It is said that schedule delay and cost overrun in application development projects are caused by misunderstanding of the customer's requirements in the requirement definition phase. In requirement definition or following development phases, the project manager performs the risk management, in order to mitigate the risks that the customer may suddenly change the requirement or submit new one. The author focuses on an issue that performed risk management has not been affected to the follow on projects becanse it is difficult to evaluate the effectiveness of the risk management of the previous project. The author proposes and discusses on a method to evaluate the risk management by utilizing the issue management, focusing on schedule and cost to solve an issue which is a result of the risk event, and on the timing of the risk event occurrence.

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In this paper, we discuss, focusing on the human-oriented system based on the organizational structure and its values, the potential risks that are difficult to identify in the field of information system operation and maintenance. First, we present a risk management method that incorporates the fieldwork methodology. Next, we compare how human actions and risks are related in two projects, drawing on the case in which we applied the risk management method. Findings suggest that behaviors and values that are taken for granted by the project members lead to potential risks in invisible manner. Consequently, we found that a third party fieldworker could bring risks and underlying causes to the surface and engaging stakeholders in collaborative problem solving, and bridge often isolated operation and maintenance projects.

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In IT project management, reserve is the important element for risk resolution. However, there are some technical and business problems for reserve estimation at ballpark estimate stage. In order to make well-grounded reserve estimation under the circumstances, there are mainly three methods for reserve estimation which is method based on risk analysis, multiplying fixed rate based on project risk level, and estimation by range. Monte Carlo method is one of the range estimation and it makes possible to evaluate all possible scenarios and their values. Such method will be effective to risk based reserve estimation.

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At organizations and corporations which have lots of projects, the prevention of any unsuccessful projects is an important subject. For this purpose, adoption of Risk Management is essential and its opportune and continuous action leads the company to success. In this paper, I consider point of Risk Management to lead a project to success from the analysis of the process when a tendency to risk and the risk of the failure project surface.

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It is widely used, to prevent failure in software development projects, project management and control techniques such as project reviews or project diagnosis. Unresolved problems and issues occurred in upstream phases such as requirements and specifications, could bring significant impacts on the project at downstream phases such as coding and testing. In response to our Several non-trivial project failures, caused by Such "escaped iSSues", We have designed our own diagnosis techniques and have implemented them in our project processes, which are to detect issues remaining in the project, before proceeding to downstream phases. In this paper, we discuss the technique, implementation, and its case studies on our real-life projects.

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By the spread of PMBOK, the form of the risk management which made the process of PMBOK the type has been in sight about. However, in the project of the spot, it is in a groping state how it applies, and it has not fully permeated. Then, when performing risk management by what kind of structure, this paper is the viewpoint of whether the project of the spot can practice effectively, and considered the effective extraction method of a risk, the analysis method of a controllable risk factor, the point of countermeasure enforcement, and the step-up method of practice.

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Risk Management is the human oriented process which manages several potential project risks in the organizational manner and causes an avoidance of the risks and a reduction of the negative effect of the risks. It is one of the knowledge areas of Project Management, which is defined in order to effectively handle the negative effect ofthe risks with the minimum cost investment. There have been several methods and tools for Risk Management defined and performed so far but we often see the projects with the serious troubles around ourselves. Why is it ? The question is a starting point of this paper. So this paper introduces new concepts and methods ; an improvement of risk mind and an effective use of risk communication, and explains a positive effectiveness and a problem to be solved when they are performed and considered in the real project.

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Raising the problems related to estimating this paper expresses that there is a big subject before the real work of estimating and methodologies. I present the fundamental estimating process going back to basic fundamental point, to examine what kind of work should be carried out there. I want to be useful to avoid the trouble ofthe project caused by un-appropriate estimating. Standing for project manager in charge of estimating of an IT company, I am hoping that this paper can reconfirm the value of fundamental stance.

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CoBRA method is a technique for offering means to develop estimate model of organization by combining expert's tacit knowledge and small number of results data. There are a lot of organizations that can apply CoBRA method because it doesn't need large number of results data for the estimate model's development. This paper presents a procedure for developing a temporary estimate model in a short term without participation of expert by effectively using "Asset" in which expert's tacit bowledge has already externalized explicit knowledge. Moreover, authors actually applied this procedure, and confirmed the effectiveness of this procedure.

