Management will also
have seen the results and have hopefully allocated suf?¬?cient high-quality resources to
make it possible to build the full DSM solution. The company is on the brink of
making what is probably the largest increase in productivity in its history.
13.4.1 Danger: Pitfalls Ahead
. . .there is nothing more dif?¬?cult to carry out, nor more doubtful of success, nor more
dangerous to handle than to initiate a new order of things.
Machiavelli
All is not dancing on beds of roses, however??”or at least the roses may be thornier
at this point than you might imagine. The main dangers are ones of excess, of the team
or management ???losing their heads??? in various ways. Let??™s ?¬?rst deal with the easiest
(and rarest): an excess of riches. This can be seen with anything new, where
management goes overboard on the idea: the whole business must be turned around to
follow this wonderful new approach. The best developers are press-ganged into a
group tasked with creating a single all-embracing modeling language for every piece
of development the company will ever do. This is simply a bad idea. Accept
management??™s enthusiasm, but try to curb their excess and focus instead on getting the
best developers working on the best candidate domain. Once that is in production,
there will be a lot more knowledge and experience to apply to subsequent domains.
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