Software engineering as an industry and a discipline has developed an unfortunate tendency to repeat a flawed approach to scaling the delivery of value.
An initial small team of engineers develops something that proves popular and has great potential, this leads to a hunger to build on top of this success. Unfortunately this hunger is very often not paired with patience and we fall back on a view that software production can be made to obey the same rules as any other production activity.
More people will produce more code, I believe a fundamental misunderstanding of that mantra is that value delivered to customers doesn't scale in proportion to the amount of code written.
Too Many Artists
Software development is very often more aligned to an art then a science than people may realise.
Whilst it is true to say more developers will produce more code, or at least will produce more change in a code base, it is not true to say that this means the value being delivered must be increasing.
If this were true software development would be a solved problem, it would be possible to fully automate, and bugs and defects would be a thing of the past. Anyone that has worked in software development will know that is not a situation that is likely to arise anytime soon.
If instead we recognise that there is a healthy dose of artistry in developing good software then we find ourselves contemplating if multiple artists can speed up the time to produce an art work.
The answer may be yes but do we think the art work produced would be a pleasure to look upon or more of a confused and incoherent mess.
Frequency over Speed
A strong drive for scaling out software development is to increase perceived speed, unfortunately this very often focuses too much on the speed of development as opposed to the speed of delivery.
Software development can be a tricky business with a multitude of unforeseen circumstances and potential pitfalls, creating consistent and speedy timescales is far from easy.
The delivery of software into production can be made a much more precise science, however quite often not enough effort is put into conquering this more easily understood challenge.
Putting effort into producing a well defined and smooth delivery pipeline provides a mechanism to ship software whenever it is "ready".
During the good times this maybe several times a week or even daily, what it ensures is that the effort of software developers is being maximised by ensuring there is very little delay between them producing value and that value being shipped to users.
This will go a long way towards creating a feeling of speed and effectiveness even if the software development process has its normal bumps in the road.
Architect for Change
For all these good intentions around how to manage software delivery there is also a technical aspect that must be in place to make this approach viable.
None of these good practices can be put into place if the code base involved is a monolithic beast.
The only way to create a situation to increase the number of developers working on a code base is to put in place the loose coupling and good organisation that defines clear independent segments of code for a team to work on.
It must be possible for these teams to both work independently but also to deploy independently, the moment large dependencies start to exist between these teams the more they will grind to a halt.
This means an architecture must be in place that describes well defined, de-coupled building blocks whilst also providing a vision of what will be possible when these blocks are grouped together.
This amounts to increasing the delivery of software by increasing the number of distinct blocks of software that can be delivered.
It is a source of enormous frustration to many that the lessons of what does and doesn't work when trying to scale software development have failed to be learnt almost since the industry's inception, this can lead to a feeling that we are doomed to never fully realise out potential.
One of the potential reasons we haven't taken on board these learnings is that it requires us to trust in the skill and professionalism of our development teams, it requires that we hire the best people and allow their talent to deliver.
This can lead to a feeling of inadequate control over outcomes but if we hold our nerve and trust our teams we will find they will deliver everything we need, the control we think we gain by adding more cooks is an illusion, eventually the broth is spoilt.
