Most project management gurus will tell you that 90% of your project success depends on your people.

Jim Collins will tell you "Get the right people on the bus. Then, get them in the right seats."

Yung's approach is simple. The manager must be constantly aware of what each team member is doing. If a team member becomes idle either because a task is completed or there is a problem that must be solved, then the productivity of the entire team suffers since most tasks are interdependent.  If the task that is affected is on the critical path, then the project may suffer even more.

In addition, the human organism needs variety to remain constantly productive.  I am more likely to remain interested in a project if I have a couple of tasks and milestones to juggle, than if I am given one milestone at a time.  Each team member will have an optimal mix of how many assigned tasks can be handled before frustration and lack of productivity sets in.

It is the job of the project manager to know team members so well that he or she knows exactly how much work to assign to each member to create the slight stretch, but not to overwhelm and destroy confidence.

The project manager must be able to assign a result and a due date and expect that the creativity and commitment of the individual will find the process to get the job done.  Notice that this does not mean the manager ignores task deadlines and progress.  Ronald Reagan said "Trust but verify." Nowhere is this truer than in Project Management.