To form, and to promote the base of IT human resource's cross hauling in Asia, Foundation Center of the International Cooperation for Computerization (CICC) in Japan is doing the business that promotes human resources who can manage the IT project based on the IT skill standard of Japan in Asian nations. The business that planned, developed and executed the training courses for the IT human resources was consigned to our company from CICC. We applied the project management system of information technology group of Hitachi Ltd. for the first time to solve the problem in this project. The project was executed according to the plan at first, and we proved this technique to be effective also to the training service. This result is applied to the training service project afterwards.

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In the information system construction, the promotion of project manager (PM) is a pressing need. Especially, securing fit PM is a big factor of the success or failure of the project for large-scale system construction. There are a lot of training that acquires knowledge and a human skill of project management. However, they are how deal with the project member or the training of the content that how to manage the project. There is few training of the technique for promoting PM. In this paper, I report how to apply the leadership for next term PM promotion and success in project. In the process, I compared the couching with the reading as a technique of the leadership and arranged those how to use it.

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We Hitachi Electronics Services Co., Ltd. had set up the PMO (Project Management Office) in 2003 and had been promoting its related systems to enhance the project management skills in the IT solution business, aiming to evolve ourselves to become an integrated support service company. As a part of this movement, we had developed our project management related training systems, centering on the face-to-face set education. However, a big problem arose that providing an environment in which our target trainees can easily take the training courses whenever and wherever they are, since they are deployed on our 320 sites nationwide. We therefore have newly developed some project management training courses, such as the one available to take at each branch office, by utilizing WBT, with the mobile phone, and so on. This Paper reports the approach we have taken to develop such training environment and its result.

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Leadership training program has been focused on the gathering of knowledge. Gaining on-the-job training has made you a leader. However, in the age of rapid change, there is a real need for practical leadership training methods. Leadership training with the use of simulator could be a practical method which shows you concrete action steps as a leader. Project management educations have been introduced to graduate schools of engineering especially in the field of information and construction engineering. Education on technical knowledge area, such as scope, time, cost, quality, and procurement management, can be executed by lectures and proper exercises. For human skill and leadership education, however, conventional educations of lecture and exercise are not effective for students who have scare experience of leadership. To improve leadership ability of graduate students in technical activities, we introduced a new educational method which links variety of pseudo experience with real actions of students in university research and engineering activities. This education links knowledge, pseudo experience, and action, and improves leadership ability of students.

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In this paper, I intend to enable you to understand and adapt Monte-Carlo Simulation to your project practically. First I explain Monte-Carlo Simulation with "Riskology" which is a simple tool to execute Monte-Carlo Simulation on your PC, developed by DeMacro and Lister. Second I prove how it explains period and cost of actual projects well by comparing to actual data collected and published by SEC (Software Engineering Center). As a result, I found both of them have similar probability distribution and I believe it could be useful to treat risks in real projects.

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PMI standards: PMBOK Guide, OPM3 (Organizational Project Management Maturity Model), The Standard for Program Management and The Standard for Portfolio Management are updated and opened to PMI members through PMI Web site in Dec., 2008. In this paper, the features of OPM3 second edition and relation among those are discussed in comparison with OPM3 first edition.

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Our company has tackled suitable support of company organizations, such as standardization and increase in efficiency of a management process, and a substantial support organization (PMO), towards extermination of an unprofitable issue, or improvement in a project strike rate. Moreover, in order to raise the excellent project manager who utilizes them and can lead a project to a success, promotion of qualification acquisition and fullness of a project management educational lecture have also been tackled. However, it is in the present condition which an unprofitable project generates. Then, effective experience and know-how (Takumi no Waza) were collected from the excellent project manager with experience of a success. By changing it into manual knowledge from tacit knowledge, it was considered whether it would be unutilizable for training of a project manager. As a result, a manager's tacit knowledge has been built as a "project management practice manual."

