I agree with the author and ofcourse it comes with a caveat that putting more won't bring out more after a point. Knowing which is that point is where the excellence of management lies. They, like everybody else get reactive when pressure builds up and start ignoring the caveat.
I second Nimrod's assessment, and the classic book, "The Mythical Man Month" explains why. http://www.amazon.com/The-Mythical-Man-Month-Engineering-Anniversary/dp/0201835959/ref=sr_1_1?s=books&ie=UTF8&qid=1334620506&sr=1-1
"Larger project teams almost always exhibit higher development throughput, or output per unit of time."
I suggest that you reference Brooke's Law:
"Adding people to a late software project makes it later"
There are other phrases in this article that suggest the author believes engineers are a completely fungible resource. As in: If it takes one woman nine months to produce a child then nine women can do it in a month.
Yes, there are certain projects where a lot of manpower is needed. There are a whole lot of projects where a small team of good people can blow away a large team because the large team spends more and more of its time in communications and other overhead.
To follow on the quote I started with: Large teams almost never produce more function per dollar invested.
What are the engineering and design challenges in creating successful IoT devices? These devices are usually small, resource-constrained electronics designed to sense, collect, send, and/or interpret data. Some of the devices need to be smart enough to act upon data in real time, 24/7. Are the design challenges the same as with embedded systems, but with a little developer- and IT-skills added in? What do engineers need to know? Rick Merritt talks with two experts about the tools and best options for designing IoT devices in 2016. Specifically the guests will discuss sensors, security, and lessons from IoT deployments.