Comments on: Actor Hierarchies And Then Some http://tynerblain.com/blog/2006/12/13/actor-hierarchies/ Software product success. Tue, 22 May 2012 20:46:27 +0000 hourly 1 http://wordpress.org/?v=3.0.4 By: David Locke http://tynerblain.com/blog/2006/12/13/actor-hierarchies/comment-page-1/#comment-475780 David Locke Tue, 03 Feb 2009 03:48:55 +0000 http://tynerblain.com/blog/2006/12/13/actor-hierarchies/#comment-475780 In diagramming your actor heirarchy, something got lost. The casual driver is a buyer in a consumer market, as in B2C. The professional driver is a buyer in a vertical, or possibly horizontal business market, as in B2B. In the B2B situation there would be a proliferation of stakeholders. The professional drivers are also members of a domain-specific functional culture. This culture provides meaning similar to an ideology in its exclusiveness. That meaning is typically lost in the averaging of the requirements elicitation (RE), because RE is carried out from the perspective of the technologist, not the subculture participants. The way we are trained to do RE contributes to the problem. Mathematics and economics are inherently insensitive to culture. The professional driver deals with a logistics network that the casual driver has no awareness of. In that logistics network are "functionality opportunities." Likewise, the management of professional drivers. In diagramming your actor heirarchy, something got lost. The casual driver is a buyer in a consumer market, as in B2C. The professional driver is a buyer in a vertical, or possibly horizontal business market, as in B2B.

In the B2B situation there would be a proliferation of stakeholders. The professional drivers are also members of a domain-specific functional culture. This culture provides meaning similar to an ideology in its exclusiveness. That meaning is typically lost in the averaging of the requirements elicitation (RE), because RE is carried out from the perspective of the technologist, not the subculture participants. The way we are trained to do RE contributes to the problem. Mathematics and economics are inherently insensitive to culture.

The professional driver deals with a logistics network that the casual driver has no awareness of. In that logistics network are “functionality opportunities.” Likewise, the management of professional drivers.

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