Administrative nonsense or project management?

At the project management seminar:

- We will analyze Gantt charts, said Kalbfass, - PERT charts, reports on the state of affairs in the company, interactions with the HR department, holding weekly meetings, efficient use of e-mail, reports on time spent , reports on the pace of work on the project, reports on the phased implementation of the project, and finally - the most interesting - we will discuss a program to maintain product quality. Do you seem to have a question?
Mr. Tompkins rose from his seat in the last row.
- YES. My name is Tompkins. I would like to know: is that all? Have you read to us the entire plan of the seminar?
“Of course,” Calbfass answered confidently.
“The whole project management plan?”
- Well yes. Hmm, but it seems to you that I have lost sight of something?
- Nothing special. You just lost sight of people.
- People?
- People. Projects are done just by them.
O, sure.
- So I thought: maybe you included this question in the plan of your seminar?
- What exactly?
- For example, the issue of employment. Hiring is the most important responsibility of a manager.
“Perhaps, perhaps,” agreed Calbfass, but we believe that you should not do this. We do not say that it does not matter. And we are not talking ...
- It seems that you are not going to talk about it at all. Calbfass plunged into his notes.
“Uhhh ... in truth, no.” You see, hiring is one of the subtle points. This is very difficult to teach.
- Of course, it’s difficult. And absolutely necessary. It seemed to me that you did not include in your plan the question of how to correctly determine which person what task to entrust.
- Not. Of course, this is very important, but nonetheless ...
- Nevertheless, you ignored this.
- Hm.
- You were not going to tell anything about motivation either.
- No, this is another issue that is difficult to discuss.
- And about creating a united team.
“Well, of course, I will talk about how important this is.” That everyone should remember that he ... well, we will talk about women, of course ... that he and she ... that everyone should feel like one team. Yes, we are all one team here. And I will definitely emphasize that we all must ...
- Yes, yes. And will you tell us how to build a team, how to unite it, how to prevent it from disintegrating in a difficult situation, how to help people work together, in one well-coordinated team?
- No, my course is designed to study the science of management.
- And you are going to teach us the science of management, without touching on issues of interaction with people, the ability of a person to perform a certain job, motivation and team building? Do you want to teach us without touching on the most important management issues?
- Yes, our seminar will be devoted to other topics. Does it bother you mister ...?
- Yes, it bothers me.
- What exactly?
- That you did not include these topics in your plan, but called the project management seminar.
- And that means that everything rests on the name for you. And what do you think I should have called my seminar?
“Why not call it Administrative Scandal?” Silence hung in the hall. Tompkins turned and walked toward the exit.

Dialogue from the book “A novel about project management”

Is it possible to learn the art of interacting with people for successful project management? If yes, how and where?