In both cases, it is important to understand the wider forces at work in your
organization that bear on the introduction of DSM in a given domain.We will look at
the forces through the form of a questionnaire, Table 13.1, together with rough scoring
and commentary for different answers that will help you rank your candidate domains
and the organizational units responsible for them. While by no means as accurate as
similar tests for marital compatibility in women??™s magazines, this should at least help
you recognize the relevant issues and take their possible impact into account. We
would like to thank Laurent Safa of Matsushita ElectricalWorks, Ltd., Japan, for the
initial suggestion and draft of such a questionnaire.
13.2 ORGANIZING FOR DSM
DSMdoes not require a large amount of resources: the focus is on quality not quantity.
When the initial DSM solution is in place, all developers??™ work will be bounded by,
guided by, and reliant on the work done by the initial team. The team must, therefore,
be composed of people who really know their work. This is clearly an area where
Brooks??™ law applies more than most. Adding lower quality resources to the team will
have a large negative effect: probably on the initial creation project and most certainly
on the use of DSM.
While the quality of the team members must be high, any innate perfectionism
must be reigned in, at least in the early stages.
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