The evaluation indicated that integrated systems, supported by a centralized computer facility serving multiple criminal justice agencies, were the most common and effective type of PMIS. Existing automated systems were being used effectively in supporting case processing operations; however, few prosecutors were using PMIS as a strategic management tool. Furthermore, PMIS transfer was not proven to be less costly than developing a unique PMIS. In previous PMIS transfers, agencies tended to underestimate the difficulty in modifying the incoming system to meet local requirements. It was determined that technical assistance should be sought from experienced data processors when implementing the system. The evaluation also suggested that Federal funding was a primary factor in both the transfer and local development of PMIS projects. Local jurisdictions normally assumed the financial burden when Federal funds ran out. Finally, the study determined that data for PMIS cost-benefit analysis and feasible methods for measuring PMIS impact on the criminal justice system were available to support indepth evaluations. Independent evaluations are needed to provide all levels of government officials with information to justify PMIS funding. Users of the Prosecutors Management Information Systems (PROMIS) subset of programs were more successful in using the system for strategic management, probably because the prosecutors were given more opportunities to exchange information, learn about applications, and develop realistic expectations. Charts, graphs, and tabular data are provided. Appendixes include 33 references, about 100 items identified in a literature search, and a list of interviewees. (Author abstract modified)