The first chapter takes project managers through an assessment of themselves to determine whether they have the characteristics and commitment required to plan and implement a "sting" operation. It involves a willingness to try something new, flexibility in solving problems, and persistence in attempting to get what is needed for a successful "sting." Chapter 2 outlines the benefits of a "sting" by reviewing the outcomes of "stings" conducted by California police officers. Benefits encompass arrests, crimes prevented, conviction rates, intelligence information, recovered property, press coverage, training, and joint operations. Under the assumption that the top echelon of the department has yet to approve a specific "sting" operation, one chapter provides guidelines for selling the program to those who must approve it. Another chapter identifies factors that have caused "stings" to fail and suggests ways to avoid the pitfalls. Remaining chapters address components and structure, personnel selection, equipment and technical matters, resource acquisition, legal issues, and planning for disaster. Other topics considered are cover identity, identification of suspects, security, starting the program, case preparation, recordkeeping, and ending the operation. Photographic illustrations and a subject index