It is possible that internal factors like review of specification or external ones like revision of governmental system necessitate changes in activities of a project. This article will introduce an approach applied to an actual project with focus on importance of the Integrated Change Control, result of the approach, and consideration about it.

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As participation requirement for citizen to the societal planning and computer management technology advances; it is most important theme to build a political system that can manage various man power and information efficiently on the process and can sort out alternatives by mutual consent. Especially, in political management, the studies on the team building method and support system for scope management are not enough. This paper describes a study on the socio-reasonable working group formation in Soft Project Management

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Despite the fact that project management has been regarded as an important matter, there still remain troubled projects. One does not usually intend to create a troubled project (in fact one would actually aim a successful project), however, may end up in a troubled project, because perhaps he/she was not aware of the signs or even he/she was aware of the signs did not implement effective measures. This would result in great costs and in mental stresses. In a troubled project, victims are all stakeholders. The causes of such troubled projects may differ between cases and perhaps only people in that particular circumstance would understand the particular causes. Nevertheless, this report intends to find out as many things as in common between such different cases and to present ideas how to prevent from a project ending up in a troubled situation. Furthermore, this report will show how to turn a project, if unfortunately in a troubled situation, into a successful one based on the experiences by the author. The author hopes that this report would be of some help for future project managements.

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Application design phase is the series of meetings. How to proceed those meetings efficiently is very useful technique for the successful completion of the project, it means within the time and the budget. We usually took attention only on standardization of the development process and the deliverables, rather than how to carry forward the meetings. In this paper, I'd like to consider not on technical aspect but human relationship for the activities on the application design phase and applying the emerging technique, so called facilitation.

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New Energy and Industrial Technology Development Organization (NEDO) has been conducting various types of research and development projects, including long-term/high-risk R&D projects and proposal-based R&D projects. Proposal-based R&D projects conducted in 2002 had a total budget of approximately 30 billion yen. In order to implement proposal-based R&D projects more effectively and efficiently, implementation of systematic R&D evaluation is indispensable. Although evaluation of an individual theme is carried out, a bird's-eye-view evaluation of the system itself which bundles individual themes is not fully carried out. In this study, the results of a trial implementation of research to establish a new system for proposal-based research and development projects will be presented.

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In R&D project management, in order to carry out a project successfully, the project system should be appropriately designed for a policy purpose, and it is important to exactly reflect this in the system through interaction with the user. This paper analyzes questionnaire results for specific projects and considers the relation between user opinions and the system.

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In a theme invitation system, candidates for official support must have valuable technology with development potential as well as the capability to embody the technology in society. This type of system is used in many foreign countries, and it is also now spreading in Japan as well. The peer review method is a very useful technique for a theme invitation system. However, it can be further developed as there is still room for improvement. In this paper, the present status and problems of the peer review method as well its future direction are examined from a project management viewpoint based on the actual experience of utilizing peer reviews for project selection under a theme invitation system.

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Follow-up surveys and evaluations of the circumstances and social/economical impacts of research and development (R&D) projects are very important, as are mid-term and end-term evaluations. This is especially the case for projects that are supported by public funds or sponsored by governments so as to ensure accountability and improvement of project management methods and R&D policies. In this study, the status of trial follow-up surveys and evaluations of R&D projects will be discussed, and a follow-up survey and evaluation system will be presented.

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It is beneficial for the public sector, such as NEDO, as well as the private sector, to take into consideration the extent of availability of new products, developed by the involvement of NEDO's R&D activities, as well as their competitiveness in the market. The relationship between the technology development process of the private sector and NEDO's R&D process raises some issues pertaining to R&D implementation by the public sector.

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New Energy and Industrial Technology Development Organization (NEDO) is commissioned to the R&D project in public enterprise, which the Ministry of Economy. Trade and Industry (METI) is carrying out. In the R&D project in public enterprise, inadequate project evaluation / management organization is pointed out as a factor of the project which has not attained the original target. Then, in this research, for the R&D project in public enterprise currently carried out by the NEDO, the problem of the evaluation in a METI technical evaluation indicator and evaluation organization was considered, and new evaluation / management organization was proposed.

