Although these ?¬?gures will not be accurate or
statistically signi?¬?cant, management is unlikely to fund the 25 pilot projects that
would be necessary for statistical signi?¬?cance! A clear increase in productivity in the
pilot project, accompanied by an analysis of problems faced and suggested solutions,
should be enough for most pragmatic managers to give the go-ahead for wider
deployment of DSM.
13.6 DSM DEPLOYMENT
After the pilot project, the structure of the modeling language and the behavior of the
generators will be in good shape. Indeed, in these aspects the DSM solution should be
able to make a good claim at production quality. There are, however, other aspects to
the solution that are not yet at the same level of quality: it has not made sense to work
on these until the core of the solution is stable. In this section, we will look at these
areas and at what extra collateral is necessary to turn the DSM solution into what
Geoffrey Moore (1999) would call a ???whole product.??? First though wewill take a brief
detour to look at the issues of organizational change involved in DSM adoption.
DSM DEPLOYMENT 347
13.6.1 Learning about Organizational Change
For all our love of trying out new technology, we developers are not exactly renowned
for our ability to cope with change, particular if it feels it is by imposition rather than
choice.
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