1 Chapter I. Modern Project Management--Its Time Has Come! In the beginning there was the word, and the word was DOIT. Thus, the first project manager received an assign- ment. This project manager was named Sam. Sam's reaction was normal for the species: "Golly gee, what do I do now? We don't do projects!" Perhaps the applicant for the housekeeping position can state, "I don't do windows!", and still get the job. However, today's manager or executive who says, "I don't do projects!", is in trouble. Busi- ness literature is replete with articles promoting flatter organizations, the team approach to man- agement, concurrent engineering, reduced time to market, and empowering employees. All of these are synonymous with the application of, are inherent in, or are best accomplished with the aid of modern project management (MPM). Indeed, it is suggested that most executives spend more of their time concerned with work being performed in the project mode than in any other mode. In general, executives are concerned about the future products and capabilities of the organization-- i.e., the corporate strategy, which is implemented through projects. Successful implementation of