DSM brings together a number of techniques to
address that problem in a way that has proved repeatable across a wide variety of
problem and solution domains.
16.2 THE ONWARD MARCH OF DSM
Unlike recent technologies such as Java or UML, DSMis not something that a vendor
can market and push through to adoption with their tools. With those technologies, a
gatekeeper in each organization had to be persuaded to adopt, and the job was done.
With DSM, pure persuasion is not enough: the organization also needs to ?¬?nd someone
and give them the task and resources to create a new modeling language and generator.
For many readers, you will be in the role of that gatekeeper or DSM solution
creator.You are perhaps suf?¬?ciently convinced by the logic behindDSMto accept that
it could work, but unsure if it will work for you.We hope that the material in this book
will go some way to helping you feel con?¬?dent enough to take a stab at trying outDSM
in your organization. The gains are worth it.
For the ?¬?rst time in decades, our industry is presented with a way of development
that has been consistently shown to increase productivity several times above the
current norm. The people who can make the change happen are not the tool vendors,
nor the managers, nor the mass of developers, although all these have a role to play.
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