oversight committee members and assigned staff
Activity 12. Apply lessons to artifacts
Owner VPPD
Deliverables Revised versions of all structures, processes, and techniques
Major risks Unwarranted changes may be made if lessons are not carefully analyzed.

Staff may become confused if artifacts are incrementally (and continually) changed, reducing the efficiency of the product line organization.
Communications All changes must be clearly communicated through "town hall meetings" and training courses.
Reviews VPPD will review
Resources Product line organization
Activities vs. Objectives1 Validation Matrix
Objectives
Activities Improve Market position Reduce time to market Increase productivity Enable mass customization
1 Establish product line oversight high medium
2 Create Product Line Organization high
3 Conduct Product Line Technical Probe (PLTP) high high
4 Remediation Planning low medium medium medium
5 Establish specific teams for product line operation medium medium
6 Establish the tool infrastructure high medium
7 Establish the process roadmap and constituent processes
8 Core asset development high
9 Product development high
10 Conduct training high
11 Data collection & evaluation medium high
12 Apply lessons to artifacts high
Key
Contributes greatly high
Contributes somewhat medium
Slightly affects low
Responsibility Matrix
Team members
Activities VPPD VPPP PL Manager Core Asset Team Product Team SEI Director HR Ad hoc Team
1 Establish product line oversight o o
2 Create Product Line Organization o p p
3 Conduct Product Line Technical Probe (PLTP) p p o p p p p
4 Remediation Planning p p o p
5 Establish specific teams for product line operation p o p
6 Establish the tool infrastructure p o
7 Core asset development p o
8 Product development p o
9 Conduct training p p p o
10 Data collection & evaluation o p p p
11 Apply lessons to artifacts o p p p
Key
owner o
participant p

Activity Relationship Diagram

Major Risks and Mitigations

References

For information about the references in this document, see another document in the Arcade Game Maker Product Line series: Arcade Game Maker Pedagogical Product Line: Bibliography.


1 These are the product line objectives, not the objectives of the adoption effort.