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Agile development takes an iteration development approach to respond to changes quickly, that is compared with Waterfall development method which emphasizes plans and processes. This paper proposes a methodology how to utilize advantages of Agile development to manage projects. This paper introduces how to adopt the Agile development method to the project management factors which are used in the actual projects, those are conform to PMBOK knowledge area. This methodology was applied to the actual project to achieve the business objectives and verified the effectiveness with the result. This methodology is positioned as one of the method to raise value proposition of the company.

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Offshore development has increased in the world of IT industry. In offshore development, it is the greatest advantage to obtain a large amount of cheap man powers easily. However, project assuming the offshore includes various problems in quality side. Brush-up must be necessary for optimization inducement of development control. But this method is very efficient to cope with quality assurance in offshore development.

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In order to improve project quality and to prevent project failure, NTT DATA has been implementing risk assessment process. Sector PMOs implement risk assessment to prevent project failure. Since quality improvement is essential for a risk assessment process, not only the assessor's ability but also cooperation of the project is required. PMOs aim to "establish and improve risk assessment processes and procedures" with emphasis on "assuring a swift and reliable assessment process" and "delivering clear and acceptable assessment." This paper presents our approaches to risk assessment process improvement (visual control and sharing of process through process standardization) and future tasks (quality improvement).

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We have been delivering project management education involving the Role-Play training as higher IT professional education to students in Tokyo University of Technology since 2004. Especially, we are carrying out the training to acquire not only the project management knowledge but also the human skills for the learners. A Role-Play training is driven by a Role-Play Scenario. We propose a method for conducting the Role-Play training and developing the Role-Play Scenario based on Waterfall model of the system development. We presented effectiveness of the Role-Play training and achieved high productivity of making scenario

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In the present report, the evaluation method of based on the Educational Technology is proposed for the learning assessment in the project management human resource development. I would like to try to apply an ability competency model (Project Manager Competency Development framework) as a index of the evaluation criterion. Then, we have approached to build up systematical criteria for the "project management" education. In this paper, the evaluation of achievement level of the study in the project management human resource development is discussed.

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Once a project is recognized to be in trouble situation, Project Recovery Management would be required to minimize a loss and to prevent bad reputation. In general, Project Recovery Method consists of the following three steps; "Decision", "Assessment", and "Plan and Execution". Taking concrete action would be required rapidly, especially for the trouble project. This paper describes an agile planning method for Project Recovery with prioritized Recovery Points, and then it describes a project case for validation of the method.

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We have constructed a project evaluation system for IT system development, considering developer's viewpoint and user's viewpoints. It calculates project opportunity, risk and justification by using checklists. Then it makes a project status visible, and it clarifies pending issues. By evaluating both developer's viewpoint and user's viewpoint, it can clarify the recognition difference between developer and user.

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Recently, it has been important to evaluate a project status quantitatively. We have proposed the Project Assessment Indicator (PAI) to quantitatively asses a project, and applied it to practical uses so far. In this report, we describe the PMO Action Model by which we can predict a change of PAI evaluation function and carry out decision making of PMO Action. In addition, in the PMO Action Model, we use the weight vector calculated by AHP, revision weights considered interdependence among categories and the action level for each category. As a result, we compare values of prediction based on this PMO Action Model with PAI evaluation values of real projects for one year period, so that we can make the accuracy of the model and decision process of PMO Action clear.

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Although many companies are implementing risk management for preventing project failure, some projects still fail. This paper analyzes patterns of risks originated from four specific project attributes (customer, business specification, and architecture and contract type), describes common risks identified in extremely difficult projects and measures to properly handle risks, and presents effective approaches to early detection and prevention of potential risks in projects.

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An issue is often treated as a risk in executing a real project, though the definition of an issue and a risk is different. When issues are recognized, they are also viewed from a point of difficulty to achieve the target specification or to resolve them by the due date. If the issues seem not be resolved by the due date, they are considered as a risk. This is the reason why an issue is often considered as a risk. A term, an important issue, is defined in this paper as an issue with a difficulty to be resolved by the due date. This paper describes that it is very effective for the progress management to track the status and the progress mainly with the important issue tracking list in conjunction with the normal issue tracking list and the risk tracking list.