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It has been recognized that improvement of the system for R&D evaluation is very important in order to consistently obtain superior R&D results. NEDO' s Research and Development Evaluation Department was established in October 1999, and it has been mainly conducting interim and post-project evaluations of mid and long-term/high-risk R&D projects. The evaluation results obtained are very useful for the management of projects. However, in order to make the management cycle (Plan-Do-See) more effective and efficient, further evaluations such as pre-project evaluations and follow-up evaluations need to be implemented. This evaluation method will be applied not only for mid and long-term/high risk R&D projects but also for proposal-based research and development projects. In this study, the current status and future direction of R&D project evaluation in NEDO will be presented.

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This is a case study of "Knowledge Management" in an outsourcer of Information-Technology. In this paper, one approach of "Knowledge Management" using integration of "Process Standards" (including Knowledge) and "Operating processes" is stated. And we evaluate this approach by viewpoints of main issues of "Knowledge Management". (That is "Incompleteness of Information", and "Asymmetry of Knowledge", and "Locality of Knowledge", etc.).

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New business models have arisen like as Application Service Provision (ASP) Services and Full Outsourcing Services which they provide not only IT products and IT system integration service but also IT system operations. Corresponding to this situation, the industry gets great concern about Service Level Agreements (SLA) which define service metrics and guarantee levels of those services. Service Level Management (SLM) is a management process and it enables to realize required service level in a reasonable cost. However it seems that most people don't recognize the importance of SLM though they have much interest in SLA. And hence systematic and organized introduction of SLM is behind. In this situation, Hitachi developed integrated management process including SLM process and set it as "Full Outsourcing Management Standard". In the present paper, introduce an outline of "Full Outsourcing Management Standard" and practice with making good use of KAIZEN experience in Hitachi.

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As the case of ERP introduction project has been increased, the project management for ERP introduction becomes important more and more. This paper shows how to manage the ERP introduction project in order to succeed by using actual experience.

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The business which IT permeates in a company and does not have IT, repeating. considered no longer, besides difficulties follow, the number of systems development projects is also increasing rapidly, and concerning every day, a risk, communication, etc. A project Advanced. this time, In. book paper which we collected the practical know-how on project execution from project management experience of many predecessors, united with the system of PMBOK, and tried arrangement integration It introduces about the measure of project management strengthening which built the collection concerned of know-how, opened to the website, and was made into the motto of the project manager of the spot.

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Due to the recent reduction of the mainframe by downsizing of a computer system, It is increased that Many computer hardware maintenance companies entered to IT solution service market and want it be an another pillar of company profit. However, both in the management and the mind sides there is a deep-rooted corporate culture as the company which was based on work followed procedures which was prepared, Thus Various unexpected mistakes from the shortage of experience to the project-based business that produce a solution service to fit the customer needs, are experienced. We Hitachi Electronics Services Co. Ltd, aware, To create a project mind as an important issue aimed at changing of corporate culture, and set out a project management related institution and a personnel training menu quickly are urgently needed. In this paper, conclusion and argument regarding management guideline and work sheets design are reported.

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This is the research report of the project management education method together with the effect of the evaluation method as part of project management education intended for project managers. It is named process education because the contents along with the project process educate project managers concerned with practical project business affairs. The education contents focus mainly on the improvement of capability/application power. With regard to the evaluation, the voluntary improvement evaluation method of the attendee is being adopted. Research status on the educational steps being taken and the improvement on effectiveness are reported above.

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Organizational improvement of project management is necessary to prevent project failures. PMO is established to promote this improvement on enterprise level. The activities of PMO are based on the cooperation with a project team, which greatly affects the improvement of project management. This paper describes the case of exploring problems to improve the cooperation through the "HONNE" discussions by using SSM (Soft Systems Methodology (P. Checkland, 1981)). And it is shown that the SSM processes are effective for the improvement.

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A project can be led to a success by a well-trained project manager. However, there is still no end to the number of failed projects. All the causes of the failures are not necessarily solved by training of project managers. Since project managers are not almighty, the organizational procedures to make a project successful will be needed for various problems. The project management office supports project managers, and makes the final decisions in each project as organizational. Therefore, the quality of the decision-making will influence the fate of a project. This paper empirically describes about better decision-makings in the problem domain where a project management support organization should be mainly concerned. And for making good decisions which have high quality and speediness, the coordination of processes and the removal of impediments are concretely studied.

