The Earned Value Management (EVM) advantages have been regarded effective for large complex projects that require management of complex WBS. However, it would be worth trying to fully apply EVM even in very small projects because the handling and calculation became easier with the advanced and cheaperIT environment. This paper discusses about the EVM effectiveness in very small projects, with the conclusions that there is no reason to hesitate using EVM in small projects - even in personal project management.

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The success of IT project depends deeply on the capability and the available number of staff. Therefore, in order to keep to schedules and to assure quality of products, it is required to re-evaluate the excess and deficiency of assigned man-hours periodically until the delivery date or the mile stone point and also to secure additional staff promptly if insufficient. Periodical evaluation is particularly effective in taking a prompt action when an extra work besides original estimation or a delayed work which should be coped with at the time occurs. "The control technique of remaining man-hour requirements" is the technique that controls a project by grasping subsequent (remaining) man-hour requirements at each estimation point. This technique uses the value conversion technique equivalent to EVA (Earned Value Analysis), which is based on an originally estimated value (man-hours).

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It has two aspects in Modern Project Management Era. One is that project faces more and more difficulties. Another is standardization of project management makes steady progress. In this era, PM tool is not just a tool of increase in efficiency and the improvement in productivity, but PM tool fix the knowledge and technique and complement a process. This paper summarized the four roles for the elements of PM tool in Modern PM Era, and I will mention how important is to deploy tool in the organization with the Trinity; Function, Process and Professional Development.

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Project has many uncertain things, in other words, risks. Therefore, risk management has an effect on the project success. Project risk has three essential factors: "Uncertainty", "Loss", and "Time Component". The term "Time Component" means risk have temporal. But, now, there is no tangible method for risk management to consider "Time Component". On the contrary, there is FTA (Fault Tree Analysis) that is one of reliability engineering methods. It is possible to clarify causal relation of breakdown systems for top-down method. In addition visually and deductive analysis is possible. And so, this paper proposed to utilize FTA to risk management. Concretely, procedure for making FT diagram at the same time as identify risk event, and method of utilizing FT diagram are proposed.

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To control project risks, risk identification process is first executed to develop the list of identified risks. At that time, it is unexpectedly difficult to identify risks appropriately. In particular, when multiple persons are involved in risk identification process, same risks are often listed many times because the same risks are expressed differently by different person. Also, there are often times when items listed as risks are actually problems or issues. The reason for these results seems to be the gap of risk recognition by each person. This paper discuss the standardized risk expression, with reference to some existing risk models, which will minimize the recognition gap.

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Recently, the valuable business comes to be accomplished under the globalization. The United States is a center of the world economy at present. However, emerging countries that are called BRICs will develop in the mid-term future. Moreover, IT infrastructure has evolved to the most important social infrastructure in the world. Therefore, the IT infrastructure under the globalization environment is considered.

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Complexity and rapid delivery requirements make project management difficult. To meet deadlines, it is essential to promptly identify problematic elements of a project, and to take immediate corrective actions. To realize this, the latest progress has to be obtained. However, time management based on reported progress has two problems. One is that it takes a lot of time to obtain progress The other is that the reported progress may not be in touch with the actual condition of deliverables. These issues are critical, especially in large projects whose development sites are distributed. This paper presents measures for assessing progress based on the actual conditions of deliverables in a timely manner using PRO-NAVI which supports project management.

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A new project management method called Critical Chain Project Management(CCPM) is useful to software development projects because it helps reduce waste of time and cost and understand projects accurately. This paper describes value of CCPM in detail, and explains policy for application, what software development phases to apply, and prerequisites for application. It also explain solutions to the problems which may occur while applying CCPM in practice.

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Recent acceleration of business speed severely requires the short-delivery time development in software projects. Since early 1990s, as a solution of such subject, some agile methodologies are proposed, but these do not always show the remarkable improvement in software development. In such situations, the CCPM is getting a focus of attention as an application of the theory of constraints to project management. In this paper, an application of CCPM is proposed for improvement of software project. The effectiveness of the model is verified by analyzing the scheduling and application results of the project cases which realized a short-time development by applying this model.

