Management of capital projects can be recognised at the levels of techniques, functions and concepts, each of which are dependent on the others. Concepts are very important but all too frequently neglected. In particular, the view of a project as an instrument of change encourages a wider understanding of the environment of a project. From this follows an emphasis on both the objectives and the criteria for success. It also permits a reappraisal of the essential need of proper bases for control. Management of technically varied projects can have a great deal of common ground.