THE CHIEF PROSECUTOR IN A LARGE JURISDICTION MUST ESTABLISH SPECIFIC, MEASURABLE GOALS, AND STATISTICAL PROCEDURES WHICH GUIDE PROSECUTING ATTORNEYS AND MONITOR THE ENFORCEMENT OF OFFICE POLICY. IN CONTRAST WITH THE SMALL-TOWN PROSECUTORS, THE URBAN PROSECUTOR IS UNABLE TO KNOW THE FACTS OF EVERY CASE, AND MUST USE ALL OF THE MANAGEMENT TOOLS AVAILABLE TO CORPORATE EXECUTIVES. THE APPLICATION OF PROPER MANAGEMENT TECHNIQUES TO THE NEW ORLEANS, LA., PROSECUTOR'S OFFICE CONSISTED OF THE ELIMINATION OF FRIVOLOUS PLEA BARGAINING, REDUCTION OF CASE TURNOVER TIME TO 60 DAYS, SCREENING PROCESS, AND THE CONCENTRATION OF EFFORT ON VIOLENT CRIME. A SYSTEM OF ACCOUNTABILITY WAS ESTABLISHED, AND ASSISTANT PROSECUTORS WERE GIVEN EXPERIENCE IN HANDLING MAJOR CASES. AS A RESULT OF REORGANIZATION, THE FORMER ELITE DIVISIONS WERE ELIMINATED, AND THE REMAINING DIVISIONS REPORTED DIRECTLY TO THE FIRST ASSISTANT. TO ENCOURAGE EXPERIENCED ASSISTANTS TO WORK ON SCREENING, SALARIES WERE IMPROVED AND SUPERVISORY CONTROL WAS MODIFIED. A RIGOROUS INITIAL SCREENING PROGRAM REQUIRED THE CHIEF OF SCREENING TO REVIEW EACH REJECTED CASE; THIS RESULTED IN ONLY 56 PERCENT OF ALL CASES INITITATED BY THE POLICE BEING ACCEPTED FOR PROSECUTION. REDUCTIONS ALSO OCCURRED IN THE NUMBER OF NOLLE PROSECUTIONS AND BARGAINED PLEAS, AND JURY TRIALS BECAME MORE FREQUENT. THE INSTALLATION OF A PROSECUTOR'S MANAGEMENT INFORMATION SYSTEM (PROMIS) AIDED IN THE RETRIEVAL OF CASE INFORMATION. SUCH INFORMATION WAS USED TO COORDINATE POLICIES AGAINST PLEA NEGOTIATION. NOTES AND REFERENCES ARE PROVIDED. (TWK)