It is clear that the critical success factor to lead the software development project is the quality of the specifications delivered from requirement specification phase. We often meet a fatal defect in the later phase though strict controls, validations or inspections for the specifications. Practically, many real projects tend to decide the end time when they should close their work through their experience. Those experiences frequently contain the substantial missing values. The purpose of this paper is to discuss the lack of viewpoint for exit criteria in requirement definition phase. I'd like to examine the quantitative verification of validity about phase exit criteria. What need to be emphasized in this approach is applying the classic quality engineering techniques such as "Reliability curve model" or "Defect prevention model" in programming or test phase to requirement engineering activities in project early phase. I found that defect visualization, quantification technique is so useful not only for programming or test debug phase but also requirement definition phase.

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The system definition phase, which is the early phase in an information system development project, has a strong impact on the project's success. Most failed projects have problems for which this phase was responsible. In this presentation, the effects on the project execution and its success according to the process and the deliverables' quality of system definition phase are studied based on an example project. In addition, a framework to measure the quality of system definition and to manage the project is studied.

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We propose a model of the traceability on the deliverables and works for managing the unexpected obstacle analysis in the upper process of embedded software development projects. In the projects of embedded software development, the project cycles are required to be shorten although the software has been becoming larger in scale and more complicated. In such a background, the quality of software specifications is one of the main concerns. Theredore, it is necessary to develop an analysis technique and project management method for unexpected obstacles. In this paper, we dicuss the model for managing the unexpected obstacles analysis and the future study.

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Project risk management has not become practical and not firmly fixed on an actual project, which has been still in academically studies, in spite of a high interest and benefit of using it. The idea of Risk-Based Project Management, which is realized by installing the risk process into daily project management, makes it easy to fixate the risk management on project. However the general way of the risk management is an independent process which consists of three parts - identification, analysis, and monitoring, the risk management on Risk-Based Project Management is incorporated and unified into other management process but cut it out from. Risk-Based Project Management also makes it possible the strong monitoring control of risk under the change of circumstance.

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There is a particular model which figures fundamental risk causes and make planning resolutions possible. Risk drivers, which are the components of the model, are something existing in the project environment that leads us to believe that a particular risk event/impact occurs. In IT project, using risk check list is effective to realize such risk drivers.

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Recently, small-scale project in a software development like as Web applications on client/server system are increasing with rapid progress of information infrastructure that is characterize by diffusion of a low-priced and high-speed Internet. These companies are pushed into a severe state by difficult operation of the small-scale project that continues increasing. Under such condition, these projects must achieve high-quality product to get user requirement with low-cost and short delivery time. Moreover, in order to realize high customer satisfaction, the company has spent large part of time of early stage of project to get user requirement. According to the textbook, early stage of a project is an important aspect of deciding success or failure of a project. Although enough time for risk response planning cannot be assigned, early stage of a project is hampered by the huge task of a requirement definition. In this paper, analyzing the 60 typical risks in software project that defined by Jones, following two ideas are proposed: (1)tracking the propagation pass like as neural-network for failure of a project is clearly shown, (2)according to analyze the propagation pass of project risk to project failure, the risk relation structure for easy risk response planning is provided. As the result that is mentioned above, accurate and easy risk identification method is proposed.

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There are varieties of R&D projects in their characteristics among the enterprises whose products and services are different. Hence sometimes there are difficulties to deal with the phenomena general. Recently we formed a working group for about one year to pursue effective project management deployment in R&D area, where the categorization need for R&D projects was found to generalize the R&D projects. In this paper, the categorization method developed and the effects are discussed.

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In a hospital information system, it is often that it is started with a project scope being uncertain. As a result, disagreement occurs between evaluation of a user and evaluation of a vendor. We tried a case study to materials by a hospital information system introduction project.

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Iterative development approach in software development project mitigates risk. It is verified by some project examples. On the other hand, this approach may bring secondary risk, which we didn't experience in the traditional development style projects, to the project. This paper describes the effective project management technique for carrying out such project.

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Regardless of the diverse countermeasures taken against the problems arising in the various phases during system development, as a result there still are projects which ends as a failure. In most cases, the cause is originated within the Project Management activity. Many of the failures here, are seen within the Application Development phase, however increasing failures are being found also in the infrastructure development phase. Recently, development has started to shift from general purposed mainframes to open systems. The open systems build technology has been making remarkable progress since then, and now we see development projects struggling to catch up with the latest technology in order to meet the customers requirement. In this text, the role of the infrastructure development team and development standards, as an ideal Project Management from the infrastructure point of view, is described through a project development case study.

