The purpose of this chapter is to describe and discuss the anatomy-centric approach towards coordinating complex development projects. The content of the chapter is mainly based on my empirical experience from Ericsson.The development of a telecom system must deal with a multitude of technical, market related, cultural and organizational interdependencies. Most often, this requires mutual adjustment across many types of boundaries (Adler, 1999). For example, telecom systems are to a great extent implemented in software and developed on a global basis. The interest in distributed software development1 has increased due to factors such as reduced costs, the access to well-educated labor pools, the possibility of 24-hour development, global presence, and proximity to customers (e.g. Battin, Crocker, Kreidler, & Subramanian, 2001; Damian, 2003; Ebert & De Neve, 2001; Gorton & Motwani, 1996; Heeks, Krishna, Nicholson, & Sahay, 2001; Herbsleb & Moitra, 2001; Karlsson, Andersson, & Leion, 2000; Komi-Sirviö & Tihinen, 2005; Kraut & Streeter, 1995; McChesney & Gallagher, 2004; Ovaska, Rossi, & Marttiin, 2003; Prikladnicki, Audy, & Evaristo, 2003; Sakthivel, 2005).Many challenges already present in centralized software development are aggravated by the distribution. At the core of these challenges lies the issue of coordination. “While there is no single cause of the software crisis, a major contributor is the problem of coordinating activities while developing large software systems” (Kraut & Streeter, 1995, p. 69). The anatomy-centric approach is one possible answer to these challenges.