ABSTRACT
Perhaps the most important one remained invisible for people picking up the document: the development of the DMM200 aligned members of the organization with the design students around the project vision. By the end of the second project, the systems architecture has become clear: There would be three modules. The DMM300 was the only one left to develop. Finally, this provided some certainty for the DMM staff about the new DMM system. They were relieved finally to know how and what the system would look like. By June 2003, members of the design team conducting research with the organization in Washington, D.C., observed: ‘Generally, there is a positive attitude of the project. Only one [staff member] felt the project is overrated and not needed.’ 1 The DMM project manager attributed this change in attitude towards a change in how and when he involves other departments in the redesign.
