Successful project execution, successful technical solutions or a promising business case, are they equally important selection criteria in a product development process? We have used experiences gained from a large multinational industrial company that is currently deploying a software product line strategy to try to answer that question. The product line's core assets include, among other things, a new software platform that is introduced to the company's software development organizations by means of a portfolio of targeted pilot projects. A business decision-making process is used to select and prioritize projects within the portfolio. We find from an analysis of a large number of projects and will indicate that the three criteria are not equally important.
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