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The software development project is strengthening the tendency of the formation of small-scale-sizing and short time for delivery in recent years, and importance of estimation just increases. In the initial stage of a project, it is an important factor for a project success to estimate the development scale of software appropriately, and many examples which apply a function point as the technique of the scale estimate of software are reported. Writers started with introduction of a simple function point, and carried out even trial of the estimated model in the initial stage of a project through collection of actual result data, and analysis, establishment of the development productivity index based on an analysis result and decision of an estimated model. In order to model the relation between FP and a man day appropriately for the purpose of performing the estimate by FP, it is necessary to reflect many factors which affect productivity. In this paper, it proposes about the procedure of effective modeling for attaining the purpose based on experience which was estimated and was obtained by trial.

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Productivity in software development projects widely varies from project to project . The reason is that each project has diffcrent factors that have significant impact on its productivity. In this paper, we explain a method to eliminate various factors' influence on productivity and evaluate quantitatively improvement in productivity in software development projects applying new tools or techniques.

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In IT Project, Various result things are produced depending on each situation. You should realize important quality maintenance activity for stakeholders to be related to secure quality of those result articles, but it is not very easy Because I do not let a defect get with belonging to the person-related little metrics and methodology, I will show you some example and consider it what kinds of quality maintenance activities are effective.

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Contractor Project hiitiation Complete and Approved is is an important Process for Software development and it is one of the important factors for it project suceeed. But it always occurs addition and a revision of Contractor Project Initiation Complete & Approved during development. A software development of Waterfall type of is that gives big influence changing upstream process to downstream Process and that is whyit is necessary to manage the influence that Contractor Project Initiation Complete and Approved changing gives. On this report clarifies relations between software vender and cooperation company, and the necessity that software vender bears a risk for Contractor Project Initiation Complete & Approved changing. It change management of the matter which it used a Function Point mcthod as a general index of the whole project and suggest ofthe skill that is necessary for a upstream process reaches and it sujest about the whole being suitable for the accumulation ofcooperation company.

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Our systematic project management information system had been developed before. And, the construction of the project portal that was able to be shared by the project was advanced aiming at the cooperation of project information and the efficiency improvement of the project management, However, because it gives priority to the function of the portal construction tool, and it constructs and the project portal was developed. This projectportal was not able to be used easily for the project. And, the sphere of endeavor and the activity level were limited. The major cause is incomplcteness of corporate analysis shortage, and is requirement analysis shortage, and a construction policy. In this thesis, it introduces the improvement case in a note in the project portal construction and the next version.

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In open system development projects, which are increasing recently, quality of application architecture significantly affects system's total quality and cost. On the other hand, the number ofexcellent architects is limited. In response to this, our company has established a dedicated section that provides pre-activity supports such as guidelines and know-how for application architecture design and process implementation, and post-activity supports such as pfoject review with an aim to reduce technicalrisks. In this paper, we explain our approach.

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The prevalence of downsizing is no longer undeniable. There are several cases of conversion of a conventional mainframe based bank accounting system to a client-server system, and the number of conversion cases is expected to increase. We have completed a project for total conversion of a mainframe based bank accounting system to a client-server system. Although there were various constraints and risks in the project, we met QCD and customer satisfaction requirements and successfully managed this one-year project. If we review the project, aside from technical approaches introduced to the project for downsizing, the most significant factor that contributed for the successful project is project management related activities. In this paper, we explain various management concepts and approaches implemented during the project. We hope that this case study is useful for future development projects.

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High risk is usually included in Information systems project to achieve high performances of manufacturing systems. In the early stage ofthe projects, good feasibility study (FS) is important in order to reduce Lhe risk. Therefore, we discuss what process is needed for implementing the FS. TOC (Theory Of Constraint), BSC (Balanced Score Card), CMM (Capability Maturity Model) are effective methods to innovate and describe the FS process. In the discussion, we show that a vision free from current constraints is important, and that TOC thinking process is effective to find, analysis and solve the problems.