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OEM software development projects are relatively smaller than the other types of software development or service projects. In embedded software development projects, it is not rare case that the service provider performs multiple projects concurrently to a single customer for their business success. Usually the project period is short, therefore, more efficient project management can be expected by performing the project risk management through all the active projects at a time. The author proposes a time series based method for risk management for the multiple small projects in such an embedded software development environment. In this paper, the author reports an application of the proposed method to the actual projects.

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Our company conducts postmortem on the past failure projects. Not only people involved in the failure project but also executive officers of the division and managers of other projects participate in the postmortem. Participants draw lessons on project management from the failure project at the postmortem. There are some analysis processes to analyze accident or human errors. But, it was difficult to apply these conventional analysis processes to the field of project management because of the following features. (1) The causal relationship between environmental factors and decision-making is very complex. (2) Project management greatly depends on human behaviors. (3) There is no surefire manual in project management. To solve the above problems, we defined an analysis process. Our analysis process is an improvement of Variation Tree Analysis. With this process, we can analyze and store failure project cases.

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It is difficult to identify risk events correctly. I focus on the following two points as the cause. 1) Difficulty of the common recognition whether to be a risk or not. 2) Risk identification process strongly depends on experience of individuals. This paper proposes the method of risk identification without being influenced by experience. Firstly, I clarify the risk as the object which should be managed in the project in the light of the standard risk model which Smith & Merritt advocates. Secondly, I propose the method of clarifying causal relationship of risks using breakdown structures, after organizing issues when identifying risks. As a result of refining risks in a real project case by using this method, the true risk events were identified and the effective action was planned.

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In each enterprise (or organization), it is making use of the lesson which was found by analyzing the cause of the problem in the failure project. In our corporation, the result which was found by analyzing the cause of the problem in the failure project in which a serious trouble such as delay of cut-over is practically caused is disclosed in the failure case analysis meeting that it is a purpose to make use of that lesson for each division or project within the business unit. In this study, it looks back at the past case analysis, and it is examined about the problem which accompanies the failure project.

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This paper analyzes the relationship between team size and productivity of software development projects. We clarify the difference of the productivity among projects based on the team size. We also propose the hypotheses and statistical methods to verify the structural difference among projects.

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Improving the accuracy of the estimation and planning is one of the key factors to complete projects successfully. If we could establish highly accurate estimation and planning based on our capability at the early days of project, the probability to execute the project as planned is increased and we can complete the project successfully. In order to enhance the accuracy of the estimation and planning, it is very effective to use organizational process asset in which performance data of quality, cost, and delivery date, lessons, and templates, etc have been stored. These are also written in PMBOK and CMMI. In this paper, we introduce a case example about our activity improving the estimation process by using performance data of quality, cost and delivery date.

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It is important for the business application software development to estimate project cost and duration at early stage of development when the software functional specification is not clear. We have created an estimate method at early stage of business application software development and applied the method for some development projects.

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Web based Software system need to be constructed in a short period. For such situation we need system support to each development process activities. In this paper we propose a model driven development environment. It aims at supporting developer and project manager to do their tasks. The basic idea of this environment is that all artifacts are modeled in MOF as a metamodel and then metadata which is instance of the metamodel stored in the MOF repository. Since metadata is stored in the unified MOF repository, we can easily construct our proposed developer and project manager support functionalities. There are three functinalities in this environment, automated transformation, project management support functions such as impact analysis and coverage analysis, and consistency management. In this paper we will show what they are and how to implement them. In the last, we will show the future problems about this environment.

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In the case of a community starting and carrying on, or any event periodically held, there might be a dedicated person who plays leading role to expend significant efforts such as planning a schedule, managing the cost, and guaranteeing deliverables on agreed upon date. However, these efforts are not complying with the PMBOK guide and the key person has been managing in his/her own fashion. Because there might be neither understanding importance of the management nor taking over the know-how which the project's members have acquired due to almost all members have tuned over. The ACM/ICPC is held by a university in Japan rotating every year. We entered the ACM/ICPC as the stuff. We propose the management methodology for the periodic event. The proposing methodology is based on the experiences as the stuff member of the ACM/ICPC project and observing the project in conformity with the PMBOK, And the causes of a range of problems of the management and actions to be performed are discussed.

