Management support can have different forms:
. They propose candidate domains that they feel most fruitful to support with
DSM.
. They agree to the implementation of a proof of concept and commit to
following through if it proves successful.
. They allocate appropriate resources to the DSM process.
. They want to own the consequences of the ?¬?ndings.
334 DSM DEFINITION PROCESS
The last point is particularly important, if hard to de?¬?ne: the more that management
feel personally invested in the success of the DSM project, the more likely they are to
allocate the resources needed to make it succeed.
13.3 PROOF OF CONCEPT
Moving an organization from coding to model-based development is rarely so fast
that you can accomplish it before anyone notices and begins questioning the wisdom
of the project. Many people have preconceived prejudices based on older
approaches with ?¬?xed modeling languages: modeling is a waste of time, you should
only use ???standard??? modeling languages, generated code is bloated, slow, and
incomplete, and so on. You will almost certainly need to face such objections at
some point, so youmay as well get them out of the way early on. Aside from waving
books like this and glossy vendor literature at people, it is also useful to show
concrete results right from the start.
Agood approach, assuming a suf?¬?ciently fastDSMcreation environment, is to do a
short proof of concept project within yourDSMcreation team.
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