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Presents three case studies involving a collaboration between the Norwegian Computing Centre, three local authorities (municipalities) and a nationwide software manufacturer. Seeks to address whether: evolutionary prototyping a feasible development model; it is suitable for developing common systems; user‐controlled design leads to better systems; and development projects can foster mutual learning. Examines how evolutionary prototyping was used as a strategic development model. Relates the project and its impact for each case. Discusses system development as a catalyst for change. Comments on the changing attitude of the manufacturer once the commercial implications of the project became apparent.

Why are we publishing this special issue on prototyping? Hasn't the subject received enough attention already, prototyping having become little more than a hackneyed buzzword? I don't think so. On the contrary, I feel we have reached a good time to summarize the ideas behind this concept, and the experience gained with the practice.

Compares experimental (eg. prototyping) and analytical (eg. specifying) approaches in systems design. Derives ′The Principle of Limited Reduction′. Defines this as: “Relying on an analytical mode of operation to reduce complexity introduces new sources of uncertainty requiring experimental countermeasures; relying on an experimental mode of operation to reduce complexity introduces new sources of uncertainty requiring analytical countermeasures”. Concludes that a mixed approach is best, but warns that this is as yet (1992) hypothetical.