Some successful project managers use wrong project tools, while some unsuccessful managers use state-of-the-art project tools. In other words, how could project managers execute successful projects using the wrong project tools; and likewise, how could project managers execute unsuccessful projects using the best project tools? This contradicts the project management experts advertising that their tool would revolutionize the project business by making one successful in running a project. Nevertheless, project tools are important. The general thesis is that using just the best project management tools while forgetting everything else about running the project would doom the project to failure. This book contains information about what works and what does not work when managing a project, which can be used to assist anyone in managing a more successful project. This book provides a project management framework illustrating twenty-four project management rules.