||A summary is presented of recent research on the usage of quantitative techniques for research and development (R&D) project management in large US industrial firms. The data are based on personal interviews with 40 practicing R&D managers and administrators from 29 companies. Current patterns of technique familiarity and usage are characterized and are related to company and respondent demographic data. Future developments in project management systems should be information driven and not technique driven; they should attempt to support rather than optimize decision making. The advances in artificial intelligence and knowledge-based systems will allow the R&D manager to develop project decision-making rules based on expertise concerning the relationships between project time, cost, resources, and performance.