The Public Administration Systems Sectors of NTT Data Corporation have been conducting the SPI activities at several organizational units. We found that although the PMO members of every organization would like to learn about actual experiences or instances of SPI activities of other organizations, they were just be able to contact each other individually and therefore inefficiently. To solve this problem, we have arranged the information exchange meetings where the SEPG members of all organizations can meet together at once. On these occasions, we have been trying to make a frank atmosphere so that participants will talk about their real intention. Furthermore, we have been improving several aspects of the meetings based on the participant questionnaire result: from its themes and the way of facilitation to the layout of meeting rooms. As a result, the participants have showed a high level of satisfaction with our information exchange meetings.

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It is not an exaggeration to say that the success of projects depends on the ability of the Project Managers (PM's) regardless of the scale of the project. Recently, the system integrators in Japan are urged to secure a large number of PM's within a short period of time due to the trend of miniaturization and acceleration of system development. It is exactly the competition. Companies ungrudgingly invest in promising employees to make them become PM's. This kind of investment ranges from education programs to accumulation of project management experiences through targeted job rotation. However, recently, In many cases, it proved total failure to invest in unqualified PM candidates.In other words, under the pressure that a large number of PM's are necessary, companies invested in people who do not have the talent of becoming PM's, themselves, however, do possess the great talent as technical specialist or sales person. In this thesis, we focus on the inherent personalities of PM's (those cannot be fostered posterior) and analyse which personalities result in good performance of PM's. This research paper analyse inherent qualification for PM's through top performance project managers survey in NTT DATA CORPORATION

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The importance of project management is praised by many institutions of higher education as well as enterprise. Actually, some institutions install project management in their study curriculum recently. However, the students who do not have business experience, even if they can acquire knowledge, it is difficult to put those skills in practice. To resolve this issue. I chose a common case which is often experienced by the students. The effectiveness of this approach was verified from the participant's questionnaire.

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For SI vendors, bringing-up of project managers (PMs) is an urgent matter. However, although many companies are offering PM training programs, program's performance is often neglected. The reason is that it is difficult to introduce "visual control" of training performance because training does not produce immediate effect on PM skills and needs to be evaluated in a long-term perspective. We have measured our mentoring-approach based training method for project managers using the Kirkpatrick's four levels of evaluation. In this paper, we describe the performance measurement process and key points in its implementation.

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Systems Engineering and Project Management are both indispensable for completing system development projects successfully. Cooperative educations of the two subjects are effective to learn knowledge as well as experience them. We develop an education program for bachelor students. In the program we precede Project-Based Learning (PBL) and repeat progressive PBLs and lectures. The program have been executed for two years and evaluated.

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In IBM Japan Corp., the mentoring activity is obliged to the certified Project Managers, so lots of PMs doing mentoring as mentor or mentee. But recently it seems that effect of mentoring is somehow hit the ceiling. We, the volunteer PMs have got together as SIG (Special Interest Group) to study "mentoring" thoroughly. In this study, we made a questionnaire survey for IBM PM' s mentoring. From this survey, we found that the mentoring in IBM is not what we had expected. Our expectation is that mentoring is transfer ones experience and competency through tacit way. Our proposal to resolve this problem is do mentoring by specific method for both "one to one mentoring" and "group mentoring".

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Yamaguchi University established the graduate school of Innovation & Technology Management intended for the members of society in April, 2005. The feature of an educational curriculum in the MOT graduate school ofYamaguchi University is to schedule advanced project management as an introductory subject. The course program of the advanced project management subject was composed based on the conceptual structure of study of the project management frame work according to PMBOK guide book. The index of the learning effect is evaluated from result of the questionnaire by the matrix analysis method. This matrix analysis method proves profitable as a tool to measure the educational effect in the project management education objectively. This paper reports on the approach of the project management education executed in the graduate school of Innovation & Technology Management at Yamaguchi University in the 2006 fiscal year.

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As a bottom-up approach that complements the top-down approach promoted by PMO, PM community activities are implemented in the M&D division of IBM (Yamato Laboratory). As a result of successful experience of one of the activities (PM Fostering Task), we have identified the critical success factors for such community activities as a bottom-up approach.

