Abstract: There are many forces which can impact a software product line. These forces can cause the product line to evolve the existing assets, force a new product line, cause a split in the product line, or a merger of two product lines.  Determining what direction to take with the product line life cycle has costs and benefits associated with it. Panelist are asked to draw a picture of the product line life cycle showing the various decision points expressed in the questions and give the criteria used for the various choices.

Overview: This panel addresses questions regarding software product line evolution and life cycle. The panel is to discuss and address some of the following issues and questions:

• At what point do you consider adopting a new product line?
• Are paradigms such as Aspect Oriented Programming or Model-Driven Software Development catalysts for a new product line?
• Should the adoption of a new software development paradigm cause a product line change?
• What criteria are used for allowing localized rearchitecting of the product line?
• At what point does enough localized rearchitecting cause it to be considered a new product line?
• When should you adapt a product line versus starting new?
• When should a product line be split into two?
• How do we merge multiple product lines?
• Can product line degradation during support of sold products be avoided or is it just part of the product line life cycle?
• What happens if a company merger causes two similar product lines to exist within the new company?
• What are the financial impacts of these various decisions?

Abstract: This panel looks at the impacts that product lines have on the support of products once they are in production. Depending on the industry, products in production may need to be enhanced and bugs fixed for 5, 10, even 30 years after first being released. 

Overview: This panel is to address some of the following issues and questions:

• How does organizational structure impact the long term support of the product line? What organizational structures have worked well and which ones have not?
• After a product is launched into production, how does a company ensure that the original product line is not degrading by making fixes or enhancements?  Why do we care if it does?
• What product maintenance processes have been useful in preventing product line degradation while supporting sold products?
• How do future and current product organizations work together in a product line environment?
• Can product line degradation during support of sold products be avoided or is it just part of the product line life cycle?
• How does the life expectancy of a product line affect your product support approach?