Many people regard the CMMI was a fad in the past. But we are still making strenuous efforts on the process improvements base on the CMMI. According to the statistics provided by CMU/SEI, the number of the appraisals reported is steadily increasing. Since CMMI V1.2 was released, the interpretation of the high maturity has been getting clear, although it became so difficult to achieve the high maturity. In this paper, we discuss on how to sustain the process improvement initiative and result in effective performance in the company based on our long journey of the CMMI based process improvements.

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In 21st century, the internet turns out to be the main media for people communication globally. However, the development and application in Japanese IT business have failed to keep pace with western countries. Therefore, IT business reformation and professional education are needed urgently. Recently, corporations in industries, academies, and municipal governments are formed. Overall ICT professional education strategies are established also. As a result, professional personnel training courses have been kicked on. On the other hand, the aging of professional population and mass retirement-2007'problem urge a timely cure. Well-educated personnel should be arranged everywhere in IT industry today. In this paper, the leadership of Japanese IT industry and the strategies are discussed.

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Almost all enterprises are now being challenged their corporate revolution or Business Process Reengineering by the Global Financial Crisis. And they need the new IT-systems as the tools of their strategy and restructure realization, as everyone agree. But they are imposed the huge fatal investment for their company to develop them. Furthermore the luck of the large IT-project PM who can lead the success and the difficulties to foster these PMs are the main issues in our industry. This paper tries to define the extraordinary project manager roles in large scale project on vender side with a practical example and reports how succeeding these roles to the next generations in "the core and mission critical system restructuring project" of S-company.

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Since the demand for reduction of the development period to software projects is more critical than before, it is important for project managers to have a benchmark which is the shortest duration to complete a project. In the present work using projects data analysis, it is demonstrated that upper limit productivity of a software development project is inverse proportional to the number of members. This finding is transformed to the other finding that the lowest limit of duration for a software development project is proportional to development size. This indicates that if the development size of the project is estimated, one can have the estimation model that predicts the lowest limit duration of the project. This model is accurate enough in spite of being simple and easy to create.

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On the system development project, secure of quality is one of the matters of weight related to the success or failure of the project. It is said that the prevention of not causing defect in addition to detecting and planning for defect is effective to enhance the quality. But we think it is in the situation in which a preventive measure cannot be held enough on the site of actual system development. It is thought that it leads to steady project management and the improvement of the development production by improving this. In this report, we report our preventive measure by "Self checklist" that we did on the project, and after the defect that remains since the development process is analyzed, we consider the measure of the defect prevention on which the project administrator should work in the future.

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In this paper I propose to apply quantitative approach to an upstream process of system implementation to increase its efficiency. I tried to apply text mining to figure as-is domain model, to find candidates of services, to classify operative functions. As a result, I found text mining could be helpful to conduct upstream process. And it could be effective to maintain governance which is made in Enterprise Architecture.

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In the present paper, the author describes the background for promoting new projects by person, organizations and nations that have multi-purpose now characterized. Alternative approach is needed to solve problems as a project. The project is selected and defined through considering sustainability, international contribution, and long-term time horizon. Job matching that is able to adapt human potential ability to job is an important keyword for executing programs successfully.

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For Project Management, PM's human network is a key factor of the success. The human network is usually built through project executions, and it is also built through voluntary activities. One example of the voluntary is PM community's activities. It is often said that voluntary relationship can build the human network more strongly. The authors of the paper are joining one of task under PM community for planning PM event and its implementation. In this paper, we describe what is the worth of PM Event within a company and how PM event contributes PMs to get PM competency and organization's strengthen.

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Analyzing the relationship between Chinese educational system and workers' consciousness or behavior, we may find hints for building a better training system which resolve the root cause of the problems in Chinese branch of Japanese firms. After analyzing the relationship, we will try to build a better training system to reform the consciousness.

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We established a professional licensing system for PM posts in FY 2006, which has been applicable for system development projects involving software development. This paper provides an overview of our licensing system and describes our monitoring practices using project registers. In addition, it looks back on our monitoring activities to date and proposes evaluation based on the "PM Qualitative Sufficiency Evaluation Model," which is designed to solve problems identified in these activities. After presenting the results of trial evaluations using this model, we clarify future tasks.

