IT outsourcing is frequently utilized for various new projects and existing businesses. In the highly complicated coming-ubiquitous network society, appropriate use of IT outsourcing in accordance with business strategy will have direct effect on profit, increase management quality, and contribute to maximize corporate values. However, on the other hand, this IT outsourcing also brings a downside risk that might offset the expected return. Regarding IT outsourcing as the company's effective strategy, we will consider on moral hazard and adverse selection which are the classic and major components of risk management, and find the basic direction to control IT outsourcing risk that occurs between an outsourcer (provides outsourcing services) and client (utilizes outsourcing services) from the standpoint of the client.

View full abstract

When project managers implement project risk management, they can measure risk by mathematics. However, when project managers perceive their risk assessment, uncertainty can cause considerable angst among them. This psychological influence appears as risk acceptance or risk aversion. In this report, I introduced a consideration that risk management is composed by mathematics and psychology.

View full abstract

It is desirable to carry out risk management throughout project's whole scope in every level : corporate, department, program, project, sub-project, team, and individuals, if it is about program and project level, formal risk management process usually exists. But such formal risk management process is scheduled to follow project's progress beforehand, and because not all members take part in this process, individuals' daily and small risks are not target of management. However, small risks are sometimes potential triggers of big problems. So, in this paper, besides formal risk management of program and project level, We would like to introduce the list of problems and concerns that deals with risk management of team and individuals level, and analyze the characteristics through actual experiences.

View full abstract

Appropriate risk management is required to ensure a project's success. Against the recognition of project risk management importance, the effective risk identification and risk quantification techniques in project risk management have not been developed. In this paper, the application of FMECA, which comprises basic techniques for identifying unknown failure causes in reliability & safety engineering, is proposed to identify and quantify risk in the software project planning stage. A 3-layered structure of project risk identification process, which is composed of the guide table, the guide phrases and the FMECA worksheet, is proposed to compensate for the analyst's lack of experience in project management required to fill in the proposed FMECA worksheet. The guide table and the guide phrases are provide the accumulation function of experience on project risk management, and these assist filling FMECA worksheet up by young project managers and members.

View full abstract

Project-based business generates significant revenue for IBM. Project management has thus become one of the corporation's core competencies. To meet the emerging demand for quality and competent project managers, a mentoring guide was developed and deployed world wide in 1997 as part of an IBM corporate-level project management initiative. The author participated in designing the "mentoring" guide, which is available for common usage by IBM's project management professionals. The research team proposed a mentoring approach that focused on a more proactive learning of attitudes and behavior as project manager. This approach was supported by proven track records in several of IBM's organizations. However, the guide was not well accepted by the PM community. The root cause of this was that the team had a different competency model from that of the anticipated mentors. The guide did not explicitly describe what differentiates between them. The non-acceptance of the original guide was the catalyst for this study to produce a competency model for more effective mentoring for project management professionals.

View full abstract

The Socially Responsible Quality (SRQ) is a new concept in quality management. Enterprises and corporations will need to adopt this concept to improve project management. Enterprises and corporations should fulfill their responsibilities to society so that they can gain society's confidence. To achieve this, they must adopt the SRQ concept. According to the traditional quality concept, excellent products are required to satisfy two quality elements : normal quality and attractive quality. The yardstick for judging a good company has also been based on this consideration. Because of the paradigm shift on economics, products, service and life-style of people generate another requirement for the significance of companies, i. e., responsibility for residents and their society that are influenced by company activities. In the concept of the SRQ, the element of company responsibility for their product activities is defined by "environmental conservation", "safety" and "usability". These are necessary conditions to realize true sustainable development of society and companies. One of the characteristics of the SRQ is to clearly introduce the concept of "time" into reliability and safety management. Life-cycle considerations and future risks are considered in the concept as a frame of the proposal. This paper proposes the SRQ concept as the base of Enterprise Project Management and considers its implementation.

View full abstract

[in Japanese]

View full abstract

To implement project management effectively, it is necessary to utilize each other for the form which can utilize the mutual alternating current and the know-how of the know-how generally in addition to the establishment of the effective project conduct technique in the gathering. As the activity the purpose of which was the mutual alternating current of the know-how and so on, NEC Solutions was starting MPM forum. It examined the improvement to make a systematical activity and we managed MPM forum for this one year. At this article, the concrete activity and the concrete point of view of the MPM forum which was established through some improvement are described.

View full abstract