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In this study, we carried out competency survey for project manager and software engineer in the software development project. The evaluation index of project manager and software engineer was analyzed by principal component analysis. And it became possible to visualize the three dimension graph an individual feature by the principal component score in the organization.

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In this study, we investigate the cause of conflict in the project and developed practical conflict management method based on the social psychology and negotiation study. It is verified the effectiveness of the conflict management method by the social psychological experiment. It supposed that the method propose effective solution for conflict in the project.

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Team management/operations have attracted attention in recent years, as one of the most important factors which affect the success of projects. There are various issues in team management/operations from the viewpoints of the human resource planning and the motivation. The communication has the very significant role for solving these issues. In this paper, we would describe a practical method of more effective and more efficient communication in team management/operations through the example of our SI project.

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The quality management in software development is carried out in each process of a "quality plan", "quality assurance", and "quality control", and depends on the quality consciousness of a project manager or the development members, and management skill strongly. The standardization of the quality process is enumerated to reduce the difference at the quality management level between software development projects. Moreover It connects with the level raising of the quality management power of the organization only after the standardized process is made established. The needs of quality control management standardization are rising increasingly focusing on a financial field in recent years. Based on such a trend, we describe about the tool application to make the standardized quality management process to established and the effect.

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We have enhanced ERVM (Earned Requirement Value Method) and studied a quality control model from the viewpoint of QFD-based traceability of system requirements. The study is aimed at getting the product of good quality in the requirement analysis and design phases of embedded software. One of the serious problems is the quality of requirement analysis and design in the field of embedded software development projects. Therefore, it is inevitable to get the good quality in the requirement analysis and design phases. If the good quality is not obtained in the requirement analysis and design phases, the project will easily fail by the rework in the implement phase and the malfunction in the operation. In this paper, we discuss the model and describe the future study.

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In Hitachi Software company-wide process improvement movements are being conducted. One of the major improvement activities is "process QA" in which a third party (Quality department) audits the process adherence against project plan or project defined processes. In this paper effect of process QA on management support is analyzed by estimating the efforts and costs that would be lost, if there were no process QA activities. As a result, it is shown that process QA has an effect to prevent risks from becoming actual problems. The ROI of this effect is estimated to be a high value of 6.3-9.8.

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It is said that the basic knowledge and experiences are necessary to train the project management (hereafter PM) skills. The university education for PM skills is focused to learn the knowledge though a little practical training is introduced. As the results, it may not be adapted to the industrial needs for PM education. The research describes the report concerning the promotion and the education training system for practical project associate in IT fields by the collaboration between industry and university, and the study is supported by the Ministry of Economy and Industry.

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Developing project managers are common issues in each organization. The projects currently curried out have strongly been demanded shorter time-to-market and lower cost. It is seemed that educating project managers by OJT, that has been effective so far, have limitations in the viewpoint of human resource and time to be taken. There are a lot of situations that needs project manager's timely decision depending on each condition, and the issues concerning educating project managers will not be resolved by acquiring only the necessary knowledge. It is very important for project managers to acquire both the fundamental ways of thinking and the best action it should be taken in a situation. Mentoring is one of the best techniques to acquire not only knowledge but also know-hows and the competency by receiving a lot of suggestions from the mentor. In this paper, more effective execution scheme of mentoring is described.

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According to PMBOK, a project is temporary, and a project member is gained only in order to carry out a project. In a software development project, it is the important factor of a success of a project to use a human resource effectively. We built ExSCOPE for management and sharing information of skill & career. In this paper, we introduce the feature of ExSCOPE and the use case in the project.

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Recently, EA (Enterprise Architecture) is considered as a key success factor on business transformation. Leading companies are on their way to implement EA as a mean for enterprise-wide optimization. However, although the effect is expected highly, implementation planning is difficult and the effectiveness of EA implementation is often vague. For this reason, EA failed to be widely adopted at present. The enterprise's CEO is the key man in the process of implementing EA. In this paper, project management techniques will be discussed on how they can be applied to EA projects. Also, we will show some ideas on using these techniques to visualize the roadmap from the process of introducing EA to its operation process. Pros and cons of the procedure will also be discussed so that CEOs can optimize their decisions concerning EA implementation.

