Publisher's Synopsis
Business managers -- whether consciously or unconsciously -- view software as a manufacturing exercise. They force software project managers to predict the unpredictable accurately. This strategy has a fatal flaw: it doesn't work. Managers need to replace it with an approach that allows their teams to end up with software real people want when the project is over, not what those people thought they wanted at the beginning. This book presents a realistic strategy for creating great software when requirements start off ambiguous and become clear only as teams moves through the fog. The author teaches readers to cede control of key elements to the development team, thereby helping the team produce more robust applications in a more timely fashion.
