Abstract
ICT systems which have become vital infrastructure in corporations are expected to realize the corporate strategy quickly in the uncertain environments. It is difficult to identify the QCD of the ICT system development projects at the early stage, because most of the recent projects are improvement of the existing systems whose documents do not always exist and various functions are installed in. This study indicates the key elements of success in system integration projects and a role model of program manager and project stakeholders, applying the value-created framework to a multiple subcontract system. Program manager of the projects feels pressured by the conflict between the customer and the multiple subcontractors. The leader's understanding of the conflict and direct commitment to the decision making are important factors for success in system integration.
