I think this must have been mis-labelled

Here is a list of sure-fire, can't fail, methods for screwing up a project:

[. . .]

3. Set up ongoing committees focusing on management process (such as TQM groups, etc.) and make project team members participate in frequent meetings and write lots of reports . . . preferably when critical project deadlines are coming due.

4. Interrupt team members relentlessly . . . preferably during their time off. Find all sorts of trivial issues that "need to be addressed," then keep their beepers and cell phones ringing and bury them in emails to keep them off balance.

5. Create a culture in which project managers are expected to "roll over" and take it when substantive new deliverables are added halfway through the project. (After all, only a tradesperson like a plumber or electrician would demand more money or more time for additional services; our people are "professionals" and should be prepared to be "flexible.")

[. . .]

Several high-tech firms I've worked for clearly had the entire list down cold . . . but it had been accidentally mis-labelled as "Project Management Bible". That's the only way I can account for the number of companies in the field who do all the things listed in the checklist deliberately.

Hat tip to Rick Bishop, who sent this link to the Tech Writing mailing list.