Summary The Heublein PM\&C program met the conditions for a successful project in the sense that it was completed on time and within the budgeted funds. As is so often the case, the existence of a formal plan and coatinuing reference to it made it possible to deal with changes of scope. Initial reaction to the educational package was so favorable that the population of attendees was increased by Group executives and engineering managers. To deliver on time and within budeet but to deliver a product which does not serve the client's needs is also unsatisfactory. Did this PM\&C program achieve the "General Objectives" of Figure 5? As is so often the case in managerial systems and educational programs, we are forced to rely on the perceptions of the clients. In this PM\&C program, the clients are Copponte Management, Group Management, and, most importantly, the Managers of Engineering and their staffs. In the short run, the latter two operational clieuts are primary, In addition to informal feedback from them, formal feedback was obtained in the form of lmpact Statements (item number 4000 in the WBS of Figure 5). The Impact Statements concerned the impact of the PM\&C FGURE 11 Milestones 326 Cases program on the coacerned organization ("How many labot hours are expected to be devoted to the PM\&C system?") and response to the PM\&C program ("Has this been of value to you in doing your job better?"). Clearly, the response of perceived value from the operating personel was positive. Can we measure the improvement which we belicve to be taking place in the implementation of capital and other projects? It may be years before the impact (positive or negative) can be evaluated, and even then there may be such contounding with internal and external variables that no unequivocal, quantified respoase can be defined. At this point, we base our belief in the value of the PMAC program on the continuing flow-starting with Impact Statersents-of positive pereeptions. The followiag is an example of such a response, occurring one year after the exposure of the respondent: ... find anached at RdD Project Thanking Diagram dorloped as a direct result of the {PMAC] seminar... last year: (In the seminar we colled it] a Nenwenk Anatysis Diagnam. The Product Derelophent