At first glance, it seems that almost no field of management enjoys such widespread agreement that there is a “correct approach” more than the accomplishment of projects. Managers, organizational developers, IT consultants and expert advisors are generally unanimous in believing that a project ought to be completed in accordance with “all of the rules of the art.” The assumption here is that a prerequisite for a successful project is a precise determination of its goals. A project’s specifications manual should describe the objectives with such specificity that one can easily imagine the future envisioned therein, and that the tasks and activities required for attaining the goal are listed there. Classic project management also anticipates the establishment of quantitative and qualitative criteria that can be used to assess precisely the success (or failure) of a project.