Abstract
In many projects of the system construction and the product development in the IT vendor take the responsibility that is synchronized with the organizational system. In case of Hitachi, it depends on the project size but many senior executives such as the director and the manager should often be assigned as the project manager. When the size of the organization and the project are equivalent, it is an advantage to become equal to organizational system and management system. However if there are many projects more than the number of managers in the organization, it is necessary to control multiple projects. In this thesis, I have described the result of clarification of each manager's role by using role statement in practical operation based on the study as a model for our organization about positioning of "Program Manager", "Product Manager" and "Project manager" as a consideration of some methodologies on how to control the multiple projects.