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In business systems, lump-sum updates of the mass data are cxecuted by batch proccssing. Somc kinds of these batch processing could not be executed concurrently with online entry, so they had to be executed while the online entry are stopped such as in the night and holiday. As a result, various kinds of problems about the time management occurred. For example, since the data conversion work of the business change has to execute lump-sum update of the mass data on the designated date, it had to interrupt the online entry. Therefore, this work had to complete in the limited time. So, about the time management, various kinds of activities of attendant works such as the extra time of the real work, the preliminary confirmation of the work procedure and the rehearsal occurred. In this paper, we propose the preceding update method to do the batch processing, which executes the lump-sum update of the mass data, concurrently with the online entry. Moreover, we evaluate the case of applying it to a system change and a lump-sum update of an actual business system, which could not be concurrently executed with the online entry so far. And, we show the following : the schedule compression and flexible schedule development become possible in the work has to wait the completion of the online entry ; the time management becomes easier in the work of the business change because a time limit is eased.

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Recently, automotive software has become large-scale and complex structure, The water fall model's adoption is general to manage software systematically, and to secure reliability as the development method. This model correctly defines all the specifications at the early stage of development. Moreover, it surely generates the document. Therefore, we manage easily from the viewpoint of the project management, and the confirmation of the quality is easy However, the requirement definition for the design doesn't become complete by increasing of the software scale and complicating the control specifications at the early stage of development in recent years. The engineer is responding to a frequent specification change. Therefore, they are repeating development. In this research, the methodology of software that achieves a high quality and high development efficiency by including the essence of the extreme programming that a difficult adoption in the car development of the past from the viewpoint of the quality control, in development by the water fall model with an important evidence concerning management and the quality is presented.

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In-vehicle Embedded Software development is an area which requires advanced level of QCD. Project managers for In-vehicle Embedded Software development must make decisions to balance the demand for QCD in the context of constrained resources. Decision-making in this constrained environment is generally thought to follow the rule of Simon's Bounded Rationality paradigm. The goal of this paper is to identify a project management method for In-vehicle Embedded Software development using goal setting theory which allows decision making that exceeds Bounded Rationality paradigm.

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To analyze the quality of software, source code review is one of the most effective ways. However, these days implementation of source code review has become very difficult under an offshore project or a rapid Software development. As a result, many bugs remain later half of a project and volumes of test tasks substantially increase. In this report, we show how to reduce test tasks, keeping software quality, by introducing static source code review tools and extemal-staff's source code review. Furthermore, we evaluate effects of these ways.

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This paper describes the analysis and organization for reviews of documents. This paper constructs practical methodology to put out the effect rather than existing methodology about the quality management of the documents. By this execution of the techniques, the efficient finding and analysis of defects and the objective feedback from the defect becomes possible. Further more, this approach results in relapse prevention ofthe defect and the reduction of unexpected rework costs. Also in the project that applied this technique, the effect of quality improvement of the documents and decrease of unexpected rework costs and the work efficiency was proven.

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Entrusted by a firm with part ofan actual software development project, the author organized a team composed ofseven second-year students from this department and developed software. In the end, the team completed the project about one month behind the 3. 5 month-schedule, with actual productivity ofaPproximately 38 SLOC/man-hour and an on-time rate ofapproximately 59 %. This paper analyzes the factors that lead to the team missing their deadline even though the productivity of the team was higher than that of the outsourcing firm.

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A software cost estimation model. which shows how investment in review and testing in each phase affects the total development cost. and a simulation tool implementing the model are proposed. The model is incorporated with two major modeling components based on the existing total defect control model : defect detection rate model and defect correction efficiency model. The simulation tool helps project managers evaluate their quality plans from the aspect of their quality and cost goal.

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In order to successfully complete software development projects, it is important to quantitatively monitor outcomes of development processes by analyzing project performance data. Conventional quality control approaches use control limits as a performance measure for assuring final software product quality and implement appropriate actions according to actual process performance. In many cases, however, the relationship between process performance and the quality level of final product is evaluated only from a qualitative point of view. In this paper, we introduce a method for analyzing the relationship between performance data from software development processes and final product quality using Receiver Operating Characteristic (ROC) curves, which are used in evaluation of clinical analysis. We discuss a quantitative monitoring method for identifying process performance measures that can be used to predict the quality of service after delivery.

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In recent years, many development paradigms have been proposed, in order to make software development successful. These paradigms have to be chosen in consideration of projects' characteristics. Nowadays, we can usually employ these conventional software development methods for large-size software development. On the other hand, the agile software development method proposed for small-size software development has many problems which should be solved, and technological researches related to software quality have just started. In this paper, we propose some metrics which can evaluate the reliability/quality of software systems developed by the agile software development method. Furthermore, applying these metrics to several plausible software reliability growth models and showing numerical analysis results, we discuss applicability of existing quantitative software reliability assessment methods.

