Abstract
It is no exaggeration to say that the education and the technique of project management (PM) is almost established. System engineers in the Hitachi group are educated eagerly about PMBOK, and they learn systematically about knowledge and technique of PM. However, confused projects do not decrease at all though they acquire the technique of PM. We may be compelled to manage difficult projects as projects themselves become on a large scale, and as systems become complicated because of connection with various systems or multi-vendoring. Even so, same failures are still repeated. In addition, executive officers and PMO watch that things don't get worse in the large-scale project, but we cannot move to an action of recovery immediately even if we see a sign of the aggravation. Why is it? We have acquired technique about project management to succeed, but I think that it is caused by the fact that we do not learn it systematically how we recover after having failed. By this report on the assumption that "It is natural that projects fail", I investigate the concrete technique how we find a sign of the aggravation in the projects, and how we do recovery of the project.
