下一个是Resource allocation：
The other part of planning is resource allocation. In simple terms, your primary resources are people and money. The art of planning is to allocate enough funds and employees to earlier-stage efforts to give them a chance to demonstrate success, while simultaneously streamlining the more mature parts of the business so that they realize operational efficiencies and demonstrate increasing profitability as early as possible, without undermining their growth.
这里其实讲的是资源分配的技巧，按照作者的说法，基本上：
- ratio-based approach
- 区分固定成本（基础设施）和变动成本部分
而这些都要基于不断的观察、思考业务的发展阶段，不断将通用部分优化、固化为基础设施，支撑业务增长 —— 其实我也是这个经验。
背后的原因是什么呢？是人的沟通的复杂性 —— 正如作者所说：
人越多，需要更多的基础设施，保障沟通的效率。作者还用了一个三阶段论：
Phase I: Small, scrappy developer teams work in a shared codebase, moving quickly but often taking on technical debt to ship new features or products.
Phase II: Teams attempt to decouple elements of the shared codebase and build better tooling for developer productivity. This includes hiring more experienced engineers, engineering managers, and leaders.
Phase III: Teams undergo a painful, complete redo of the underlying infrastructure, building a true platform or shared services architecture—and realize that the entire company, not just engineering, needs to be composed of separate units led by very experienced people. These units are more loosely coupled with respect to dependencies but tightly aligned via planning and goal setting.
不只是工程师如此 —— 作者也提到了。在我看来，就是管理模型要随着业务的发展而发展，要不断沉淀基础设施，包括价值观、沟通方式、流程体系、形成分层解耦的配合等等。
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