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Enterprise architecture has been highlighted and it is said that its root resides in Zachman framework. In this paper we see considerations to study Zachman framework based on the initial two papers and its interactions with project management or specificationology, where we can recognize the framework's richness. Major results are (1) it is desirable to pay attention to several considerations at study of this framework, for example, there is a way to overview with 3-rows and 3-columns only in order to avoide stumbling. Among the rest 3-columns, (2) WHO- and WHEN- column may be improved from the viewpoint of project management. (3) WHY- column has some intersection with specificationology.

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In the organization which makes a systems configuration project an enterprise Only whose project planned planning [ by the project manager ] execution situation management - generating problem management and risk management are important subjects is carried out. In book report which the case which the project managers who became skillful to the existing project run short recently, and a failure project generates as a result is increasing A WBS check list is proposed to a project management beginner for the purpose of project management know-how expansion, and the consideration is described to the actually applied project.

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Under the increasement of small projects, we built a method called PM-WBS which is based on the project management method accumulated in our company. This is a report of an experimental trial for bringing up project leaders at an early stage by applying PM-WBS to project leaders using coaching method.

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Customer Satisfaction is determined by the profit that a project produces based on investment to the project. Customer's requests are embodied as requirements for a project. Current project management doesn't provide practices of selecting appropriately requirements for the viewpoint of "managing projects" (i.e., multiple projects) and of the return on investment. The ERVM is the method for evaluating a value that is inherent in requirements for a project, and enables to manage of the ROI. The ERVM is still in the phase of the suggestion, and is expected in future practices. Therefore, it is important to support the users of the ERVM by providing a project management software tool. In this paper, we introduce to the ERVM that is the value evaluating method for requirements for a project, and describe the model for software support of this method. We also describe the prototype tool based on the model.

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To create a redundancy of the work load of operation staff in chemical plant accelerates the change of the content of its daily work. And it will be possible to improve the productivity by means of the repetition of this process. But it is difficult to decide which one can be better to be an objective of the systematization, and is insufficient to estimate in advance the rate of return on the investment by the cost of system as it is affected by the fluctuation of the economy. So it is necessary to establish a mechanism to be useful for the agreement of participants in order to use the budget effectively. In this paper the mechanism that makes use of AHP (Analytical Hierarchy Process) is proposed and applied to a chemical plant, and this procedure is proved to be effective.

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The expectation for medical treatment has been changing from "quantity" to "quality". This is accelerated by enforcement of the Reconstruction of the Public Medical Care System and the progress of aged society. Especially, the progress of aged society brings the epidemiologic transition, and it changes the general requirement for medical services. Under these changes of environment, improving the efficiency, the cost, and the quality of a medical services are required to realize the patient satisfaction is needed and to realize the continuous management of hospital In this paper, the management of hospitalization process is considered as one of the applications of project management. One of the results of consideration shows that the hospitalization is consisted as a program that is consisted of a few projects. Furthermore, the hospitalization process is analyzed in order to find out the bottleneck for the successful hospitalization. The result of a case study shows the application of project management about the establishment of hospitalization goal, of control of a hospitalization period and of communication management among medical staffs.

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Premises, such as short time for delivery, a continued functional change demand, practical use of newest IT technology, and reduction of customer's organization, are imposed on the systems development project of these days in many cases. While the demand to a system develops, in order to carry out such a project, it is becoming impossible to cope with it only by the project management by QCD on condition of the old waterfall type development technique. In this paper, the case is reported about how specification decision and subsequent change management were performed, and how the project was carried out, and the method of project management is reviewed from a viewpoint of modern PM. In the project concerned, the following techniques were taken and practiced as practical solution. (1) Planning of the development schedule consisted on two phases (2) Change management linked to the risk management The first effect caused by the above-mentioned technique was we've easily got consensus with our customers when we wanted specifications fixed. Since the development schedule was consisted of two phases overlapped, compared with shingle-line schedule, they were able to make decision more easily. Moreover, it became easy to share the risk items among stakeholders. So, we could take proper actions within time of a margin for risk, when risk item became actual specification change demand. The two-phases development method is a kind of parallel development method, and the work burden in fields, such as progress management, man-hour control, and a quality control, becomes large for a project manager. However, I feel the merit beyond it and want to continue to tackle as one of the practice methods of risk management.

