ABSTRACT
Since the start of the Industrial Revolution in the early to mid-19th century, there have been an assortment of processes and other management elements available to lead the newly conceived programs. The programs the author assumed and was able to save by applying these observed success elements were big, complex, and deeply in trouble. The team members on these programs were bright, eager, and enthusiastic. In most cases their performances were very good but not highly exceptional. Planning, organizing, and staffing must be thorough from the start. The development and use of programs to build complicated systems and solve complex problems is only recent. Studying these organizations in depth and learning how to improve their performance is in early stages. Fundamentally, a good commitment is based on first completely itemizing the work to be done, then adding up the time required for each piece.
