Sublime

The second reason for the project workbook is control of the distribution of information. The problem is not to restrict information, but to ensure that relevant information gets to all the people who need it.

Management literature has long known the theorem of “the span of control,” which asserts that one man can manage only a few people if these people have to come together in their own work (that is, for instance, an accountant, a sales manager, and a manufacturing man, all three of whom have to work with each other to get any results).

A second explanation often advanced is that The Mythical Man-Month is only incidentally about software but primarily about how people in teams make things. There is surely some truth in this;

A closer look shows that the hierarchies are constructed on a “building block” principle: subsystems at each level of the hierarchy are constructed by combinations of small numbers of subsystems from the next lower level.

Add one component at a time. This precept, too, is obvious, but optimism and laziness tempt us to violate

The research for the State of DevOps Reports from 2013 to 2019 was a cross-population study that spanned over thirty-six thousand respondents over six years. It showed that architecture determined if it was possible for teams to:58 •make large-scale changes to the design of the system without the permission of someone outside the team or depending

Mario Odyssey and Zelda: Breath of the Wild were built by internal studios within the company, each with its own creative directors and game designers. Imagine having hundreds of people Flintstoning to launch a new network—that’s what happens in the world of new consoles. The strategy worked,