The market is full of books on software engineering and management. Many of them are useful for those who plan to become managers or who want to improve their skills leading a software team. This book may also be useful, but it differs from most others in two important ways. First, it is written as a novel rather than as traditional instructional material. Second, it challenges one of the most widely accepted doctrines in modern software management: Agile.
The story follows a software team going through the everyday realities of building a product. The characters spend their days in the office discussing their project, dealing with management problems, debating tactics, and making plans. Through their conversations and decisions, the reader observes how a team functions and how managerial choices affect the outcome of the work.
At the same time, the book presents a critical view of Agile. It argues that many of the principles and slogans commonly promoted by Agile coaches are not merely ineffective but, in some cases, actively harmful to the discipline of software development. In their place, the story explores an alternative approach based on clearer authority, stricter processes, and stronger reliance on rules and specifications.
Even if you believe that the practices commonly labeled as Agile represent the best way to run a software team, you may still find the perspective presented here worth examining. The purpose of the book is not only to entertain through its narrative but also to challenge assumptions about how software projects should be managed.
Happy management.