In this paper, I intend to enable you to understand Monte-Carlo simulation and adopt it 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 periods and costs of 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 distributions. I believe Monte-Carlo simulation could be effective tool to manage risks in actual projects.

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Recently, the competition of the enterprise has intensified in the market. A speedy, adequate service offer to the customer is necessary to succeed in the market. For this, it is necessary to adjust the conflict between the organizations and to solve it. And, the value chain that is the nucleus of the business strategy should construct the mechanism effectively functioning. I describe the integrated way between the organizations that refer to the front-back organization, to do management effectively, the enterprise that globalizes it: the organization based on the customer and the organization based on the product.

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It is no exaggeration to say that the education and the technique of project management (PM) is almost established. System engineers in the Hitachi group are educated eagerly about PMBOK, and they learn systematically about knowledge and technique of PM. However, confused projects do not decrease at all though they acquire the technique of PM. We may be compelled to manage difficult projects as projects themselves become on a large scale, and as systems become complicated because of connection with various systems or multi-vendoring. Even so, same failures are still repeated. In addition, executive officers and PMO watch that things don't get worse in the large-scale project, but we cannot move to an action of recovery immediately even if we see a sign of the aggravation. Why is it? We have acquired technique about project management to succeed, but I think that it is caused by the fact that we do not learn it systematically how we recover after having failed. By this report on the assumption that "It is natural that projects fail", I investigate the concrete technique how we find a sign of the aggravation in the projects, and how we do recovery of the project.

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Seven second-year students from this department were involved in the development of commercial software as a trial project for practical IT engineering education. Although delivery of the project was delayed approximately one month beyond the originally scheduled deadline of three and a half months, the outsourcing company greatly appreciated the work done by the students. Moreover, the project members, who struggled with the unfamiliar development work, gave positive feedback for the project. Analysis indicates that the delay in delivering primarily resulted from an insufficient training period and misassignment of tasks in the early phases of the project. Based on this experience, our project indicates that these factors should be avoidable, and we found that future commercial software development projects involving university students would be successful. This paper reports the results of quantitative and qualitative analysis of the factors causing the delivery of a commercial software project to be delayed, based on the actual development time and source code.

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