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It is considered that performance of a project is heightened when it is synchronized with its enterprise's strategic objectives. One of PMO's functions is supporting role of a project's performance optimization. In achieving this function, PMO is expected to have a continuous improvement of its functionality in accordance to the enterprise's mission and vision. In this paper, PMIJ (Project Management Institute Japan Chapter)'s PMO project proposes "PMO maturity model" in which the enterprise make a best selection of PMO functionalities and access the each function selected achievement level against the best practices. The assessment is measured in form of quantifiable "Scoring model"

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Uncertainties always inherent in project. When a minus factor of the uncertainties becomes actualized, it exerts a bad influence to the project. The uncertainties are called project risk. Control of risk is an important work to lead the project to success and keep project quality. Risk identification is a key process of risk management. But it is seen here and there, the risk identification activities are not well managed. In this paper, focus on risk identification and consider its problem and the countermeasures.

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Converting Risk, Problem, and Change information into knowledge and building asset from this knowledge is essential for the organization. Summarizing Project Lessons Learned is also essential for the organization to nurture high-quality profitable Enterprise Project Management (aka EPM). This paper shows the requirements for this new Project Knowledge Management DB which allows to reutilize project knowledge in the EPM environment, and also shows how to put the DB into practical use and its effect.

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Recently, it has been important to evaluate a project status quantitatively. In this report, we have proposed the PMO Action Model by which we can predict a change of Project Assessment Indicator (PAI) evaluation function. We use the weight vector calculated by AHP, revision weights considered interdependence among categories and the action level for each category in this PMO Action Model. As a result, we describe the adaptation between project status and PMO action and compare values of prediction based on this PMO Action Model with PAI evaluation values of real projects for one year period.

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In a treatment of enterprise's new business development activity with known project management methodology, some technique will be needed for the success, because it will be done with making hypothesis and inspections on many kinds of organization. In this report Key points for success of new business development will be shown through author's experiences.

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The playing manager model, which the player combines with management position, has the merit for the stakeholder who includes his or herself. However, in case of developing team member, it is necessary to resolve temporal and geographical restriction. Thus, it is important to take the effective communication strategy. In this paper, we describe the communication strategy from the functional manager's point of view in the matrix organization. The past research is scanty in this area. Especially, these strategies are effective under the circumstance that it is difficult for us to communicate with our members.

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In this paper, we propose an activity model to promote continual process improvement by SI vendors that develop various kinds of projects. Then, we show the applying result of this model to an organization actually and its evaluation. For the organization goal achievement, it is important to improve the process that includes the problem of it. However, because each department and project of an SI vendor have various characteristics and problems, the uniform application of the improvement policy of the organization to them is difficult. On the other hand, the organization measure is necessary to promote improvement process fixation to each department. That is the overhead restraint to introduce the improvement process, and so on. Therefore, we propose the activity model of the process improvement, in which we respect the autonomous activity of each department to implement the organization policy. As a result of applying this model to the actual improvement activity, we found it is effective. We also found that we need the continuous evaluation and improvement of the policy, because its effect should reach the limit in the time.

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Such a situation is made into a background. . to which failure of the project resulting from poor project management, the insufficiency of requirement decision in upstream software development, etc. occurs mostly, and is pressing enterprise management -- In our company, various kinds of measures are implemented aiming at prevention of problem generating on project execution before it happens through the reexamination and the improvement of a project management process in each phase of a project life cycle. . this paper to which it came reports the measure implemented through the measure for a project management improvement, effect, and consideration.

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PM Center of Community (PM/CoC) is professional community of IBM Japan Project Manager. From PM/CoC experience, cross organization community is important both LOB and individual. This paper explains you what is effective to build and run professional community.

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Many IT system projects had ever been financially failed because of a lot of reworks in the late phase caused by ambiguity in contract conditions, inadequate requirement definition, and poor quality of design in the early phase. In order to improve such situations, we established judgment rules to make strict decision whether any pending issues are not carried over into the late phase, by clarifying the phase completion status at the end of the early phase of IT system projects. This paper describes the phase completion judgment of the early phase and its practical results.

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A socio-cultural approach (SCA) to project management focuses on the social and cultural ecology of involved organizations and participants (actors). The SCA requires crossing boundaries, authoring practice, and translating it to actors as important skills of a project manager (PM) in order to manage and exercise leadership in organizing an extended poly-organizational project community. An interview research to high level PMs showed several actual boundaries and ways to cross and dissolve them. Based on the discussion I proposed a model in which understanding actors' situated Mie (objective and subjective views) by dialogue with him/her and co-authoring stories to cross and dissolve boundaries would create extended involvement and changes in organizations.

