A somewhat related tangent is the idea that "writing is rewriting". Hardly, if ever, is a first draft suitable for publication, not just because it's rough-hewn or unrefined but also because requirements for some chapters change once others are written. The feedback loops between dependent parts of a written piece are dynamic, not static.
(Yet another reason why LLMs are so limited: they take their earlier writing as sacred and unchanging as a direct consequence of their autoregressive structure.)
You might like the book "The heretic's guide to best practises".
Reading the original waterfall paper was eye opening for me. I saw that we're falling into patterns that are decades old. Someone insightful tries to explain that learning and building are two sides of the same coin, and companies read it as "ok, I need a learning team and a doing team" and run with it in the wrong direction. Taking the conceptual structure of some paper of manifest and applying it cookie-cutter style is missing the point entirely.
What Conway and Royce were trying to convey is that the social process that underlies software matters. What people do with it on the field is using the examples employed in the explanation and mistaking them for the solution to their lack of respect for the intricacies of social processes.