This is specifically addressed in the appendix of later editions of The Cathedral And The Bazaar. I think what people are missing is that traditional project ma

This is specifically addressed in the appendix of later editions of The Cathedral And The Bazaar. I think what people are missing is that traditional project management does not deliver projects any faster or better. "Oh, it's really big and complicated, so all this inefficient process is necessary!" But then you bring in a Six Sigma or Lean or Agile consultant, and they look around and go, "What the fuck are you people doing?" They write up a list of recommendations and leave, and then the corporation does exactly jack shit with those recommendations. But many of the recommendations are to stop doing so much bullshit process, because it's often making coordination on that big complicated thing even harder. Also addressed by the paper is the fact that, yes, Open Source does benefit from people with very big brains motivated to do what they love. The traditional model of "throw 100 random engineers at the problem" is simply not going to result in the efficiency of 10 highly motivated, highly talented individuals. But that doesn't mean the Open Source way wouldn't result in just as successful a software product. The difference is in how you motivate people, and how to get the hell out of their way so they can be effective.