The optimal number of task force members is:

The optimal size for a task force is generally considered to be between 3 and 8 members. This range provides a balance between having enough members for diverse skills, perspectives, and brainstorming, while remaining small enough to facilitate effective communication, quick decision-making, and individual accountability. As the group size increases beyond this range, communication overhead grows exponentially, coordination becomes difficult, and the potential for social loafing (reduced individual effort) increases. A group smaller than three may lack the necessary breadth of expertise or manpower to address the task effectively. This principle is widely supported in organizational behavior and project management literature.

A. 1 - 3 members: This is generally too small for a task force, lacking the necessary diversity of skills and perspectives for complex problem-solving.

C. 8 - 10 members: While sometimes functional, this size begins to introduce significant communication and coordination overhead, reducing overall efficiency and agility.

D. No limit: This is incorrect. Team effectiveness demonstrably decreases beyond a certain size due to logistical and psychological factors like the Ringelmann effect.

1. University Courseware: In lecture materials on group dynamics and software project management, the concept of optimal team size is frequently discussed. For example, courseware often references the work of J. Richard Hackman, a leading scholar on team effectiveness. His research indicates that smaller teams (generally under 10) are more effective. The range of 3-8 aligns with these established principles for creating nimble and effective working groups.

Source: Harvard University, Courseware on Leadership and Team Effectiveness (based on the work of J. Richard Hackman). A summary of principles can be found in Hackman, J. R. (2002). Leading Teams: Setting the Stage for Great Performances. Harvard Business School Press. (Specifically, Chapter 4 discusses the impact of size on team processes).

2. Official Vendor Documentation (Agile Frameworks): While not a CSQA-specific document, the Scrum Guide is a foundational text for Agile development, a key topic in modern software quality assurance, and is taught in university curricula. It provides a well-researched guideline for team size.

Source: Schwaber, K., & Sutherland, J. (2020). The Scrum Guide. Scrum.org. Page 5 states, "The Scrum Team is small enough to remain nimble and large enough to complete significant work within a Sprint, typically 10 or fewer people... In general, we have found that smaller teams communicate better and are more productive." The developer count within this team is typically 3-9, aligning with the 3-8 range for a core working group.

3. Peer-reviewed Academic Publications: Research in organizational psychology consistently points to the challenges of large groups.

Source: Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business School Press. The authors emphasize that successful teams are typically small, stating that it is difficult to manage a team of more than 8-10 people.