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Recent economic condition of video game industry is getting bad. The reason of it is in the shrinking video game market. In general, the video game software development is more complex and more difficult than the other type of usual software development. This complexity and difficulty is raised from the unique characteristics of video game development process. Japanese game producers often require getting the function of "Omoshiro-sa". This requirement sometimes becomes a cause of frequent change of the idea of game or of its development process. In this paper, to show the way for getting improvement on video game development process, the two discussions are provided. One is the value of "Omoshiro-sa", and the other is the value of introducing the project management. In order to get the answers of the above mentioned subjects, the discussion with managers and project managers of video game development companies is performed. According to the result of it, "Omoshiro-sa" is the basic requirement for getting the high-quality products. Furthermore, the introduction of project management to the video game development process is effective way to improve the inefficient development procedure of video game development project.

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Up to now, the application of the project management has been advanced around the construction industry and the IT industry. Recently, the government and the corporation are interested in the application of the project management. Therefore, the government does various examinations and is developing the measure about EA and the MOT personnel training, etc. based on 'The whole is optimized'. And, the government hopes to apply EA in corporation. Moreover, the necessity of the application of the project management to the entire corporate activities by the introduction of EPM is explained by various documents, so the importance of the project activities based on the corporate strategy is recognized. Simultaneously, it is important to improve the organizational capability, and to reflect new value to the corporate strategy. Based on such a situation, I consider the situation of the approach on the application of the project management from viewpoints such as EA and MOT in the government and corporate activities.

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Software metrics plays an important role for visualizing the state of software development. However, metrics is not fully utilized in practical situations by stakeholders such as executives, software quality assurance member, project managers, developers, etc. Although this problem is caused by various reasons, we focus on the reasons such as the lack of developers' motivation for measurement and the lack of stakeholders' understanding of the relationship between their goals and measures. To fulfill these lacks, we propose a motivation method -- a GQM (Goal/Question/Metric)-based method for clarifying the meaning of measures corresponds to stakeholders' goals. We interviewed some stakeholders about our outcome that had created by using the proposed method. The result shows that the proposed method was regarded as a useful method for experienced developers and managers.

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The recognition of EVM(Earned Value Management) has been improved with extension of PMBOK and incorporation of a technique of project management for government procurement. But, the EVM is still unknown tool for our software development site. One of big reason of less expansion of EVM came from less recognition and less tangible example to introduce EVM to their project. In this report, I approached a tangible way to introduce EVM to our software development projects for the very first time.

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Quantitative project management is one of the most effective methods to achieve the business goal. It brings us an objective perception of facts, an early appreciation of problems, and a proper decision how to correct the project. It enables us to succeed our projects. The process performance baselines are the backbone of the quantitative project management. However, the imprecise baselines can invalidate its effectiveness and can cause the incorrect decision. Meanwhile, the way how to calculate the baselines requires some simplicity so that any project member can handle it on their project. In this paper, we will verify the effectiveness of our approximate PERT method which our company adopted for the improvement of the accuracy and simplicity of the calculation of the process performance baselines.

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In establishing appropriate business processes, it is seriously influential whether we can define requirements accurately or not. In other words, we cannot satisfy customers if we develop systems without understanding customers' real requirements or building consensus with them. NTT DATA originally systematized a business modeling methodology "MOYA" (Model-Oriented Methodology for Your Awareness) for solving the problems above and establishing appropriate business processes. MOYA is characterized by using models in describing customers' requirements and their background intentions. Through many discussions using models that anyone can understand intuitively, we can improve the accuracy of requirements definition. This paper gives an outline of MOYA and an instance of applying it to an actual project in financial industry.

