The reality of object-oriented technology in the corporation

Author

Scholtz, Jean

Author_Institution

Intel Corp., Hillsboro, OR, USA

fYear

1993

fDate

12-14 Oct 1993

Firstpage

142

Lastpage

146

Abstract

One of the major causes of limited success in adopting object-oriented methodologies is the failure of management and design teams to recognize and plan for the scope of this change. Using object-oriented methodologies is far more than a language change; object-oriented methodologies require an entirely different management, planning, and measurement system. Changes to an object-oriented language require much training and large learning curves for individual software developers. This paper discusses the effects of a change to object-oriented systems development from the standpoint of the effects upon three groups: individual programmers, software development teams, and management

Keywords

business data processing; management of change; object-oriented programming; software development management; training; corporation; design teams; learning curves; management; management of change; measurement system; object oriented language; object oriented methodologies; object oriented technology; object-oriented systems development; planning; programmers; software development teams; training; Environmental management; Jacobian matrices; Libraries; Management training; Object oriented databases; Object oriented modeling; Object oriented programming; Programming environments; Programming profession; Testing;

fLanguage

English

Publisher

ieee

Conference_Titel

Northcon/93. Conference Record

Conference_Location

Portland, OR

Print_ISBN

0-7803-9972-2

Type

conf

DOI

10.1109/NORTHC.1993.505048

Filename

505048