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The TOTYU group which has been implementing develop system in Japan and China offshore development environment. In the past, we have used ISO9001 & CMMI to establish performance standards as part of our process improvement activities. We have embarked on a path to combine Effective PM Training & Offshore Project Management Process Improvement activities in conjunction with ISO9001:2000 & CMMI. The application of Project Management Process Improvement activities& PM Training in offshore development and the future direction of These activities are discussed in this article.

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There is a limit to what a project manager experiences, and he/she does not have opportunity of sharing the experiences with other project managers than expected. We have participated in the task for sharing PM knowledge which is formed as a task in an in-house PM community. Although the task was driven by voluntary members, it produced not only good results such as book review of PM related books, introduction of PM case studies, and holding both a lecture meeting and round-table meetings, but also improvement of own PM skills and human-networking. In this paper, these activities of the task are introduced and the background of such effective activity driven in the task is discussed.

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In Manufacturing & Development division of IBM Japan, PM community is operated as a voluntary activity of deployment of Enterprise Project Management (aka EPM). This paper reports the activities of "The task of Contribution to The Society of Project Management (SPM) & Project Management Institute (aka PMI)" in the PM community, aiming at an external contribution as a giveback activity. The activity is considered as a PM fostering program which is one of the roles of Project Management Office (aka PMO) that is focused in recent years. The activity also has important roles of improvement in PM visibility and the contribution to expected businesses by promoting information of new PM techniques. This paper focuses the external contribution which is a new subject as a role of PMO, and shows the importance of the external contribution as a giveback activity by the two years task activities andresults.

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We have developed a trial course where IT engineers can experience project management through managing projects by undergraduate students. They try to develop a tiny information system for real clients and users. Our experience showed that although projects are very small in scale, common problems that are similar to actual large-scale projects occurred, due to the students' lack of skills and the deadline. As a result of an opinion poll about the project manager's role for managers, we have discovered that the managers' conscious is changing to be clear along the project's progress. We have also tried to analyze the effectiveness of dialog among the managers. This environment has received high appreciation from project managers.

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By the experience gained by student groups constructing actual systems, they will learn each step in the work flow in building the system, gaining further knowledge in project management. In the first year of this research, we have made some material based on the class content such as procedures and mini exams with spreadsheet software. We have also summarized and arranged the procedures to make the useful tools for system building and also for making tools themselves. In the second year of this research (this year), we have made some material based on the class content such as procedures and typing records with VBA.

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This research proposes an addition to PMBOK, which is effective for all project stakeholders to share the plan and the actual performance on an equal footing. What we propose to add is management to respond to the life cycle resulting from the technology existing outside the project life cycle and the evolution of requests. PMBOK-management-element-based analysis on what kind of management was done by a digital camera developing project before and after they became the top leader in the market. We empirically verified the relationship between the changes in the project market values and success/failure factors of the project management, and considered strategic management to respond to technology existing outside the project and the evolution of requests.

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New Energy and Industrial Development Organization (NEDO) has monitored the status of the utilization ofproject's outputs since FY2004. The purposes of the follow-up monitoring are to ensure accountability and improvement of project management methods and R&D policies. In this study, improvement of management methods will be discussed based on a result offollowup monitoring about 56 projects that competed in FY2001 and FY2002.

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As business environment has become more competitive, more complicated specifications are required to be developed for the IT system supporting a company. Moreover, IT infrastructure technologies have been more diverse and development term has been shortened. This trend leads to cause "problematic project" so to speak. In this paper, in order to prevent problematic projects from occurring, the plans and effects of PJ-Mart, which is a project visualization tool for grasping the status of many development projects being conducted in parallel, will be proposed.

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In order to solve problems related to poor communications with users in system development processes, NTT Data Corporation has established the official regulations "Guideline for visualization of development processes", and has been implementing a visualization of development processes as a principle of communication. This project is cross-functional. In this paper, we describe from a project management point of view how to develop guideline documents and effectively implement them in the company. We also introduce an outline of guideline documents and case studies in actual projects.

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In this paper, we introduce a lightweight process assessment method i-DoCK, which aims to assess organizational software development processes based on our standard process named iCoPS in Mitsubishi Electric Corporation. The goal of this method is to finish the assessment in short term, although it uses CMMI[○!R] assessment model in background. We have applied the method for 5 assessment activities, and confirmed its efficiency.

