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deckard1 | 2 years ago
Here's a more detailed article on the cabal process (starting on page 2):
https://web.archive.org/web/20210823181232/https://www.gamas...
From 1999 and much more detailed than the video.
Now, game development is inherently waterfall. You work for years and built up to this huge release. Nowadays you might have some agile processes embedded into milestones, etc. But fundamentally it's all leading to a huge waterfall.
That's important. Because what agile does, today, is that it turns autonomous developers into cogs of a large machine. But Valve's "cabal" was entirely free to do whatever they felt best. Gabe Newell probably had final say and input, but ultimately the group had flexibility. The developers had full system awareness. They weren't pulling Jira tickets off a board like a blind man in the elephant parable[1]. They knew how the pieces fit because they put them there. And if the pieces weren't fitting, they had the authority to make them fit.
Perhaps more interesting is how the story of Half-life can be viewed through The Mythical Man-Month[2]
> When designing a new kind of system, a team will design a throw-away system (whether it intends to or not). This system acts as a "pilot plan" that reveals techniques that will subsequently cause a complete redesign of the system.
Their cabal has a bit of overlap with the "surgical team" concept and usage of formal documents. The rest of the employees did nothing while this group operated. Thus, they reduced manpower that actually allowed them to move forward. Slow is Smooth, Smooth is Fast (from the US Navy Seals). Most companies do the opposite. They crank up the number of employees to hit deadlines, which creates more bugs and more work.
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