To improve the strike rate and profitability of projects, various measures have been applied. However, the unsuccessful projects remain, and when we analyze these, there are many cases where project level managements alone are not enough. Moreover, the resent systems are more and more closely related to customer's business strategy. Since these systems are directory related to a customer's management concerns, it is inevitable for specs to change, and just achieving given QCD is not enough. In this paper, these "subject of project level" are analyzed, and program management solutions, which are "next level of management" is proposed and explained with examples in our company.

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Discussion on the knowledge management in projects and project-based companies, in general, has been made on the partial optimization topics such as the capture of best-practices, construction of data-base, and techniques on codification of knowledge. And there are numerous example of major investments made in these areas that have yielded little or no benefit to host organizations. However, knowledge management is not a separate management function or a separate process. It is a set of cross-disciplinary organizational process that seeks the ongoing and continuous creation of new knowledge, and thus it has to be integrated with the strategic perspective of the management of the company. Based on this understanding, this paper presents a project knowledge management model by integrating a project management model and a knowledge management model.

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Japan pays third large amount in R&D investment in the world, and is the top patent holder country. However, the ranking is not high in "Global Innovation Index" or "IMD Scoreboard", showing weak competitiveness. There are needs to break through the insufficiencies of strategic approaches, openness, result orientation, and international collaborations. The betterment challenges from PM viewpoint would be useful not only for the organizations but also for the related individuals. This paper discusses common characteristics of successful innovators and what should be considered in project management for researches.

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ISO21500 was published on September 1^<st> 2012. This is the first international standard regarding Project Management. It was established at PC236 which is one of the committees in ISO, and TC258 took over it as a maintenance role. TC258 is one of the committees in ISO as well. Its scope is wider than PC236 and it can provide multiple standards. New scheme has been accelerating the discussion on the standardization of Project Management area. Standard for Portfolio Management has been developing and already has the ISO number, ISO21502. Furthermore two groups have been established as study groups of programme management and project governance. In this paper, I'd like to explain the trend of PM international standard, including the past consideration. In addition, I'd like to state the expectations for the spread of Programme Management into Japanese business.

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The Committee on Standardization in the Society of Project Management had a preliminary discussion on "programme management" in preparation for the beginning of study on "programme management" in ISO/TC 258. This paper reports the outcome of the discussion. The summary has already released on the website of the society to request for comments. The committee will continue to participate in the international standardization process on "programme management". To contribute the standardization, we would like to collect various comments from the members of the society. We intend to provide additional materials for discussion in this paper to raise more comments on the perspectives to define "programme management".

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In many aspects of project activities, negotiation skill of project managers is very important, which is getting attention to explain the project result. This research is about the new training for strengthening negotiation skills. We interviewed project managers and analyzed the success factors for negotiation, and found out that mind and preparations are very important for negotiation success. From this negotiation success model, we developed practical training-style based on the real project case, which has the next 4 learning processes, Planning Strategy, Role Playing, Reflection, Knowledge Extraction. In this report we propose that it is very important to repeat these 4 learning processes for strengthening negotiation skill. We investigated the effectiveness of this training by several times of trials. We expect this way of training will change project manager's negotiation behavior for their success.

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To exploit the knowledge effectively for organization, it is important to accumulate continually knowledge. We developed project retrospective method using "Risk Propagation Model (RPM)." The RPM consists of the chain reaction information of the cause and effect. By using the propagation model and the results of the risk assessment, the method outputs every possible difficulty in the project. This method has the potential to provide project members with failure causes that they do not notice. In this paper, we explain the method, and mention the possibility of the method.

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This paper describes a study of successful action in the mission critical project by risk sharing with stakeholders. The features, such as a background, when promoting a project are described. Importance and a degree of incidence are evaluated, a risk is extracted to the high thing of a priority, and it corresponds. In addition, in this project, all actions that can respond carried out and strove for risk reduction. For example, the scope was specified about the change request of specification. The purpose (Raison d'etre, requirements, priority) of the system was taken into consideration, and the risk was shared with the stakeholder. And flexible correspondence was carried out. This paper desires to become the reference for preventing failure, when the problem project has occurred still now.

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According to investigation of PMI (Project Management Institute), project manager's rate of women in Japan is remarkably low, and that Japanese tendency is seen not only around the world but even in Asia. Therefore, in PMI Japan Chapter, I started a new project as PM to explain the context and to consider the proposal that the woman PM can play an active part in Japan further. The three themes in the project were developed, and investigation and research activities have been started. In this paper, I structure and report background of the activity inauguration.