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NTT Data develops and maintains systems that constitute essential social infrastructures. Since such important systems require us to prevent system breakdowns and to make quick recovery from system failure, we have defined a standard operation and maintenance procedure that incorporates the ITIL (IT Infrastructure Library) framework, which sets a "model process" for operation and maintenance tasks. In this paper, we describe our company-wide implementation of the standard procedure and explain issues and lessons learned at the implementation.

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A company has to do some activities for internal control. Business process reengineering, activity for risk and IT are general activities for internal control. Internal Control for project is very important. Then this article describes the concept of the IT development especially 'Requirement Definition Phase' for the internal control.

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The Financial Instruments and Exchange Law (aka the Investment Services Law) came into being on June 7, 2006. It obliges all companies listed in Japan to submit an Internal Control Report that evaluates the internal controls they use to ensure the adequacy of financial statements. The Business Accounting Council's Internal Controls Subcommittee's report "On the Direction of Standards for Evaluating and Auditing Internal Controls over Financial Reporting" enumerates four objectives of internal controls: the effectiveness and efficiency of the business; the reliability of financial reporting; the legal and regulatory compliance of business operations; and the integrity of assets. Companies are called upon to initiate an internal control project appoint an internal control project manager ("PM"), and go to all lengths to ensure that their appropriate and sound operations benefit society in necessary ways in the securest mannerpossible.

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There are many differences with the viewpoint of project management between 'System development service' represented by application development and 'Outsourcing service' which offers system operation and application development/maintenance synthetically. And Outsourcing service is not a project in the definition of PMBOK with the viewpoint oftemporality, uniqueness, and gradual circumstantiation. It is necessary to introduce the program management in addition to project management for suitable management. Program management is discussed in PMI or P2M, and it is planned to deal with the management ofoutsourcing service clearly also by ITIL in revision to V3. However, there are still little example to actual project and feedback form practical viewpoint. This paper shows the points of technique of making management plan for Outsourcing that I obtained through the business experience, and the subject about implementation of program management is considered.

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We completed a large offshore project in which a proprietary client terminal system with 1,400 screen pages (VB-based) was converted to a Java-based thin client system for a government-affiliated financial institution last year. (1)low-cost development, (2)high and stable level of quality, (3)identifying and solving technical issues In this paper, we describe key points identified in addressing the above issues, troubles and lessons, and making refinements to management practices in the offshore development project. We present useful information for future systems development projects.

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This article suggests the practical ideanecessary to make a success of the systems development project, focusing onthe procurement management, a part of the project management. There are 3 ways of dealing with "ambiguity" - "Avoidance", "Reduction", and "Shift". Those are important in the systems development. For "Avoidance", it is difficult to remove "Ambiguity" completely in the systems development. For "Reduction", we try to introduce the idea offunctional unit model to make the scope clear, define the scope based on a standard classification, and consider the purpose and the value of the business to transmit the scope. In the advance agreement with the consignee, project management methods and wording should be objective and be known to all members including various rules. The consignee should be selected carefully, with efficient information gathering and use. Lastly, to "Shift" the ambiguity, a phased conclusion of the agreement or an introduction of an American-style agreement for insurance is recommended.

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Within the little league baseball, a project management has been practiced. For example, it clearly sets a definite period to achieve a goal like winning a game or a tournament, organizes team with children of unique talents, and plans various strategies to win depending on a type of an opponent. From very short PDCA cycle ofa little league baseball team management which a result comes out for each game totaling to about 50 games yearly, a valuable know-how and many other learnings have been confirmed. These management know-hows are effective in the IT project as well. Case 1. Coach K does not criticize players during the game. Case 2. Error should be expected. What you should do after determines the outcome of the game. Case 3. The most important thing that a little league coach should teach is the fun of playing baseball. Case 4. A little league coach is a great job.

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We continued the research that in the past was verified if really effective and laughter to the project management. In this report, we set research questions as follows. Are the understanding level and the practice level to the laughter different from the firm? Are the understanding level and the practice level of laughter different depending on the attribute of PM? Are there differences at the understanding level and the practice level in the laughter using scene? And why is that? The proposals were obtained with the conclusion of respondent of the research questions.

