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

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It is necessary to apply the data based on the result using your own if you estimate some IT projects. However, in case of new fields and/or a new technology, it is useful for using data of other enterprises and for investigation of productivity and quality. In this paper, we present the activities on the Japan Function Point Users Group to contribute to estimation and evaluation using domestic and overseas project data.

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This paper reports authors' effort to distribute and popularize in-process software project measurement tools. This effort is aim to visualize software development process which is originally hard to be visible. These tools named Empirical Project Monitor (EPM), automatically collect software development management information from software development environment such as configuration management system, bug tracking system and mailing list management system. Authors present some new issue from its circulation activity.

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Follow-up monitoring and evaluations have been conducted to improve the project management of NEDO. We carried out applied statistical analysis for cross tabulation of important management factors identified during case study analyses. As a result, it was found that the most significant factor is a key person who can connect research and business divisions, or who can be responsible for both R&D and commercialization.

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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, differences 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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[in Japanese]

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