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In PMI (Project Management Institute) Japan Chapter, the new project for considering the proposal that the woman project manager can play an active part in Japan further was started. In that project, I acted as a leader of the working group under the theme of "As-Is current situation survey". Our group built up some hypotheses about the Japanese woman PM and then we conducted a survey for the current situation of the project site through questionnaire in order to verify our hypotheses. We have found unexpected result from there. In this paper, I structure and report about the investigation and the result of research to date.

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In PMI (Project Management Institute)) Japan Chapter, the new project for considering the proposal that the woman project manager can play an active part in Japan further was started. In that project, we have been acting to consider and develop role models of Japanese woman PM. We have opened the role models to the public widely, because we expected that successive generations of women and young generations of women, who would go into the workforce from now on, would use for reference our research result as a familiar role model when they will examine their future career. In this paper, we structure and report about the investigation and the result of research to date.

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In PMI (Project Management Institute) Japan Chapter, the new project for considering the proposal that the woman project manager can play an active part in Japan further was started. In that project, we investigated the tendency about women boss-subordinate relationship at project of IT industry, under the theme of "working women's communication". We considered that it would become a guide of resolving communication issue in a project, and made a proposal of tips and advice for aiming at smooth communication, and it has been opened to the public widely. In this paper, we structure and report about the investigation and the result of research to date.

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At the time of project planning, the continuation projects can devise project plan in reference to the past results data of the own project. On the other hand, because new projects not have the past results data of the own project, we offer the results data which we collected for new projects. However, there were the data which we were not able to offer while being necessary for planning. We report the action that allowed new projects to use these data without burden to project members.

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The project has completed as the plan when the telecommunications system can begin served after development, construction and migration. The development procedure is standardized because many efforts and periods are necessary, and it has been enhanced. But migration was executed by the way of an individual system. Recently many systems have cooperated and given some service, migration trouble of one system has influenced the whole service. We decided to standardize the main migration procedure from some migration cases and know-how for the reason which actions of migration works might not be taken over.

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After checking the quality by the review, design document created in the upstream of the waterfall model is advanced to the next step. Guideline is expected to be evaluated for adequacy of the quantitative aspect to the design document. Further, this guideline may be used to determine the review embodiment. The present study proposes unit, the evaluation method and item quantitative for evaluating the quantitative validity of the design document. This can be expected that evaluation is possible with good design document as anyone can see by this method.

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In the IT system development maintenance, analysis of user needs, the system impact study, study of how to fix the system, software Modification of the software, such as examination of test strategy, more expertise is required. In addition, to ensure the quality of the information system, Basic operations common across disciplines, such as the review of various artifacts is also very important. Once, by improving the quality of the review is a basic operation that is a department that had quality problems are frequently important and we achieved to improve quality and productivity. Then, to have been extinguished Efforts by developing a detailed rules when updating the system, instilling the basic operations such as reviews. However, quality problems occurs development and full-scale, from cases tried to catch up by re-thorough basic operation, I discuss the causes and remedies, and basic operation of such review is not established in a large-scale project.

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The demand to quick-delivery-izing and cost reduction in a system development project is increasing increasingly with acceleration of business speed. Although risk management is meanwhile fully performed and to carry out early detection and to cope with a risk is needed, it is diversified and the potential risk serves as a situation which is harder to detect. In this paper, it verifies about the methodology and validity for performing early detection of a risk..

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In today's highly demanding ICT market, we have to eradicate unprofitable projects in order to secure our profits. We had already implemented organizational managements such as project audit meetings for the eradication of unprofitable projects. However, we could not reduce such unprofitable projects fully even though we did these efforts because any risks in these unprofitable projects remained unsolved and such risks sometimes became a critical problem. I have hypothesized that the importance for the eradication of unprofitable projects is to detect the sign when a risk becomes a critical problem as the "sign of unprofitability." We have detected the "signs of unprofitability" by quantifying the QCDs of our projects and visualizing the changes in six months. By using this approach, such unprofitable projects have not been created among approximately 180 projects through the audits we implemented. By finding abnormalities that show a "sign of unprofitability" in our projects, interviewing the project statuses, and investigating the potential effects around the signs, we have implemented the project audits further and taken necessary measures by identifying the causes that have not fully been elicited from the problems showing the "signs of unprofitability."