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IBM Rational advocates the Rational Unified Process, hereafter referred to as RUP, as a software development process. RUP is a comprehensive technical process/guidelines based on the best practices in the object-oriented and component based software development. This paper explains the best practices of RUP, comparing them with traditional development methodologies that are successful. While revealing the underlying characteristics of the technical development area for which RUP is intended, this paper shows that many of the differences between RUP and traditional methodologies come from the challenges which are unique to respective target technical areas.

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Recently the use case model has been a common documentation of writing requirement in object oriented development projects. Using the use case as a basis of the estimation, we can expect to improve accuracy of estimation results and to manage the size of projects continuously from early phase of the development project to the end of it. In this work, we have proposed estimation method of the number of test-cases based on the use cases and then the project effort estimation method based on the number of test-cases by using our proposal. We can utilize plenty of data saved by a number of projects for making a model of estimation with our proposal. In this paper we report our partial practical estimate-models, and also we discuss the possibility of the project effort estimation technique as a new solution.

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Fact of failure cases on offshore software development which order from Japanese companies is increasing becomes common. This paper presents some practical management guidelines by analysis from offshore software development cases. We propose some of action items which categorizing by take Project Management Body of Knowledge's key area classification to resolve representative problems and improve management method for offshore software development.

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Offshore software development has grown yearly in Japan. Yet no one can as of yet claim success in overseas software development as many problems persist at actual development sites. This paper will analyze problems in offshore software development, based on results gained from investigating real circumstances that are occurring in offshore software development through the software engineers' network (called S-open) while examining future trends.

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Sometimes, a company outsourced his notebook PC development activity to a business partner out side of its country. PMI recognizes one of the most important tools is a facilitated kick off meeting. This paper describes how the author executed facilitated kick off meeting with the joint development partner using the actual examples which resulted in successful product shipment to the field. The objectives of a project kick off meeting are to share the project over view, plan, assignments, team member contact list and to set the common goal and objective for the team. In the case of internal development, since the project manager is familiar with the development process, mission, scope of work, individual skills and responsibilities, the kick off meeting can be done in a disciplined manner based on the standard and process. Meantime, in the case of joint development with business partner in abroad, there are so many unknown factors and difference in the meaning of technical terms in development cycles. A preliminary session was required to have mutual understanding on the terms and own development process prior to the official kick off meeting. Not all members can attend the kick off meeting due to overseas travel budget restriction. To improve this situation, the member list with photo, e-mails, and its assignments was used. It was so effective to have the common goal by having the tangible target in their own language and simply review those at regular review meeting. In this paper, actual tools and method to be used for team-building process as a kick off meeting are concretely described.

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NEDO (New Energy and Industrial Technology Development Organization) launched International Demonstration Project (Model Project) since 1993. The aim of this Model Project is to disseminate Japan's technologies for the efficient use of energy that have already in practical use in Japan. Model Project is implemented in countries with developing economies to demonstrate the effectiveness of technologies through operation and demonstration in actual facilities. This study points out the difference of the evaluation viewpoint between NEDO Model Project and NEDO R&D Project, furthermore, analyzes the disseminative evaluation from recent Feasibility Study reports.

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There are many project cases which are done with global resource members. We usually call such kind of project as a Global Project or Offshore Project. It significantly increases to co-work with China, India or other country in Japan. This is worldwide trend to work with other country's project team which provides us a great cost merit. In particular, it is not easy to co-work with other country's team who has other kind of custom and language in Japan. One of an important point to success the project is scope control. If we make strategic scope management, we can manage the project well. But if we can't, it will be fail. Then I would like to introduce successful scope setting and its impact.

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Although package based system integration is increasing, EAI (Enterprise Application Integration) is also one of them. But, the project size estimation technique of the man month and a development period in an EAI project depends on experience. In this study, we have many EAI project cases, and analyzed the estimated tendency of man month and a development period, and also we discuss the possibility of the project size estimation technique as a new solution.

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In this paper, it was learnt that TQC had succeeded in optimization by the power of the entire enterprise for the manufacturing premise. The feature of TQC is applied to EPM, and the EPM function corresponding to the item of the feature is examined. The frame to achieve whole of corporate optimization to expect the continuation development by concurrently executing two or more projects was considered.

