While such processes are not at the heart of what most top developers love about their
work, most would acknowledge that such ???soft,??? people-related issues are a major
factor affecting the success of any project, even when the ???hard??? technology side is in
great shape.
Most importantly, running through the process suggested above even once will
have given you some insight into how to adapt its necessarily generic advice to the
speci?¬?c situation of your organization. Even on your ?¬?rst run through you will have
tailored some parts and made your own adjustments. If the ?¬?rst project was successful,
in subsequent domains you should ?¬?nd you have less need to market and prove the
approach to management before getting the green light.
Should you go on to applyDSMin several domains within your organization, and it
becomes a standard tool in your palette of approaches, tools, and languages, you will
have entered a select band of a very feworganizations in the world. If after a fewDSM
projects you have found changes or additions to the above process that seem to work in
general, please do share your feedback with the authors or the widerDSMcommunity.
356 DSM DEFINITION PROCESS
CHAPTER 14
TOOLS FOR DSM
In this chapter we will look at how to obtain tool support for your Domain-Speci?¬?c
Modeling (DSM) solution.
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