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In recent years, business envirotunent has been changed remarkably, and business has been achieved in the form of project in many companies. In our company, project management such as QCD had been executed by "sakuban" that was smaller than the project (however, it might be equal) and that was a group ofactivities so far. As business scale and type of business expanded, restructuring of process, procedure, and systembecame indispensable as not only " sakuban" but also project. Therefore, we worked on process innovation aiming at the establishment of future business base. In this paper, we report on the outline of our process innovation for the purpose of project performance improvement.

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From the point ofview ofthe relation between projects and PMO, What PMO can do for the projects facing critical situation, and What contribution PMO can offer to the projects are identified. The relation between project capabilities and project objectives is described by capability curve diagram. What PMO can do for the projects is described by this capability curve diagram.

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It is difficult to achieve the inside and the current project management that the condition of the demanded project becomes severe only by the PM (Project Manager) individual's bowledge and experience. Therefore, PMO (Project Management Office) is started up, and there are recently a lot of venders who support and are following PM in in-house. However, the problem such as being not able to do support, following PM, and the dissemination to the line appropriately because PMO staff's member is limited occurs. In this text, it is described for PMO to have come to be able to understand the project with a high risk by strengthening the PMO staffs cooperation as a measure for the problem solving, and having constructed the SE business flow at the time of pulling against each other, and to have come to be able to leam the work flow that should be executed as SE even with PM that has little experience.

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In order to realize the organization's targets with managing the project successfully, we must study "What are the important management points?" and "How to manage the project?" We have to study PMI's PMBOK, PFM (Portfolio), PGM (Program), OPM3 (Organization) and PMCDF. From last year (2006), ISO's Guide line for Project Management was Started to talking with in ISO's member. BS6079 was suddenly focused in the PM standard world. We will explain the documentation and the merits/demerits points' for some business cases.

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After gaining ISO9001 we have continuously conducted process improvement activity, but we still have problems below : a. The importance of 'Standard Process' and its improvement were neither well understood nor conducted. b. ISO9001 requirement is 50 conceptual and general-purpose that it can not be easily interpreted into development process. c. Wide variety of development processes can not be easily integrated into 'Standard Process'. Thus we decided to conduct following activities by development focused process improvement method, CMMI : a. Introducing process improvement awareness and knowledge by strong leadership oftop management b. Deployment ofdevelopment focused 'Standard Process' by CMMI Framework. c. Integration of several developing processes into 'standard Process' using CMMI tailoring concept As a result, we gained ISO/CMMI Integrated 'Standard Developing Process' and also achieved CMMI Leve3 (March, 2007). We will continue to improve our QMS to gain the Level4/5 process improvement system,

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The NTT data Co., Ltd. cariy out action "NEXT activity" an employee does autonomy to irnprove the spot for antonomy type organization realization. There is an action called CDGM-RT ( Creative Dynamic Group Method-Round Table ) which the California State University honorary professor Kousaku Yoshida teacher who was the assistant to Dr. Deming devised in one of this activity. CDGM-RT is the new groupuscule activity that improved a QC circle declining after 1990. In the process to an action, I wrestle, and contents Wrestle and stand on the result and report what kind of effect I was able to give the spot this time by having carried out this CDGM-RT in a project for halfa year.

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We have established and deployed the standard process of the whole company based on ISO 9001 or CMMI. Our standard process is general in order to correspond to all various enterprise characteristics. They must tailor project process from generalstandard process drastically. Therefore, it's inefficiency and difficulty as the case may be. In this paper, we describe our activity and its point that established the standard process of section and advanced an improvement spontaneously, in order to solve these problems.

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In software companies, each departmcnt continuously devices and improves their project management methods. To do total optimization, it is considered to be effective to introduce enterprise-wide project management process ; however, there will be many barriers against the attempt. In this report, we report a strategy and its exemplary implementation to introduce enterprise-wide project management in Hitachi Software Engineering Co., Ltd.

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Project Management requires "howledge", "Experiences", and "Capability ". The leaming processes for both "howledge" and "Experiences" have been already established. In addition, "Capability" is important in recent years so that project managers need to manage complicated and time-pressured projects. Currently, it is an issue how to foster the project management professions having good behavior, which will produce high value. In this paper, assuming that the fundamental subject is the establishment of the fostering model for PM, considers both what is competency for project management professions and what can improve PM competency.

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