Abstract
In today's highly demanding ICT market, we have to eradicate unprofitable projects in order to secure our profits. We had already implemented organizational managements such as project audit meetings for the eradication of unprofitable projects. However, we could not reduce such unprofitable projects fully even though we did these efforts because any risks in these unprofitable projects remained unsolved and such risks sometimes became a critical problem. I have hypothesized that the importance for the eradication of unprofitable projects is to detect the sign when a risk becomes a critical problem as the "sign of unprofitability." We have detected the "signs of unprofitability" by quantifying the QCDs of our projects and visualizing the changes in six months. By using this approach, such unprofitable projects have not been created among approximately 180 projects through the audits we implemented. By finding abnormalities that show a "sign of unprofitability" in our projects, interviewing the project statuses, and investigating the potential effects around the signs, we have implemented the project audits further and taken necessary measures by identifying the causes that have not fully been elicited from the problems showing the "signs of unprofitability."
