The Consultant happens to be a former object-oriented methods advocate who has repackaged her object-oriented analysis method into a domain analysis method. *The Consultant recommends the use of her Domain Analysis method to Derek, despite the fact hat the Portfolio Manager has had negative experiences with OO.
During the domain analysis, Derek encounters resistance. *The Project Managers are concerned about the organizaational issues surrounding technology transfer - in particular, who will own (and maintain) what. *The Software Engineers are concerned about the discrepancy between the Consultant's method and the representations with which they are used to working. *Derek also encounters discrepancies between the technical vocabularies of the different projects. The Consultant advises Derek on the need to provide a safe environment for communications between stakeholders. On the Consultant's advice, Derek uses a variety of communication mechanisms - interviews, project team meetings, multi-project representative meetings, and a bulletin board permitting anonymous posts - to try to establish concensus among the stakeholders.
Despite these efforts, *Derek is concerned that he may not be discovering all of the underlying commonality among the projects due to linguistic and stylistic differences. *He is concerned that one project seems to be dominating the analysis, and that he may be missing important variability among the projects. Trying to navigate through these issues, Derek experiences cognitive overload; he tells Jane that he needs more time and would like some more help from the Consultant. Jane raises the issue of replanning the effort with the other Project Managers and with the Portfolio Manager, but the Project Managers resist this proposal because they foresee additional draining of their resources, especially if more of the Consultant's time is needed. As these issues are raised there is an incremental increase in ill-will towards the effort on the part of the organization's management.
Risk factors: