ABSTRACT
Managers focus on managing cost, schedule, and performance on programs. Satisfying all three of these parameters on a program is an evidence of great skill on the part of the program manager. There is another parameter of success that we might add that makes it even harder to be classied as a great program manager. Dr. Marty Wartenberg is a former vice president at Interstate Electronics Corporation and an employee of the University of California, Irvine, at the time this book was being written. Marty also teaches program management at UC, Irvine, and in those classes he likes to ask if any of the managers attending had ever satised cost, schedule, and performance requirements on at least one program. He gets a few hands. He then asks if any of these managers succeeded without damaging the company or the people working on those programs and he seldom gets any hands to the second question.