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In order to improve availability for information system, it is needed to adapt the system requirements to enterprise's strategy. For this background, a modeling strategy such as Balanced Scorecard (BSC) will be used to develop enterprise strategy. But these methods have no means to verify the strategies from the view points of real business fields and data. In this paper, we propose a concept, "Value driven collaboration engineering (VDCE)". The VDCE enables strategy developers to have a relationship between strategic goals and performance indicators for effects on introduced the information system, and to incorporate the strategy to system development. In addition, we also propose "Fact based collaboration modeling (FBCM)" which enables the business persons to define more valid performance indicators based on facts in business fields.

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To accomplish highly uncertain and high risk project, managing project just using a project management process is not sufficient, and the management combining product management and project management is necessary. In this paper, various risks that will occur in high risk IT project are discussed and project management functions necessary to execute these projects are mentioned.

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It is difficult to share information effectively in software development. Because there are diversity relations between information. The modern project management don't explicitly treate the problem. In this report, I study the issue of information sharing with diversity. Also I propose to modify the project management to solve the issue.

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In the project management sector of IT industry, where development of information systems has traditionally been the major role it played, it has recently become increasingly significant to take steps further and to evaluate how the developed systems will create business values. The author believes that it requires reviewing the framework of existing IT services and proposing an innovative business model. This paper presents one approach to the process of IT business model analysis which utilizes gaming-simulation. In the modeling process, it is important to select key variables and to establish a hypothesis on their interrelations. The simulation makes it possible to help grasp what realistic values a given hypothesis may carry. In addition, this approach may benefit project managers, who run their projects in real circumstances, with important implications toward a deeper understanding of their business model structure.

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The "development scale estimate" of IT development project is a field underdeveloped also in the long history of software engineering. Although it is thought that various backgrounds exist in it, having shown "the total development amount of money" only on the standard of "man-month" and a "personnel unit price" backfires, and it has become competition of only a price. Absolutely, even if who estimates, you should estimate the portion of this expense almost similarly to be the expense of IT development project. And it is desirable to add expense as added value, such as a guarantee of quality and project management, to the estimate, and to compete. Then, in this paper, since the method of intelligible "development scale estimate" was packed in based on the experience for 30 years of a writer. and it is improved and established all together like the freeware of software, details are made opening.

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XP is in the limelight. That is because XP can start in on a software development with the incomplete user requirements, and can achieve results for a short time delivery. Moreover, because XP is a developer basis, and has obtained a good evaluation from a developer. However, in view of project management, this methodology raise questions in a software development. For the reason, there are very few examples winch the project manager expressed his confidence adopting XP. hi this paper, I show you why XP is highly evaluated, however why a project manager wavers to the adoption. Then I will argue how XP should be adopted. Thereby, I could show you how a short time delivery and a high quality software development can be realized by XP.

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In system development projects based on contracts such as System Integration, it is important to define the scope early and get agreement with the customer. On the other hand, iterative development is characterized with its advantage for late fix of requirement and architecture, therefore iterative development is regarded as unsuitable for contractual system development projects. This paper discuss about the considerations and focuses for applying iterative development in a contractual system development project, based on the Rational Unified Process (hereafter referred as RUP). RUP provides flexible guide in terms of project formality, but maintaining formality to establish agreements with the customer and to reduce risks of the contract, it is applicable and beneficial to a contractual system development project.

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The real options have been attracted as evaluation method to invest in project. The reason is this evaluation method calculates of future uncertainty. A conjecture of the effective investment time is that is to say enabled by evaluating with real option. In this research, I considered that applied real option to R&D project. And product innovation in a company gets possible by using this technique.

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The process from diagnosis to treatment in medical care is optimized by the feedback loop as collecting Subjective or Objective information (Check), Assessment (Act), Plan (Plan), and execution of treatment (Do). This feedback loop (POS: Problem Oriented System) is same as project management cycle (ex. PDCA cycle). It becomes a dynamic index where the rotation number and speed in this feedback loop (POS) show the quality of medical care.

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Our company aimed at achievement of quality solution offer which a visitor can satisfy, and the business goal, accumulated the information which a project needs as a process asset for the purpose of reuse of project practice know-how, and has built and employed the structure which shares it between the whole company. We offer a process asset, about two years pass, and employment is also being established. In this paper, we introduce the result evaluated about the usefulness of the process asset library which is a part of process asset.

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