In the last section, the writer argues that project management should exist, based on the separation of community and project. Subsequently, the problem is when should project management engage. DAO projects do not pop up from DAO community. Rather, their generation is progressive and without clear boundary.

When the writer came up with the ideas of Decentralized Regulation and posted it in LegalDAO Discord, the writer never though it could be a project. The writer was even unsure whether it was a good idea or not, let alone thinking its viability. But LegalDAO contributors continuously discussed about it, generously offering their opinion. Some totally negated the necessity. Some questioned the trouble this idea was about to address. Some thought this idea was interesting, but not realistic. But strangely, despite such criticism, the idea has slowly become a project with a core member team with minimum required resources, preparing deck and BP for fundraising. The shape of the idea was unclear at the very beginning, but it has generally materialized. It is inspiring, but also grappling, with different opinion colliding, progress thrusted. For example, the writer has been asked the specific fundraising and product launch plan by interested investors. When the writer asked the same questions and proposed to set the milestone tracking for the whole project, some members in the core team disapproved and resisted to use traditional company management methods in such an early stage of a product, when there is still a lot of uncertainty lying ahead.

This story makes the writer think about when is the proper timing for project management to engage. It is true that this method works well for Web2 companies because the market is mature and the path is paved. But Web3 is the immature uncharted. The circle is too small and the ecology is not inclusive enough. Also, it might be disproportionate to use such a high standard for such an infant project, straining core members’ stamina and passion. In this way, the conclusion is that the proper timing might be when externally, the market is largely established enough or internally, the core members are harboring the same expectation towards the project supported by economic or spiritual incentives.