Decision Support Systems are complex and complicated tools. Their development is costly in terms of both monetary and human resources. It is hard work. Very many little details matter and must be dealt with in order to deliver a foolproof and bug-free product. A strict management of the project is essential. This is not only so because more than a few people are involved in it, but also because the work is organised in clearly sequenced tasks: a model needs to be past the conceptual phase before it can be implemented and before it can be tested, validated and run. Once many small models become integral parts of much more encompassing DSS systems, the synchronisation and sequencing of the tasks becomes paramount. Moreover, the sequence of tasks is not run trough once, but a number of times as the development is essentially an iterative process. Precisely this last point makes the typical software development model, the Waterfall model, unsuitable for DSS development. In the past decade RIKS has managed a large number of successful DSS development projects. In fact we prefer to manage the projects in which we are asked to develop the DSS because we have learned the hard way that the management of a DSS development project is a crucial and difficult task determining at large the success of the DSS. As project manager RIKS can take care of the following: Develop a realistic development plan, task plan, and working schedule and budget the associated costs; search for and select the members of the development team: the domain specialists, modellers, and system and software developers; Steer and facilitate the collaboration within the development team and the exchanges with the client and/or the intended end-users of the system; See to it that the agreed work schedule is implemented, that the stated milestones are met, and that the tasks are carried out as prescribed and planned; Organise evaluation meetings with the client, the end-users and developers and decide on changes in the desired functionality, the technical design, and the software implementation for every new cycle in the evolutionary development of the system; See to it that the delivery date is met and that the costs remain within the available budget; Provide assistance in the post-delivery phase: facilitate the introduction of the system in the organisation, work out training programmes, organise evaluation workshops, write maintenance, distribution and management manuals and plans, take care of Escrow arrangements, develop proposals for follow-up projects, etc.