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A software development is complicated and the situation grasp of the development project becomes difficult. Therefore, it is difficult to identify the root cause of the problem and to work-out of the improvement policy. In this paper, we discuss the way of analyzing complicatedly intertwining causality based on the data about QCD (the quality, the cost, the appointed date of delivery) which was measured from the project. Specifically, we have reviewed the way of utilizing the information visualized by data mining for the thinking process of the cause and effect reasoning. We introduce the case to have applied this way to the problem analysis of the software development project and consider the usability of the technique.

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In a large-scale banking systems upgrade project, one application development team started the testing phase after completing the design and programming phases, which took them for one and a half years. After spending two weeks for integration testing, they found an excessive number of bugs and realized that quality would not be achieved under the current testing condition. Thus, they worked on a recovery plan that included extensive scope changes going back to the business specification definition phase. This paper presents various measures and actions and their outcomes implemented in the recovery plan.

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The customer side system which is needed in business system development project being established, in addition role allotment being clear, the fact that you can work can contribute at the same time in accordance with the milestone is the key of success. But until when also the customer person in charge other works and additional post is many in actuality, bender side expects, the incoming order matter which cannot obtain job man-hour exists large number. While with this kind of case role of the customer person in charge controlling the environment which surrounds that skillfully, it is necessary to keep doing project management. For that after analyzing customer system, as customer side load with the customer-related phase, important matter definition, the basic design and system work verification is made to lighten, it examines sufficiently at planning how it improves productivity. With this manuscript after admitting the restriction, "weak system" it reports the case of the project which shortly actualizes payment date development, it verifies concerning the effectiveness of customer control.

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Currently, quantitative indexes for monitoring work conditions of the IT project consider the amount and the quality of deliverables, but not the team activity. Moreover, a bottom-up reporting used in most large projects with tree management structure has many problems. However, by the advancement of a sensor and analysis technology, a system in which to automatically measure team activity and to visualize its result has been developed, and is now under various experimentations. By adapting it into the IT project management, an early detection of a problem within the project and a productivity growth can be expected. In this paper, I will examine the potential of this system.

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In many projects of the system construction and the product development in the IT vendor take the responsibility that is synchronized with the organizational system. In case of Hitachi, it depends on the project size but many senior executives such as the director and the manager should often be assigned as the project manager. When the size of the organization and the project are equivalent, it is an advantage to become equal to organizational system and management system. However if there are many projects more than the number of managers in the organization, it is necessary to control multiple projects. In this thesis, I have described the result of clarification of each manager's role by using role statement in practical operation based on the study as a model for our organization about positioning of "Program Manager", "Product Manager" and "Project manager" as a consideration of some methodologies on how to control the multiple projects.

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In an organization, we assign in best balanced both managements of operation and the management by projects in order to achieve organization strategic goal. To achieve the goal, we propose the new evaluation framework. For this study, we use our over thirty years my project results with multi view points.

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[in Japanese]

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This article proposes how to evaluate the design quality focusing on the quantified environment and characteristics of the project. The quality evaluation method in the lower process of software development is being established based on the achievement and experience from the past projects. However, in order to provide systems of better quality at low cost, it is necessary to ensure the quality in the upper process. However, it is difficult to evaluate the quality properly by simply applying the quality evaluation method established by fault detection test in the lower process to the upper process, because there are such factors as relationship with the client, skill of project members, and so on to affect the circumstance of project in the upper process, in addition to data credibility concern There are less such factors in the lower process of the project.

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Financial Information systems such as the banking system, the security system, and the insurance system, etc. include the system with a large influence a lot as a infrastructure in the society. The quality control activities from development to maintenance is very important at the company that develops such a Information system. From the standpoint of the person who takes charge of the quality control activities, I explain the content of Quality Control Standards and describe the point of the quality control activities from development to maintenance.

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To execute a quality measurement in a system development process, we have been traditionally depended on the quantitative metrics, such as a number of errors suggested at reviews, a density of the checklist used and defects extracted at tests. Since April 2007, we have aimed to develop a qualitative factor for the quality assessment by focusing on the quality characteristics shown in JIS X0129-1. As a result, we have succeeded to draw up a systematic diagram of quality characteristics, and achieved to develop the new assessment tool based on not only quantitative metrics but also on a qualitative perspective. From now on, we will examine in detail of our new method of quality assessment, and use it practically for measuring the quality of designs, and programs.

