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How to manage a successful wireless implementation is discussed. Business cases that lend themselves to wireless are described, and low-budget options for wireless are identified and explained.

Managing network-attached wireless devices, such as cell phones, personal digital assistants (PDA) and handheld PCs, is a difficult task that is becoming increasingly necessary. Meanwhile, the management task is being made easier because of the appearance in the marketplace of new types of software.

How to manage an effective wireless strategy is discussed. A multi-step path is outlined that covers the following topics: Do a Feasibility Study and ROI Analysis; Get Senior Execs to Buy In; Craft a Management Plan; Build an Interdisciplinary Project Team; Choose Your Vendors Carefully; Develop an Implementation Plan and a Rollout Schedule; Pick a Pilot Site; and Conduct the Rollout and Finalize Management.

Wireless technology, exemplified by implementions at five companies, is examined. The companies are: Richmond British Columbia, dealing with budgetary constraints; CareGroup Healthcare Systems, dealing with the problem of security; Option One, illustrating the problem of bandwidth; Carlson Hospitality, illustrating the problem of scalability; and United Maintenance, dealing with resistance to change.

Many companies are implementing one-off wireless applications, which address a specific need by linking one type of device with one data source, but such projects do not scale, support multiple devices or handle complex transactions, and over the long term, such projects' flaws become increasingly apparent. Advantages and drawbacks of an n-tiered architecture for wireless applications are discussed.

Chief information officers (CIO) are examining business benefits that might derive from integrating location data with wireless applications. Although the practical implementations are not expected before the end of 2002, forward-looking CIOs are considering ways the technology might translate into competitive advantage. For example, location data might be used to help calculate drivers' insurance rates.

Wireless technology's early adopters were challenged by a lack of standards, a scarcity of vendors and user skepticism. In the 1980s, pioneer companies such as FedEx, Frito-Lay and United Parcel Service of America (UPS) launched research and development efforts and eventually developed their own solutions. According to Charlie Feld, former CIO for Frito-Lay, it is still important now, as it was then, to begin with a small pilot group.

Celanese Chemicals' limited implementation of wireless technology exemplifies companies can ease into the technology. In fall 2000, with help from a company called GadgetSpace, Celanese began a pilot project that enables the company's 35-member sales force and 25 customer service employees access information from its SAP-based enterprise resource planning (ERP) system via wireless devices. Wireless is regarded as a supplemental means of accessing information. Use of wireless technologies at Fidelity Investments and at Florida Power & Light are discussed.

Many CIOs are proceeding with implementations of wireless technology in spite of obstacles that include limited coverage and a lack of standards.

The future of wireless networks is likely to be based on the Internet Protocol (IP). CIOs need to think in terms of cost-effectively migrating their enterprise infrastructures to the data-centric IP model.