A DSM solution can then be made to automate their development. Repetition is
thus not between the products, but inside a single product.
. Number of developers: Often companies have multiple developers for creating
similar kinds of functionality. A typical example is creating customer-speci?¬?c
services based on a common target environment, such as a work?¬‚ow engine or
telecom services. The larger the number of application developers, the greater
the bene?¬?ts of having a DSM solution.
The payback point is reached when the cumulative costs of application
development become smaller with DSM than with the current approach (as seen
in the lines crossing in Fig. 2.1). The more we create variant products, similar features,
or product versions, the faster the return on investment is achieved. For example, the
experiences at Lucent discussed in Section 2.1.1 indicate that after the third product
payback is reached. Furthermore, the empirical study conducted at USAF (Kieburtz et
al., 1996) clearly proved that DSM makes sense even with a single product with
repetitive development tasks for individual features. Similarly payback can be
reached if there are multiple developers each bene?¬?ting from DSM. For example, at
Nokia where the number of developers for mobile applications is relatively large,
counted in three ?¬?gures (Narraway, 1998), the DSM solution can bene?¬?t many
developers.
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