Since maneuvering managers is rather like herding cats, you may want to take a sneak
peek ahead to the hints on organizational change in Section 13.6.1.
The second danger is to think that you are already home and dry: that the DSM
solution from the proof of concept is the right one. Even in the best case, where the
domain is well understood and you have had the assistance of someone experienced in
DSM, there will be much work left to do. You may well be best considering the proof
of concept as ???build one to throwaway.??? After all, it only took you a fewdays to build,
DEFINING THE DSM SOLUTION 339
so there is no great loss. Even if you try building a new language on a totally different
tack, discover that it does not work, and return to something more like the proof of
concept, you will have gained far more than you lost. Understanding how the DSM
solution meshes with the domain, and the various forces that pull it and constrain it,
will be invaluable during its further development and evolution. If, however, this
understanding is not forthcoming and you feel you are thrashing around, you may
want to consider getting someone experienced inDSMto come in and help you get off
to a good start.
For the other dangers we could give you a dry bullet list, but we hope you will
forgive us if we try something a little more colorful, based on a story by one of
history??™s most famous public speakers.
Pages:
613
614
615
616
617
618
619
620
621
622
623
624
625
626
627
628
629
630
631
632
633
634
635
636
637