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An objective risk assessment by assessors from the outside of the project has been applied to the projects within our company for several years. It has achieved remarkable results of reducing many troubled projects, but we still have some ones. Only the risk assessment by a third party is not sufficient, and other supplemental approaches are necessary to eliminate them. In this paper, processes that should be systematically strengthened within our organization for that purpose and its expected effect are considered.

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Investment in Information Technology has been widely recognized as an indispensable tool in corporate management strategy. It is not wise, however, to simply ignore those who raise voices of concern as to whether it is truly worth their investment. It is important to note that introduction of IT systems increases corporate values not only by creating higher efficiency but rather by altering the business process as its inevitable consequence. By blending crucial aspects of Business Process Reengineering within the framework of IT project risk management, we will herewith present a new framework of risk assessment and management, where we integrate a factor to consider IT investment return to its clients into project management technique of IT service companies.

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Public Administration Department, NTT DATA Corporation has been conducting the review of project plan of new or renewal projects with high risks since this year. The purpose of this activity is to offer know-how and advice for project management based on experience of senior PMs to the reviewed projects' managers. We have conducted this activity for about one year and found some problems. For example, the review was not always executed at the best timing, project managers and members didn't understand differences between this activity and existing other activities, and the project thought the effort to deal with the review was too heavy. In this paper, we introduce these problems (hardship point and improvement activity) and the lesson learned obtained from conducting this activity, and describes the result of the causal analysis and present actions to the problems, and the future works.

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To make an accurate plan is a major subject of project management. To realize an accurate plan of project, it is necessary to observe each detail of project that is intricately interrelated from the point of view over the project life time and wide range. But analytic thinking can not always generate a right project plan. Elements in project depend on each other and changes to time-series consequently. If analytic thinking is employed as method for analyzing such changes, there is a limit of this approach itself. Therefore, in order to perform project evaluation appropriately, introduction of dynamic thinking is required. One of the typical tools of dynamic thinking is system dynamics. The approach of system dynamics provides behavior of project entire according to complex change of project elements. This approach leads system thinking for project risk analysis, i.e., risk cause and its occurrence timing in forecasted by dynamic model of project behavior. But this kind of dynamic evaluation in project management area has not been discussed enough. In this paper, two steps of considerations are provided: The first step is proposing a basic model of project management, which is based on waterfall type of software development model. After then, as the second step of consideration, the expanding model of basic one that express retail factors of each project phase. As result of this paper, one of the dynamic approaches for project evaluation is provided.

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This paper proposes the quantitative model of resource reallocation with alternation of productivity. When the project progress is behind the plan, the project team plans crashing or fast tracking to recover the delay. Usually, the reallocated human resources of crashing plan is human who is in the same project or who has been in the same kind of project to avoid descent of the task productivity considering past accomplishment and cost of the human. However that information is insufficient to efficient crashing plan because the productivity of the human resources change with rejection time or project phase. Therefore, this paper proposes the quantitative method to make the crashing plan considering alternation of productivity.

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In this paper, we propose a method of predicting cost overrun projects with missing data. We use evaluated values of risk factors to predict the cost overrun. However, the risk factors often include missing values for various reasons. The missing values affect the accuracy of the prediction when using linear discriminant analysis. In this paper, we propose a method of predicting cost overrun projects using collaborative filtering, which is robust against a missing value. As a result of our experiment, the prediction accuracy of the proposed method is higher than linear discriminant analysis.

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Recently, specialization in development of a system and the advance of the technology accelerate, and risk against the schedule delay and the cost excess rises. The Earned Value Management is adopted as a method of progress management and cost management. But it has not accepted in a real Project. First in this paper, the subject in introduction of EVM was investigated. As a result, some problems were discovered and the simple introduction method of EVM was examined as the measure. I want to apply simple introduction of EVM to an actual project, and to describe the result of having verified the validity, finally.

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Recently, EVM has come to be used to integrate and manage the cost and the schedule in IT project. In software development process, it differs from construction and the hardware development, etc, defects in quality are found in the lower processes by test at the WBSs that had been recognized as completed in the upper processes, and that causes rework. In this paper, a modification of PV (Planned Value) that considers the quality (and rework as a result) is examined. The overview of a modification model and the future directions of the research are introduced.