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In order to prevent project trouble or to repeat project success, enterprises have developed their own QMS (Quality Management System) for project management. However, these improvement activities are performed in individual business units, obtained knowledge were not shared across business units. In this paper, we describe methodology for extracting and organizing project management knowledge, which is developed through real practice for extracting and organizing them. Especially, we made fundamental concept based on commonalities, distinctions and specialties. Also, we developed "knowledge extracting worksheet", "knowledge description sheet" and "knowledge map" as supporting tools as well as procedure for extracting and organizing knowledge, through three trial cycles of real practice.

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Conventionally knowledge and skills which effective project managers have been focused to explain successful performance. But highly complex situation require professional project managers to create adaptive and useful practices. This practice is known as "knowing", that is, creating new knowledge and adaptive actions. This study analyzed actions of superior project managers and less superior project managers and explained the difference in terms of promoting member's co-knowing.

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Any project in its initiation phase includes a number of uncertain variables and undefined requirements or constraints. There arise a number of problems if the project is started without clarifying them. It becomes difficult to accurately control and manage the subsequent project activities, making it unavoidable, in most cases, to abate or change the plan during the running of the project. It is also unlikely that the project will be completed successfully. What's most important is how to clearly identify and appropriately address uncertainties before proceeding any further, while efficiently including them in the project charter and other documents. Based on the analysis of inquiries made to the people in the position of overseeing projects, this paper proposes one approach to eliminating uncertain factors at the initiation of the project.

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Three important issues are studied in order to update next PMI's PMBOK (2008 Version). Three important issues are as follows; benefit management, stakeholder management and governance. These issues are studied from my projects experienced views, to find some commonsense and techniques to use other projects more efficiently.

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Public Administration Department, NTT DATA CORPORATION has been conducting the Software Process Improvement activities for about four years. In target organizations, a lot of know-how had remained submerged. We experienced a success of SPI activities in a medium-small sized organization when we had been temporarily stationed in its office for problem solving. Since then, we have extracted some useful information from our experiences with the viewpoints of the PMO and the PM of the organization and have disclosed them to other organizations. We call those types of know-how as "Best practices". In this paper, we introduce the result of comparing and evaluating our activities with the SECI (Socialization, Externalization, Combination, Internalization) model.

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Summarizing an idea and considering of a project lessons learned are valuable activity, they have to be executed not only project completion timing but also on going phase. We need to register the lessons learned in Knowledge DB and it need to be developed into the whole organization. We often see the recommendation for taking project lessons learned in several books, e.g. PMBOK(Project Management Body Of Knowledge), but it is seldom to see a good guide for explaining how to proceed lessons learned. In this paper, I propose how to take lessons learned for small and middle size project based on IT development.

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Recently, small and large corporations seek for business agility, and finding the solution by starting SOA projects. But only few of them end in a success. One of the reasons is the prematurity of SOA culture, but in many cases the work done on an SOA project is not relevantly correct that accounted for project failure. In order to succeed in a new technology like SOA, a comprehensive roadmap is needed and the first step is important. In this paper, we will explain key points to success and how to successfully deploy project base SOA.

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This paper attempts to investigate how Work Breakdown Structure (WBS) has been applied to communication management. Based on our comparative study of communication management with WBS in a construction project, we can observe three facts. First, although the number of communication increased through the whole project, the frequency of WBS usage became decreased. Second, WBS has been used to closed information processing and the vertical communication channel with hierarchy. Third, WBS has shared with few stakeholders. The author supposes that it would be caused by the content of information or message with WBS.

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To upgrade a project management process, it is effective to support the management of the pre-project phase (the inquiry, the estimate, and the contract). For that, we have defined the pre-project standard business process by arranging pre-project business processes of some in-house divisions. Especially, for the order type business in the plant construction field and the software development field, we have defined the detailed pre-project standard WBS that did not depend on specific products. And, we have applied standard WBS to an actual project, and verified the validity of that.

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More companies started to pay attentions to employee's mental health. Reason for this is they now realize that mental problems place serious socially and economically impact on company's performance.. In any type of organizations there exits employee who is suffering from mental problem However a survey conduced by Shotaro Kosugi (1) shows there are relationship between a type of organizations and the nature and amounts of stress that the employee suffer The study concludes that project type of organization shows more stress level that a conversional hierarchical organization. This paper deals with (1) Relationship between a type of organization and stress level and the reasons behind it. (2) Mental care support to project members as a function of PMO in project type of organization. Key word is a Gentleness in project environment.