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The software maintenance project, would be busy with inquiries and modification projects to be repeated daily, motivation for improvement of the process is not strong. On the other hand, demand for quick delivery and low cost from many customers, if you do not process improvements to maintain quality, it can not support future is also true. In such a situation, share the goal in all members, through the efforts of "structural reform", I was a management improvement activities of the project In this paper, we describe the effect and software maintenance project manager, and has been working to put aware of all members of "structural reforms".

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NTT DATA group has held an event aiming to improve its estimation capability and to boost a mood of importance of estimation. The event which is named Estimation Grand Prix, M1-GP in short to evoke a festival mood, collects various success cases of estimation from the group wide. In this event, the executive committee creates a challenge and invites the employees to enter the prize contest for the best estimation. and then by examining the estimations of the entries, the judging committee makes a public recognition of prize winner's superior practices. The practices are shared in the group as the best practices by being presented in a forum by award winners. and the knowhow of the practices is also shared by including it into the standard and training texts. the Grand Prix is held an annual event and this year was its third time. In this article we report the outline of the third event and knowhow we earned.

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Preparing a work estimate on the software development is very difficult, and improving its accuracy is one of the important subject for project management. In this paper, we will introduce an approach made to improve estimate accuracy by the use of estimation worksheet. Using this worksheet, works, which easily becomes indefinite upon the estimation, have been clarified. We also have compared the difference of an estimated and the actual costs before and after applying this worksheet, and evaluated its validity.

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In the project management, a process of identifying success and failure factors from the past projects and making use of them for the future is one of the valid methods. In the IT system development and maintenance projects, when system fails, we first examine what happened and why it occurred. Then we make preventive measures from the result of the examination. In this paper, we will analyze the system failure records accumulated over the past 10 years and show trends and characteristics of them. In specific, we will focus on the preventive measures and consider methods and issues on implementing them to the entire organization.

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Every day, IT is highly evolved, but more work of system construction, by manual continuously. This is evident from the fact that the estimates of systems development has continued to be represented by the man-hour. In other words, the enhancement of human resources is one of the key elements to a successful system construction. And, without excellent people, making the project team to success is difficult. Over the 14 years, the author has been involved many of the introduction of the ERP package and business process design in the personnel area, the project in the area of professional. The restructuring of the "problem project" in particular, results of the so-called "fire fighter" a lot, I've been practicing and resolution cause analysis. This time, I will report the content of our work to make the organization or project team, successful looking back have ever had a "problem project", to extract and organize the "challenge in human resources point of view", and currently being implemented.

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Recent software development is shifting to service business such as SaaS rapidly, which provides one software to plural customers, unlike the conventional project such as order type SI which is specialized for every customer. Unlike SI which manages individual project, service business is needed to consider the overall service to be a "program" from the point of view that how it collects the fund by later service operation and plan the overall optimization of the program. Therefore, in service business risk management, the assessment viewpoint different from conventional SI should be included in check list used for risk assessment. We illustrate by this report about the making the check list for the purpose of risk management in service business. At first we built a structure called RBS (Risk Break Structure) which had plural risk segments and classified risks into the segments. Then we extracted check items necessary to identify risks of service business and classified them into each segment of RBS. In use of the check list, we found problems that there were risks unrelated to the character of the service business and that the overhead of the assessor is high because of the much number of the risk items, and we developed functions that deleted unrelated items or showed only necessary items according to the assessors' role and the service phase.

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This paper proposes a management method of project containing unpredictable tasks based on CCPM (Critical Chain Project Management). CCPM is known as a project management method to deal with the project buffer delay. However, CCPM is difficult to handle unpredictable tasks because it presupposes the case a clear task to some extent. We classify project tasks by difficulty of the estimation. We can manage the predictable task by CCPM and can handle the unpredictable task by project buffer of CCPM. Further, this paper shows a case study of software requirement specification development based on the proposed method.

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Hitachi has a standard system development methodology named HIPACE to enable system development projects to proceed efficiently and to deliver high-quality IT services to clients. HIPACE defines standard processes in a life cycle of an enterprise IT service: from enterprise IT strategies to evaluation of IT services. In addition, HIPACE describes not only processes to be performed and deliverables to be created, but also how to perform the processes and how to create the deliverables. Recently, the authors have been working on extending the supported range of HIPACE to global IT services and global projects. In the case of global projects such as offshore development, consensus about development process is more important to ensure the quality of deliverables than in the case of domestic projects. In an offshore development project, the authors have had trouble to ensure the quality of deliverables from the offshore supplier. The cause was that the policy of test case creation was unregulated, and varied among individuals. The authors thus standardized each member's testing manner by spelling out detailed rules and guidelines of the test process defined in HIPACE. As a result, efficiency of development and quality of deliverables has been improved.

