These dynamic forces create the phenomenon often referred to as Brooks' Law, i.e., adding more people to a late software project makes it later .
This has produced three kinds of results: (1) Uncovered dysfunctional consequences of some currently adopted policies (e.g., in the scheduling area); (2) Provided support for managerial decision making (e.g., on the allocation of the quality assurance effort); and (3) provided insight into software project phenomena (e.g., 90% syndrome and Brooks' Law).
One oft-cited software project phenomenon is Brooks' Law, which states that adding manpower to a late software project makes it later .
We have studied Brooks' Law in the context of medium-size applications-type projects in .
The lesson of Brooks' Law would, of course, suggest that by adding new people to the late DE-A project, management actually delayed it further.
The behavior of an individual subsystem in isolation may be very different from its behavior when it interacts with other subsystems (e.g., the lesson of Brooks' Law).