PROJECT MANAGEMENT
	External Coordination	Project Planning	Project Tracking	Staffing
1	No specific interface or explicit roles have been defined. The project manager has to handle the work by himself.	Project planning does not explicitly take reuse into account.	No measurement is performed to evaluate reuse-specific activities.	No specific actions are taken to staff the project with reuse competence.
2	A member of staff has been appointed to manage software requirements for a specific product line. Management of software requirements for component development is a coordinated activity meeting multiple needs. Project managers negotiate with this member of staff over the requirements.	A project management model has been developed to incorporate reuse-specific activities, resources, and documentation. The impact of reuse on projects is based on subjective judgement.	For and with reuse activities are well differentiated from classical development activities. Effort and timing data are collected for further analysis.	The project manager can get people with the required reuse competence for his project.
3	The project manager has specific technical and methodological support from a reuse expert to help cope with reuse aspects. Procedures are set up to allow the project manager to ask for the collaboration of an expert, or with the people that developed the reusable components, to facilitate their reuse.	The project management model is adapted to incorporate reuse activities, resources, and documentation. Cost models are developed for reuse-based development.	Procedures for analyzing reuse-specific data collected by project accounting are analyzed on a company-wide basis. The effort of managing and maintaining the repository of reusable components is evaluated and distributed to client projects. Communication overheads due to external coordination between projects are measured. A complete view of the impact of reuse in terms of effort and delays is then possible, allowing reuse processes at the project level to be analyzed and enhanced.	The company allocates people with the required reuse competence to projects based on the available resources and needs of the project.
4	The coordination of all projects working on the same product line is the responsibility of one person, who is in charge of coordinating the projects and managing any potential deadlock between them caused by mutual exchange of components. The project manager therefore has someone to report to, and to complain to if necessary.	Software project management is a coordinated activity - many projects are coordinated to benefit from the development of reusable components. Cost models are developed to optimize costs between projects.		The company allocates people with the required reuse competence to the project taking the long-term development of competence and the product strategy into account.
5		The reuse aspects of the project planning models are continuously improved.