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In recent years, the offshore development which entrusts development of IT system to overseas serves as a natural form. Although offshore development has a merit which can secure the required labor force cheaply compared with domestic, the trouble resulting from the poor communication which occurs from that a physical distance is far, a language, the difference in culture, etc. has generated it mostly. To Reduce such troubles, a detailed communication rule is defined from a work order program stage -- both, utilizing communication media positively It is effective to promote a project, fully checking whether it can be carrying out as planned, after understanding a project participating member's characteristic by an execution phase.

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In recent years, number of large and complicated project is increasing, and the deteriorating balance of payments from these projects has been noticeably affecting financial result. There is also risk to decrease company brand value by receiving low opinion from customer regarding our project management Therefore; educating and training project manager is very important task for company strategy and management. In this document, it analyzes top priority skills that require for project manager with focusing on "personal skills" and "human relationship skill" which account of a large percentage as competency. Analyses are conducted based on hearing from people who is currently in position of project manager. Then, organize the necessary skills from analyzes, and propose measures for training and educating project manager.

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We have done a paperless project progress meeting for project owner with reporting registered with the project management system. , but reporting is different among each project manager. It is important that we discuss much time about significant problems for project, but they need to explain how to refer to handout and explain only a progress of project for a long time. We unify the way of reporting for actualizing, sharing and resolving about potential risk of project, and we carry out it. We improve a quality of project progress meeting for discussing important problems in limited time. And we can get a lot of know-how, but also we will be able to prevent a reduction of project status with analyzing social media data.

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It is necessary for developing systems utilizing open data to communicate among stakeholders such as people who provide public data, people who generated ideas about system, people who use it, and people who develop it. This paper described a communication structure based on a Lean Canvas to make for smooth communication among them. Two analyses suggested that Lean Canvas is better than traditional model and other frameworks in term of making a business plan from andesite idea.

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In recent years, with the spread of the use of application and popularization of smartphones in the world, app market is showing rapid growth. App market is expected to customer-oriented planning method, then Lean Startup method is getting a lot of attention. In this paper, Lean Startup is compared with the current planning method and development process, and practical IT services planning and development method in conjunction with prototyping and Lean Startup. By the analysis of the effect of the method and prototyping tools, IT services planning and development method achieved integrant to be successful.

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After the World War II, companies have produced a low variety and mass production. Now people have enough items, so the companies cannot sell merchandises and they are necessary to have a view in the center of customer. As a result, CRM has lately attracted considerable attention. CRM (Customer Relationship Management) is a model for managing a company's interactions with current and future customers. Because many companies introduce CRM systems, they feel the cost performances to introduce CRM are unclear. This paper describes, developments of reference model for effects of CRM incorporated financial objectives and concept of BSC, and introduction and operation methodology of evaluations for effects of CRM using the reference model. The methodology includes SWOT analysis for CRM.

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The compliance is increasingly important in a company. However, if a number of management systems and internal rules are operated for compliance, many problems (such as overlap of works, increase of workloads, and complication of internal rules and systems) are caused. In order to resolve such problems fundamentally, we have built a new mechanism in which quality, information security, and compliance can be ensured without special attention, and then we have rationalized our business processes. In this paper, we explain merits of an integrated management system, the scenario of integration, and problems and those solutions.

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Since the problematic projects that cannot achieve the objectives on quality, cost or delivery time (QCD) have a risk to affect our customers' businesses as well as ours, it is important to prevent such projects. We have confirmed that the occurrence of such projects is caused largely by the insufficient design quality in the upper streams of developments, especially the fact that projects move to succeeding phases without completely find out issues on design. To improve this situation, we have adopted the statistical and quantitative management of the basic-design process using a reliability growth curve on the number of design issues found. With the implementation of this improved process, we have not missed any design issues at the basic-design phase, and successfully achieved the planned QCD of projects. In this paper, we will present the approach and the results of this improvement.

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In a system development including system architecture and application program with about 150k lines of code, we were required to complete the system development within only 5 months, and deliver a high-quality system which enables stable operation. By taking various approaches, we completed the project on time. In this paper, I want to review some of the approaches, and clarify improvements and points to consider. I hope to make the use of this case study in similar system development to ensure quality, cost and delivery of system.

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