Hosting web - 13.2 Team Models In the theater model, you
13.2 Team Models In the theater model, you don’t sign up to play the lead role and then get moved to villain (or database). The software manager occupies the role of producer. The producer is responsible for obtaining funding, coordinating schedules, and being sure that everyone is in the right place at the right time. The producer generally does not play an active role in the artistic aspects of the project. The theater model’s strength is that it provides a way to integrate strong individual contributions within a strong central vision on creativity projects. As Fred Brooks argues, conceptual integrity is the most important consideration in system design, and if a system is to have it, one person must control the concepts (Brooks 1975). It also helps to explain why even with a strong cast and strong direction, some projects still turn out mediocre or fail. Some software projects might be out of control, but anyone who’s seen a terrible movie that cost $50 million can see that sometimes projects just don’t work out. The theater model is particularly appropriate for software teams that are dominated by strong personalities. Everyone knows that actors and actresses are temperamental, and some software developers have reputations as prima donnas too. If a project role is important enough, and if a particular developer is the only one who can play it, the director might decide that he or she is willing to put up with the prima donna for the sake of the project. But if the rest of the cast is strong, the director might pass up a prima donna in order to have a smoother project. The theater model is an appropriate model for modern multimedia projects. Whereas software projects used to have to integrate the contributions of multiple software developers, now they have to integrate the contributions of graphic designers, writers, video producers, audio producers, editors, illustrators, content coordinators and multiple software developers. Large Teams Large teams pose special problems of communication and coordination. If you’re the only person on a project, you can work any way you want to because you don’t have to communicate or coordinate with anyone. As the number of people on a project increases, however, the number of communication paths and the amount of coordination needed increases, too. It doesn’t increase additively, as the number of people increases. It increases multiplicatively, proportional to the square of the number of people. Figure 13-2 on the next page shows how.
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