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+(CHAPTER 09)
+
+***
+
+  Choice of management patterns is a result of pressure exercised by outside
+  demands.
+
+
+
+***
+Game of Control
+
+  * Intervention dynamic
+
+  => Largely affected by human decisions on how to regulate a process, serves
+  as a means to control or mitigate the effects of Natural Dynamics.
+
+  => Example: Brook's Law - "Adding manpower to a late project makes it later."
+
+  * Natural dynamic
+
+  => Beyond direct human control. Human decisions in the form of Intervention
+  Dynamics are imposed by the circumstances.
+
+  Example: A management pattern is an Intervention Dynamic, however, the choice
+  of using a pattern is imposed by Natural Dynamics.
+
+
+
+***
+Natural Dynamic
+
+  * Example: Square Law of Computation
+
+  * How can any organization handle growth in complexity?
+
+  => Simplifications made by applying general principles.
+
+  Chess: castle early, don't jeopardize your queen, ...
+  PM:    keep team sizes small, break work down into modules, ...
+
+
+
+***
+Square Law of Computation
+
+  """
+  Unless some simplification can be made, the amount of computation to solve a
+  set of equations increases at least as fast as the square of the number of
+  equations.
+  """
+
+
+
+***
+Size/Complexity Dynamic
+
+  Square Law of Computation combined with the fact, that we cannot alter our
+  brain capacity quickly or indefinitely.
+
+  With SW development being a very complex and non-deterministic process, the
+  fact that it is done by humans, whose intellectual capacity is limited, makes
+  it even more difficult.
+
+
+
+***
+Variations:
+
+  * Fault Location Dynamic:
+
+  As the system grows, the number of errors *and* the number of places to *look*
+  for errors increase, which makes bug-squashing a non-linear effort.
+
+  * Human Interaction Dynamic:
+  
+  As the number of people (staff) increases, also the interactions per person
+  increase and the number of total interactions (in a team) grow immensely.
+