W. J. Taylor and T. F. Watling (Successful Project Management, London: Business Books, 1972, p. 32) state: It is often the case, therefore, that the Project Manager is more noted for his management technique expertise, his ability to “get things done” and his ability to “get on with people” than for his sheer technical prowess. However, it can be dangerous to minimize this latter talent when choosing Project Managers dependent upon project type and size. The Project Manager should preferably be an expert either in the field of the project task or a subject allied to it. How dangerous can it be if this latter talent is minimized? Will it be dangerous under all circumstances?