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In project management (PM), it is important for accomplishing the project to catch the change in the situation. PMBOK is described for the management of the risk and the scope change the process is executed to become an important key to the project success. The project without the change doesn't exist. The importance of catching the situation change that leads to the risk and the scope change is described in this paler. The situation change occurs in the project activity of every day. It is necessary that the project member notice such a change in the activity of every day, and needs the platform where information is shared. This paper provide the base model of information sharing platform, and it proposes one mode as PMIS.

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In the recent research into the project management of human factor, the motivation content theories such as Herzberg's motivation-hygiene theory are applied. The motivation theories include the process theory other than the above-mentioned content theory. In this research, I investigate human factor by applying Lawler's expectancy theory model. In this paper, as an example case, I used three-step questionnaires in "company A" which introduced the CCPM(Critical Chain Project Management) method successfully. I analyzed it by applying the model to the responses to the questionnaires. This analysis has proved that the project members were more motivated when their goals were achieved by introducing the CCPM method. We discuss this motivational process by applying Lawler's expectancy theory model.

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Recently, in a company of Japan, project type duties to create high value-added product / service for management achievements improvement effectively increase. However, that maintenance of an evaluation index of a project team in pursuance of these duties is not enough is pointed out. This study tries that I utilize the competency that utilized to an individual to improve this problem in formation and evaluation of a project team. By this report, I suggest team competency model for team achievements improvement.

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The purpose of the quality management is to make the system of an appropriate quality that the customer is satisfied efficiently by fewer costs. Especially, Temod of the system development by the defective quality has a big influence on the schedule, and, in the worst case, it causes the delivery date delay in the development of the system of a short delivery date. This time, I will report on the lesson and learn the quality management obtained in having very taken charge of the development of the system of a short delivery date as a project manager.

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By analyzing trouble projects, not ensuring software quality in each process is the key factor that causes schedule delay or cost overrun at the end of a project. Of course, most of the projects do not intend to make 'surinuke.' defects slipped through review or test, and either they have to endorse it when surinuke is found or they do not figure out the quality of the product at all. To prevent such situations, it is important to identify and execute the critical points of quality management that should be at least done at all the software development projects, as well as to visualize the software quality. In this paper, we discuss a proactive quality management framework for software development project to ensure quality of products or services and its effect from the viewpoint of the authors' experience as project manager or quality management supporting staff of PMO.

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Describes the perspective of OPM3^<TM> (Organizational Project Management Maturity Model), published by PMI (Project Management Institute) in December, 2005, and then describes about the effective tools and techniques in applying OPM3^<TM>.

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Today's business environment is changing very quickly, the situation has forced that management of an organization is more often performed by a project and team activity base. Also, the idea "All corporate activities are projects" is becoming general, and it has been strongly considered that the results of corporate activities are a result of a project. Efficient activity based on project management technique has been required not only for IT system development but also innovation of business process and its improvement. Generally it is thought that Project Management Office(PMO) which has a high level view is effective for supporting project management team. Actually many companies are installing PMO. However, PMO is usably installed on a company scale or a generalization section level. And unit organizations of a low rank level can not get benefits in many cases. Installing PMO into a small organizations(low layer of company) or non maturity organization is a good idea to promote project management in the organization.

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In order to deploy process assets from past project experiences and lessons-learned organizationally, our company has tackled information sharing by means of building a portal site and publishing handbooks. However accumulated process assets weren't used enough. Therefore, to promote the organizational use of process assets and contribute to the project success, we defined information sharing level in stages that was based on CMMI maturity level to improve the information sharing gradually. Then, based on this level definition, we grasped the transition and the current state of the process assets sharing, and deploying the approach to the step-by-step improvement of organizational utilization. In this paper, we introduce issues of SI vender's information sharing, the progress of the process assets sharing based on the information sharing level, and future outlooks.

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In order to execute the final target of software quality steadily, it is very effective to predict the achievement level of the target quality from project performance and to take measure as early as possible. By forecasting and evaluating the achievement of the final quality target, we can improve the running project process continuously and prevent reworking. As the result, we can enhance the achievement accuracy of planned cost and delivery date. In addition, our organization gets mature as the organization that can complete the project as planned and achieve our business goal. In this paper, we describe the establishment of the process performance model, which can forecast the achievement of the final quality from project start by using project performance data, and our efforts.

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