(第1空)So it is today. Schedule disaster, fiinctional misfits, and system bugs all arise because the left hand doesn't know what the right hand is doing. As work ( ) ，the several teams slowly change the functions, sizes, and speeds of their own programs, and they explicitly or implicitly ( ) their assumptions about the inputs available and the uses to be made of the outputs.
For example, the implementer of a program-overlaying function may run into problems and reduce speed relying on statistics that show how ( ) this fiinction will arise in application programs. Meanwhile, back at the ranch, his neighbor may be designing a major part of the supervisor so that it critically depends upon the speed of this function. This change in speed itself becomes a major specification change, and it needs to be proclaimed abroad and weighed from a system point of view.
How, then, shall teams ( ) with one another? In as many ways as possible.
●Informally. Good telephone service and a clear definition of intergroup dependencies will encourage the hundreds of calls upon which common interpretation of written documents depends.
●Meetings. Regular project meetings, with one team after another giving technical briefings, are ( ) . Hundreds of minor misunderstandings get smoked out this way.
●Workbook. A formal project workbook must be started at the beginning.