TMMM was, broadly speaking, composed of two kinds of things: 1) specific recommendations on procedures (this part looked pretty dated when I read it in 2004) 2)

TMMM was, broadly speaking, composed of two kinds of things: 1) specific recommendations on procedures (this part looked pretty dated when I read it in 2004) 2) bad news for management, of the sort they don't want to hear - you need to make one to throw away - you can't throw 9 women at a pregnancy and get it done in a month - there are no silver bullets By and large, the second kind of thing is useful to know, so that you can recognize that particular kind of management mistake when you see it. It won't help you avoid it, unless you're in management, and even then it may not because your hand may be forced from above. But it is less stressful somehow if you can see the pattern in what's happening. "Aha, they are throwing people at a late project, to make it later. Yes, I recognize that." So, while parts of it are quite valuable and applicable both within and outside the software industry, the actual impact on management behavior is quite small.