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Due to the recent focus and promotion on Project Management, many companies are trying to implement corporate-wide PM disciplines, so called Enterprise PM (EPM) and its supporting agent - Project Management Office (PMO). To improve PM maturity in corporate level, it is critical to improve PM capability for organizations which are critical part of conducting day to day business operation, in addition to enhancing PM competency for project management professionals. In this paper, I will summarize the corporate-wide PM initiatives which was started since 1990s to improve PM capability in IBM corporation and then introduce organizational PM maturity assessment and lessons learned through these implementation, categorizing characteristics of organizations and consideration of PM implementation for these organizations.

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Our company is mainly promoting the enterprise that offers the solution by the system integration. In the latest system integration enterprise, project management is bearing the important role. Because, it is offering of a quality solution which a customer satisfies and attaining of the business goal, in diversification of needs, complication, the formation of short time for delivery, or rapid progress of technology. In order to strengthen these, Our company is promoting the process improvement based on the ISO9001 and CMM. Simultaneously, Our company is promoting various measures which support project management systematically. We have started establishment of PMO (project management office) aiming at strengthening support by the organization further. In this paper, we introduce about the function offered to project management now , and the figure of PMO aimed at in the future.

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In recent years, in a rapid change of enterprise environment, it is very important for company management to do quick judgment such as importance judging and management of project risk. Therefore, project management method of an enterprise level has become crucial. Our company, which develops software for information and control systems for social lifeline, has improved process for project management in order to prevent occurrence of serious problems, which suppress company profits and give damage to customers. This time we configured new system on the above project management system, which enables each of the company management and staff division to look across the project data in each specific view and in real-time. We focused not to burden the project people themselves so that this can be very practical EPM system.

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Mitsubishi Electric Information Systems Corporation is promoting the continuous process improvements using CMM models for the purpose of providing high quality and high value solutions and with which customers are satisfied. We have achieved maturity level 3 of CMMI in some business groups in June 2003. We are continuous process improvements using the level 4 and 5 of a CMMI model. We are also carrying out the improvement activities of program management. This paper reports the improvement activities as "program management.

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This paper presents the practice of the project management dealing with concurrent multi-systems development. The orthodox approach is first to develop the reference system and after to diverse it into customized systems according to users' request. However, the restricted environment forced us to develop all the multiple, almost ten, systems concurrently. Although, this experience, both in business context and development size, was new to us, we conducted the project by focusing on risk identification and taking all the major risk responsive steps just before the execution. We divided the whole phase into two phases: centralized concurrent phase where requirement through implementation cycle took place, distributed concurrent where after testing and integration cycle took place. We turned the first phase into centralized sequential, which was more convenient to handle, by unifying all systems as identical software. During the second phase we focused to construct the information sharing system on the Web for both version control for the identical software and faulty detection & fix report. This information sharing system run on web and could be accessed from anywhere through the public line by the authorized users so that it was used after the shipment until the user acceptance test. With this adaptive project management, the whole project went successful.

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There is increasing pressure on implementing the low-cost strategy and quick delivery due to the cost-cuts incurred by the reduction of project scale, shortening of project duration, and offshore manufacturing. While the method based on PMBOK is regarded as the mainstream of project management, TOC-PM has thrust into the spotlight as "Critical Chain" by Dr.Goldratt has come into prominence. If TOC-PM is the magic wand to solve all the problems, rapid development in project management could be anticipated. However, there are cases of successful implementation oversea, yet no reported success could be found in our own backyard. In this article, the specific operation will be examined through actual implementation of TOC-PM and subsequent assessment in the pilot project with a goal of effective cut-down of cost and project duration.

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In recent years, the number of enterprises which are interested in "Project Management" has been increasing in Japan. The bridge design Juntos, Co. has begun to introduce the "TOC:Critical Chain" as a methodology of "Project Management". This paper discusses a real example constructing task network diagram and estimating processing time of task.

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This paper describes formally the functional property of organization, connectivety of between or among organizational functions, organization and the environment in the case of the construction project organizaition based on the viable system model. As the construction project organizaition includes the management hierarchy, the structural elements of the management hierarchy must be associated with the communication with information and manipulations between or among the elements. A variety of manipulations are analyzed and applied based on equation of the viable system model. This paper proposes the framework of the construction project organizaition structure with the viable in theory.

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Recently each self-governing organization has frequently carried out projects of information system development according to starting up of 'e-Government' in Japan. This paper proposes a supporting framework for decision-making in projects of information system development using ISM and AHP which includes choices of venders, scope of outsourcing and criteria for vender choice based on objectives, policies and executive organization.

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