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Project management has been a constant challenge for the U.S. Department of Defense (DoD) acquisition community. While most DoD projects are technologically advanced, the tools and methods to manage these projects are the same as for simple, repetitive projects. The authors argue that traditional approaches fail because they only evaluate the relationships between two of the three elements of cost, schedule, and performance. Instead, they have developed a system dynamics model that allows cost, schedule, and performance to interact and influence one another. This model is complementary to other research and intended to be usable by the practicing project manager. The results from model runs will provide consequences for three potential control alternatives in DoD project management.