Their conclusion is a bit off. The WBS and GANTT charts are used for resource planning. I don't work for a unicorn so resource constraints mean that I actuall

Their conclusion is a bit off. The WBS and GANTT charts are used for resource planning. I don't work for a unicorn so resource constraints mean that I actually need to plan, prioritize, and schedule work. If I do a bad job of that then my developers get laid off, we don't get paid for slack. One thing they miss is that managers manage expectations both up and down. People only get angry when you step outside of their expectations. I work in a PMP setting and I am up front in my project plan about how we're using PERT estimation (so they always look high), that we're dedicating time to testing, automation, and documentation, and explain why. Its straight up in scope. The client signed it. The CIO signed it. Problem solved. The one thing I find is that developers chronically underestimate. And that's something that I found going from a programmer to a project manager. I always thought about my code and never the back-and-forth communication with stakeholders, and the change requests, and all the little BS that inflates estimates. That's why I teach my programmers PERT estimation, because it forces them to think about what the doomsday scenario is. We've gotten pretty darn good at estimation these days, which is good because we are a consulting shop, so if we underestimate we don't get paid, or have to get a change request.