Although this paper forms part of a symposium dealing with management techniques used in guided weapon development, it is concerned with the organisation of management rather than with the techniques used. Techniques used on different guided weapon systems may well be the same in principle, although differing in detail. Martel differs from the other weapon systems considered in this symposium, however, in that it is a project in which the development was carried out by organisations in two different countries working in collaboration. The lessons which may be drawn from Martel, which cannot be drawn from other guided weapon projects, are concerned with international collaboration, and not with the detailed techniques used to manage the project. It seems, therefore, that it is desirable to concentrate on the management arrangements associated with this project and not on the detailed techniques used. It is an inevitable consequence of this concentration on international organisation that this paper is concerned mainly with the Government agencies and the main contractors.