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    anding of the basic concepts of project management, managers may often find the software is confusing and hard to use.

    The first step in project management is to break th

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    IS departments are constantly being downsized or outsourced. Therefore, well-run projects are vital to an IS professional’s career. Carefully managing project details, including time and materials, is essential now that IS is being asked to deliver more using fewer resources. There are several effective, relatively inexpensive project management scheduling and tracking packages available for PCs. These types of packages have been around on mainframes since the early 1970s, though they cost hundreds of thousands of dollars. Today shareware packages start at under $100.

    Many of these products assume a knowledge of project management that many technical managers do not have. Without an understanding of the basic concepts of project management, managers may often find the software is confusing and hard to use.

    The first step in project management is to break the

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    g time and materials, is essential now that IS is being asked to deliver more using fewer resources. There are several effective, relatively inexpensive project management scheduling and tracking packages available for PCs. These types of packages have been around on mainframes since the early 1970s, though they cost hundreds of thousands of dollars. Today shareware packages start at under $100.

    Many of these products assume a knowledge of project management that many technical managers do not have. Without an understanding of the basic concepts of project management, managers may often find the software is confusing and hard to use.

    The first step in project management is to break th

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    duling and tracking packages available for PCs. These types of packages have been around on mainframes since the early 1970s, though they cost hundreds of thousands of dollars. Today shareware packages start at under $100.

    Many of these products assume a knowledge of project management that many technical managers do not have. Without an understanding of the basic concepts of project management, managers may often find the software is confusing and hard to use.

    The first step in project management is to break th

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    Many of these products assume a knowledge of project management that many technical managers do not have. Without an understanding of the basic concepts of project management, managers may often find the software is confusing and hard to use.

    The first step in project management is to break th

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    anding of the basic concepts of project management, managers may often find the software is confusing and hard to use.

    The first step in project management is to break the project down into measurable tasks and organize them into a hierarchy called the work breakdown structure (WBS). Different companies have different terms for the various levels in a work breakdown structure. Some levels include stages, steps, and tasks, or phases, activities, and tasks.

    Regardless of terminology a company uses, the purpose of the WBS is to organize the project into various deliverables or summary reporting levels. Some of the traditional stage (or phase) levels in IS projects include project definition, analysis, design, development, testing, implementing, and project review. Whether a project has standard levels or not, the main purpose of these higher levels is to group

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