Classic line from the book, “In practice what software development managers face is like a mixing board with linked sliders. You’ve decided to spend a little more money, easing the Cost lever over from ‘cheap’ to ‘expensive’? That, you’ll find, will nudge the Quality lever a bit farther from ‘crappy’ and closer to ‘perfect’. If you want to increase the speed as well, you’ll have to push Cost even higher or push Quality back again. But a manager gets to sit down at that console and move those sliders around only if a project is organized enough to respond predictably to decisions about cost and schedule and features or quality. Frequently, the work of managing software development is more primordial- an effort to summon order from a void, to answer questions like ‘Where do we begin?’ and ‘How do we know when we’re done?,’ and to marshal the energies of a refractory group toward a shared target.”

D.I.C. Is a good read btw. First chapter is spot on, and there are quite a few classic quotes in between pages!