Assessing organisational obstacles to component-based development: a case study approach

This paper discusses some human, social and organisational issues affecting the introduction of Component-Based Development (CBD) in organisations. In particular, the paper presents the outcome of a case study aimed at assessing organisational obstacles influencing successful application of CBD in the industry. We present some organisational problems experienced by three organisations in adopting and implementing CBD, including cognitive skills, disincentives, organisational politics and organisational culture. In each case we suggest some solutions that developers and managers should consider in order to minimise these organisational problems. We suggest that applying social– technical approaches can minimise the impact of these organisational obstacles. Examples of social–technical approaches include maintaining a relationship with customers throughout the development process and eliciting support from key sponsors and stakeholders. q 2000 Elsevier Science B.V. All rights reserved.