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Due to such changes in business environment as further Internationalization and global delivery, the growth of employees is required to revitalize an organization. The organization needs to regard its employees not as resources but as "properties" to overcome the challenges mentioned above. One of major strategies is Mentoring. This paper proposes how to strengthen the existing mentoring system from both employees' and organization's perspectives. Based on the sample study of the utilization rate in the existing mentoring system in 2008, 3 limitations are defined as focus areas. They are "mentoring purpose", "mentoring opportunity", and "meanings of mentoring". As a result of the study of these 3 areas, the establishment of "mutually" educated environment between mentors and mentees is required for the future mentoring system. I would be grateful if this paper helps readers to lead to hints & tips for the growth of employees regarded as "properties".

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The software industry reviews past management taking the opportunity of the failure of the development project that comes one after another, and has advanced standardization by the introduction of PMBOK. However, has the success in the project increased greatly as a result? It is practicing management that we are necessary that can use on the site, achieves an effect, and is brought close to the success while solving the problem. Then, PMBOK and practicing management were dug down again now, and practicing management based on PMBOK was considered.

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ITIL(Information Technology Infrastructure Library) was revised from Version2 to Version3 in 2007. From this revision, using ITIL ver3 method as IT service management baseline will be spreading. But for the projects already running and providing services there are some considerations and barriers to be overcome when applying ITIL practices. The SO project involving authors has started to investigate the way to apply ITIL practices to the processes, and as the 1st. step we planned and implemented the activities to have ITIL Learning Sessions regularly inside our project. This paper is intended to summarize the Know-How and some consideration points discussed and found throughout these activities to make the sessions more effective and efficient.

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We propose a learning system for project management patterns. The teaching materials of our system are created as follows: (i) We divide project management patterns into classes by application areas and phases; (ii) We assign every class into the tasks performed in an actual project. (iii) We give a simulator of the project to learn the project management pattern assigned to each task. Our system enables us to learn project management patterns systematically.

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Projects for e-Government should be assessed on processes of the local government done. We will discuss how there should be the assessment model and method for the project of e-Government development and deployment, and try to validate the e-Government Development and Deployment Process Assessment Model.

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Many companies are aiming to become a Globally Integrated Enterprise and optimize their management resources globally. To achieve this goal, both the application development and deployment should be implemented on a global scale. This paper describes the methodology, the issues that the team experienced, and the resolutions. In conclusion, this paper will provide recommendations, and hopefully be a reference for companies aiming to become a Globally Integrated Enterprise.

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In order to find what is evaluated about project managers' practice and how senior managers promote junior managers' learning and development, the seven senior managers were interviewed. Concerning to the evaluation they thought much of knowledge and relation building for their organization, self-development, and being honest in job as well as project success. As for promoting the learning and self-development, in addition to encouraging PMP certification and technology trainings the seniors made their juniors experience a challenging project in which they collectively overcome their weak points and develop their style of practice.

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PMI has updated PMI standards: PMBOK Guide, The Standard for Program Management, and The Standard for Portfolio Management and published the standards in late 2008. These three standards are now mutually aligned with. OPM3(Organizational Project Management Maturity Model) provides best practices to conduct the processes defined these standards by integrating the processes. In this paper, relations between the processes defined in the standards and how OPM3 is organizing the practices, are described.

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This paper reports the case study that applies the program management practices in modern project management to personal areas. There are various characters for personal objectives and helps the achievement of the strategic goal by paying its attention to Benefit beyond the range of the lifecycle of the single project. In personal case, there are some intangible benefits; so it is necessary to measure them, at the beginning, the intrinsic motivation is essential to accomplish personal objectives. Adding extrinsic motivation from outside as compelling force enables to maintain of motivating for the personal accomplishment.

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The study group of "Offshore & PM tools", researching and developing tools and systems to improve communication in projects, attempts to implement related tools and systems in the field of business as project management tools. In this study, we focus on the characteristics of interpersonal communication, and try to apply the characteristics to the project management tools. There are two types of interpersonal communication, "instrumental communication" and "consummatory communication". The main purpose of the former type is to exchange and share information among the members. On the other hand, people mainly enjoy sharing the atmosphere of the latter type of communication. In order to develop project communication tools and systems, it is important to make a certain model by considering these communication types. This research paper presents related cases in which we have designed, implemented and investigated a communication model and systems based on these two types of communication.

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