Killing the Sacred Cows of Project Management

There are many sacred cows in project management. Not just the conventional approaches to project management, but also agile, lean, feral, radical, and extreme project management.
    Here's my starting list, with a brief intro. More words later:

Teams are Everything
Team Work first, then Teams- teams are over rated. Team work is needed for any successful outcome. But teams may lousy leadership mechanisms. When everyones opinion is of equal weight, you're working with a consensus management approach. Projects are about delivery value to the customer, within their budget and time constraint. Team Work moves toward the external goal of customer value. Teams tend to move toward self actualizing consensus among the team.

Resources are Fungible
there is no such thing in practice. "General software engineer II" assigned to the work package is simply a holding place for a named resource.

Requirements are Emergent
Emerging Requirements is a favorite sacred cow of the agile community. If you can't tell me in the beginning what done looks like in some level of granularity needed to bound the budget and the delivery time, then you're late and over budget before you start.

Planning In Depth is Not Really Needed
Planning versus Scheduling - planning is strategy making. Schedule is work planning. Both are needed. But if I had to choose, I'd have a good plan over an OK schedule. A good schedule in the absence of a Plan prevents me from seeing what "done" looks like.

The Customer Can Tell the Development Team What Features They Need Next
Customer Driven Requirements only work when the customer actually knows what she wants in sufficient detail to produce the Plan and the Schedule. As this mythical customer needs to manage those requirements in the same way the project team would manage them. Requirements management is unavoidable.

People Over Process
People over processes ignores the core enabler of good project management - people follow some kind of process. If they don't follow some kind of process, the project is called a "cluster." You must have the right process in place for the problem at hand. You must have the right people following the right process. And you must be able to produce the deliverables using the process and the people for the customer to accept the deliverables.

On Time, On Budget, On Specification is Overrated
OTOBOS is not as good a Value Delivery. In the end project are about delivering value to the buyer. Being On Time, On Budget, On Spec is necessary but not sufficient for delivering value.