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The concept ofJIT (Just-in-Time) Production means an approach with the objective of producing the right part in the right place at the right time and it is established as a philosophy of manufacturing based on planned elimination of all waste and on continuous improvement of productivity, which fits in the requirement today from the production of many kinds, small quantity and short delivery time. By means of applying the concept to PM methodology, it was verified based on the hypothesis that the development efficiency must be extremely improved and some recommendations were summarized.

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Recently, the project type business that effectively creates the high value-added product and service for the corporate performance improvement increases in the enterprise in our country. However, the incompleteness of the method of evaluating the project team that accomplishes this project type business is pointed out. In this research, the use of team competency was tried to improve this problem. That is, it proposes the method of evaluating team competency that uses competency having been used by the individual so far for the method of evaluating the team.

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The risk management has studied the difficulty thoroughly in Japan now. Especially, the process of the risk evaluation is highly accurate untried. In this paper, it aims at the risk evaluation model's construction is proposed. The Montecarlo simulation was used for the analysis to improve the reliability of the risk evaluation , and a new evaluation method was proposed in this paper. It is considered that the reliability of risk information obtained from the business risk evaluation improves by this proposal.

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It is difficult to utilize knowledge of the project management for business only by having studied it by the lecture. Therefore, we expect acquirement of the human skill which is demanded by the information industry world by role playing that can be simulating experience of a project and be establishing project management knowledge. In this research, we suggest the constitution method of the scenario which paid attention to the detection method of contradiction of the scenario and the adjustment method of the learning degree of difficulty and show the effectiveness by a proof experiment.

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The various project management tools have been developed. However, only a few tools can provide the project management data requested by a project manager. We investigated fifty one project management tools by focusing attention on the management techniques which the tools have and their convenience and categorized. We showed that the proposed tool by relating two tools can manage the progress of a whole project and find out the position of the new critical path which is changing with project progress.

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In this research, we define the extensive use of knowledge of corporate members as the intelligence intensive management. We provide a method of strategic planning the strategy each individual proposes. The business requirements derived from the corporate strategy activate the method of designing a new business process based on those requirements. We are aiming at the intelligence intensive management. In the strategy plan, we are able to understand the entire situation by using SWOT analysis. The result is obtained by combing three kinds of business frameworks - PEST. 5Forces, 7S- after the interrelations among those frameworks are considered. The method enables to consider discussion point deeply using focused information through the strategy logic tree toward a prompt decision making. Then, we extend to strategy to lead the business constraints to construct the TO BE MODEL of business process. The obtained model can quickly respond to change of the environment.

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The risk monitoring is one of the important elements to carry out risk management precisely. However, there are two problems in current risk monitoring technique. One problem is a viewpoint ofmonitoring becoming narrow and another one is there being plural risks of the same priority. In this paper, subdivide of risk priority is performed to solve these problems, using a near miss which shows a sign of a risk. Precision improvement of risk monitoring is possible by solving the above-mentioned problems using proposed in this paper.

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In the software development project, it is important how to secure the quality. In this research, the quality of the product according to the progress on the project and the quality in the process are observed, and evaluated. This is defined as a quality value. The quality value adds the quality evaluation of the process to the quality evaluation of the product. As a result, it is shown that the trading volume of the quality is appreciable by C and D. And, it is shown to be able to introduce the quality value into EVM and to understand the state of the project.

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This paper reports the result of discussion of the study group on applying QFD (Quality Function Deployment) to project planning. The project planning is the most critical process in project management's processes. If the project planning is un fixed, it causes the changes of requirement specifications or rescheduling of some activity. The project planning process begins from grasping customer's requirements. Problems of the process of grasping customer's requirements are ambiguous background of requirements, insufficient requirements, unclear descriptions, and therefore inconsequential introduction of customer requirements to the following requirement definition process. Therefore this study group proposed a requirements definition tool using QFD last year. In this year, we discussed about the utilization of the tool more easily and effectively. At first we focused on the clarification of components for grasping customer's requirements. This is useful for communication among all stakeholders. Second, we discussed applying for the proposed method for comparing alternative systems based on customer's requirements. In addition, we discussed human factors in the requirements definition process.

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