If management are skeptical
or uncommitted, they may well have temporarily pulled key resources off the team
during the earlier phases to ?¬?ght ?¬?res elsewhere. The project will thus have taken
longer, increasing the pressure to try to cut corners. This is not the stage to take your
best people off theDSMteam.You will need all your skills and resources to climb this
next learning curve and become adept at managing the evolution of a DSM solution
while it is in active use. This, after all, is the task of theDSMteam in the future, and it is
a lesson best learned now while things are still on a small scale.
At the start of the pilot project, you will need to provide the pilot team with training
and documentation of the DSM solution, as well as the tool itself. One good training
method is to walk through an existing example model, explaining what it means, and
then generate and show the running application. You can then start with an empty
model and rebuild the same example from scratch, so the team learn the tool and also
get a feel for howlong things take. If the teamis used to coding in the domain, you can
also showthem the generated code, but remind them that the idea is to move above that
level to think in terms of the domain rather than the code.
As the pilot team use the DSM solution, you will ?¬?nd bugs that need ?¬?xing
straightaway, areas that need improvement, and things that could be better.
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