What really seems to make a difference is how well the project and the organization are at being split into indepedent groups.
I've been on projects where everybody needs to know everything, and on projects where many groups can be insulated from others.
The more your group can work without needing a meeting with other groups, the more things can progress in parallel.
Some projects won't work well with that constraint though. And some organizations won't either.
I've heard that project architecture has a strong enough impact on feature completion rate that you can infer how tightly coupled vs loosely plugin based it is just from graphs of feature release.
It’s like distributed transactions, or cache-coherency protocols for CPUs.
Edit: aaaand I hadn’t read the article