(第1空)So it is today. Schedule disaster,functional misfits,and systembugs all arise because the left hand doesn’t know what the right hand is doing.As work ( ) ,the several teams slowly change the functions,size,and speeds oftheir own programs, and the explicitly or implicitly ( ) their assumptions about the inputs available and the uses to be made of outputs.
For example ,the implementer of a program-overlaying function may run into problems and reduce speed relying on statistics that show how ( ) this function 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 misunderstangings get smoked out this way.
● Workbook.A formal project workbook must be started at the beginning.