Abstract :
Summary form only given, as follows. It is pointed out that, on relatively small (<$5 million) and/or short (1 wk. to 12 mo.) projects simple bar charts and `seat of the pants´ decision making are usually used instead of an integrated work breakdown structure, activity network, and resource allocation approach. The reasons for this are many. Chief among them are a lack of experience of project managers with the latter techniques and a lack of ready answers to basic issues, i.e. what software (if any) is useful, when/how should it be used, and will it be cost-effective. These issues are addressed. Two actual projects from 1989 were used to evaluate four 1989 project management software packages. The projects are characterized by many series/parallel interdependent activities occurring in short time spans with numerous resource conflicts. They required both daily and hourly scheduling in their life cycles. The software packages are SuperProject-Expert, Microsoft Project, Primavera-Finest Hour, and PMS-80. The focus was on effective real-life network and bar chart usage, resource handling, and reports. The role of the proper scheduling process in effective team building and project success was highlighted