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The globalization of the enterprise advances, and the number of enterprises that develop the business as one enterprise in the world increases by the type of business of many fields as GIE, that is, as Globally Integrated Enterprise. In the enterprise that advances GIE or the global expansion, cooperation based on not only the system project, development, and maintenance but also Japan increases remarkably, and it is not possible to catch with the past, offshore development frame. It wants to refer the idea of the project management in GIE chiefly in the viewpoint or the organization and the personnel training in Ata based on the example of cooperation with the overseas development base, and to touch about the role that Japan should play when the project for the future is led.

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While a PM knowledge framework such as PMBOK is a fundamental component of project management, a framework is not enough to properly deal with different problems happening in real project environment. Various studies on PM methods show that empirical knowledge gained from practical experiences is essential for management. This paper presents empirical knowledge of project management based on a successful case of a production management systems development project in the automotive parts manufacturing sector, which is an unfamiliar field for NTT Data. The target of this project was to completely replace the old mainframe and office computers-based core system with a Web-based architecture in order for the manufacturing company to achieve quick response to changing business environment, optimized total production planning and efficient cost-reduction management. Although project members were mostly junior engineers with little experience in both the manufacturing field and systems development and there were various risks and constraints in the project, the project's QCD targets were achieved. Through the project implementation, junior members were well trained and systematic know-how and expertise about the manufacturing field as well as development process for the core SCM systems were successfully accumulated m the project.

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This study investigated relations between achievement of project managers and personality, work attitude, type of project activity. The results showed that extroversion, problem consciousness, and learn from others were related to achievement. Concerning to project activity five types of expertise were identified as for normal level contribution managers. Though they fully contributed to their projects, it was revealed that high level contributors equally and consciously leveled their behavior up to promote organizational evolution.

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Writers are argued about "training a person to be excellent project manager". We become aware of "having a sense of professionalism" is most important. Under this understanding, we conclude that "sense of professionalism" of project manager consists two aspects. One is "core professional sense" which is similar to other profession. The other is "project management professional sense" which is characteristic of project manager. In this paper, we show "core professional sense" consists competency of leadership, negotiation, and communication. And "project management professional sense" come from discipline based on QCD and Risk management. Finally we suggest how to acquire "sense of professionalism" from view of mentoring.

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Information industry has been requiring universities to the cultivates capable human resources with designing and developing ability that will enable them to build software after analyzing and modeling the customers' needs, and with the adaptability and management ability to handle their role as a team member in a range of difficult situations. In order to satisfy the demands of the industry the Tokyo University of Technology has designed and developed a practical project management education course which provides a scenario based role-play training to learners by the Web application system, Project Management Skills Training Environment (PROMASTER). The PROMASTER can acquire the individual log data of a student while a role-play is going on. The log data might significantly contribute to design the course including the Profile Based Education (PBE) methodology. This paper presents the pedigree record of the practical project management education for five years from 2004 to 2008.

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We provide a practical IT professional education course which was adopted "Promotion program of advanced IT specialist development" that is being carried out by MEXT. Lectures by experienced lecturer of IT related companies and PBL by which student form teams and put this knowledge gained from this course into practice. Specifically, this course focuses on project manager development to learn knowledge concerning project management such as PMBOK and quality control through lecture, and practice in PBL. This paper describes the considerations about taken the results of practical project management education in graduate school for the student position.

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In the promotion of the Social Project, the role of the Project Manager is important. In this article, I consider the role and the nature of the Project Manager in the Social Project Management and, a lesson by a case study.

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Establishing a quality management process in IT systems development projects is difficult because of the process's increasing complexity and a substantial number of rules required to run the process. In addition, project members often don't understand the essence of the process due to insufficient explanation of the process's direct effect on product quality. In order to solve these issues, we have introduced a simple Web-based testing environment on the intranet. Using this testing environment, we aim to establish a quality management process in large-scale projects and to improve quality.

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