Abstract
In a typical large-scale systems integration (SI) project at a Japanese domestic company, the most important element of the project management is "to glance over the entire project and fill the gaps among the teams." "To glance over the entire project," means identifying the key risks and problems of the entire project including tasks that are the customer's responsibility. Additionally, "to fill the gaps among the teams," means to clear any issues that span the entire project and ensure commitment to a solution for each issue early in the process among the project teams including the vendors. In order to guide the project to success, project management beyond the framework of the customer and the vendor teams is required. As a method of practice, it is useful to use a cross-project challenges management list and organize a professional project team for cross project issues and the filling of these gaps. The project manager has to manage the risk of the whole project and create a risk management list that embodies all necessary actions, even if there are issues that are outside the roles and tasks of the company. Even in large-scale projects, it is possible to meet standards for quality, costs, and project delivery management as well as include the customer tasks using this method.
