Earlier quoted context omitted.
I love the Mythical Man-Month, but it’s one of those books that only software engineers seem to read, and they already know what’s in it.
Ah, but bad management likes to -claim- to have read it. Sometimes just having the reference can be leverage, i.e., "Well, as per the Mythical Man Month, not all tasks can be parallelized. We can't take three women and complete a pregnancy in 3 months, 3x as fast, after all. This is one of those cases - we won't speed things up by adding people, but we might make things worse"
It'd be one thing if there were managers out there actively disputing the ideas in the book, but I don't really ever see that. Like you say, more often I find managers that claim to have read it and agree. But still, shit like "let's flag if this project is late so we can try to add more people to it" gets said all the fucking time.
I think with a lot of managers, trusting downwards just isn't a thing they're able to do, and so the only move they think they have is to view engineers as miners chipping away at "man-months" of software work. Sometimes I almost think it doesn't matter to them if it actually works or not, it's just the only move they see so it's the only thing they'll do.