Because of the serious changes of Japanese economical situations during these ten years, it is required to create new business area and to enhance competitive power, which imposes great pressure on R&D. Reviewing developments of industrialization in the advanced countries, we can find some coordinating centers which promoted cooperative activities. In this paper, we will review the role of NTT in the computer and communication industry of Japan before NTT's privatization, and then discuss about the coordinating functions for cooperation and information trading among rivals in R&D activities to make innovation or to penetrate into new business area.

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A project ideally describes the smooth mountain-shape lifecycle. Actually, however, there are many projects which describe quite a different shape, triggered by interim team discussions and "voice from the Mount". This results in the huge waste of resources, and the imbalance of the team members' private life.

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The CM system has been making gradual inroads in Japan over the past year. The purpose of employing the CM system is to maximize profits for the owner, and the key to increasing the acceptance of the CM system is to ensure that CM responds directly to the Owner's intent. Expectations of Japanese owners have been based upon the experiences of owners in the USA and case studies of Japanese companies in foreign countries. In order to increase the use and acceptance of CM, it is critical that owners thoroughly understand the CM system. The CM system should be promoted by people who are knowledgeable in the field of CM. CM suppliers, especially Japanese EC, must develop a high level of professionalism and a high standard of service.

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An unified approach is proposed to the optimal allocation of human resources for the activities in a project. Project activities are broken down into work packages for functional organization and the work volume of these packages are estimated according to the characterization of the project engineering work, which are evaluated considering the severity of cost, schedule and quality. Since those work volumes include various grades of works, scheduled times and man-hours depend on the skills of available persons of engineers in the organization. In consideration of these circumstances, the human resource allocation can be actually realized and utilized. This article proposes the procedure to determine the optimal number of classified engineers required to perform those graded works, base on the evaluation of work volume in the specified work packages.

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In order to proceed multi-projects under a matrix organization, human resources assigned to each dicipline and their prepared work packages may hold the keys to project's success. In this paper, a human resource allocation problem with respect to engineer's quality and their work volumes, which are specified in the work packages, is stated in a Liner Programming (LP) form of man-hour allocation problem. The stated man-hour allocation problem is solved by applying an analytical solution method for the LP problem that makes possible essential understanding of the optimal solution space of the problem. A heuristic for the man-hour allocation problem may also be introduced through this analysis.

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What kind of mechanisms of management may be necessary to achieve the project goal and to build up consensus when it is difficult being together in the same place? I introduce the example of problems which we faced along the joint research project case of the plural company. When we try to work with as one project exceeding the borders of each company. They will be faced with difficulties in various situation of corporate culture, procedures, customs, behaviors. How can we prepare methods? Communication will become an Important theme not only it should expresses the strategic positioning, but also result centered project process setting, the upgrading of consensus for achievement. In this presentation, I explain the strategic plans and the results that we tried.

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ANSI/EIA#748 "Earned Value Management System" is a guideline for the Project Management, focusing the project performance measurement, issued in June, 1998. It consists of the 32 criterion, terminology guidelines and implementation guides. As it originally comes from the acquisition regulation of the Department of Defense, called DoD5000.2-R, it is a mandatory regulation for the Defense and NASA acquisition. To implement EVMS, analyze and organize the project tasks with WBS, estimate the cost and schedule, establish Baseline and the criterion for earned value award, then, measure the performance and controls the cost and schedule.

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NASA has been changing its contract type from CPAF(Cost Plus Award Fee) to FPI (Fixed Price Incentive), since it has received the recommendations from NRP (National Performance Review). FPI is based on FFP (Firm Fixed Price). The buyer and the seller receive incentives when there is a cost delta between Planned and Actual. The amount of each side is calculated through pre-determined share ratio. To avoid buyer risk, ceiling price is Set. For seller, he can expect buyer fulfillment based on sharing ration in case of the actual cost exceeds the planned if it is still under the ceiling price. Therefore, the seller risk become smaller than FFP. FPI seems the well risk balanced contract type and is worth to think about.

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The purpose of this study is to survey a role of Project Management relation to the Alliance Strategy in Engineering Contractor Bisiness (E C). In usual, the study for Project Management in EC is rather related on technical stand of view. In this sutdy, an analysis has been done in the point of relations amang Alliance Strategy (AS) and human resources, informations, oganizational activities in each stages of project life cycle. Most alliance strategies carried out in the general constractoin bisiness such as buildings and civil engineerings were common as Joint Venture ralations. On the contrary, in chemical, pharmaceutical, food processing and electrochemical fields, AS were carried out in contract-subcontract relations. And in the Intenational EC business, for more 10years, AS were preferred for the reasons of marketing and resk sharing among contractors, finacial organizations, vendors and customers. But the role of Project Management in AS was not so reffered. Now, a matured economy and mega-competition ara, each manufacturing companies have continued their investments on the worldwide view point. Project Management, notonly for efficiency of project execution but also for project creation and consulting of plant innovetions and renovations has been more inportant. The alliance Strategy is one of key concepts for Project Management in EC business, in oder to understand the AS and how to utilize AS. This paper summerlizes such points.

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[in Japanese]

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[in Japanese]

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This paper presents a study on project management in developing C/S-based logistics systems by analizing and providing solutions to problems originating from the project leader's lack of experience. We introduce a case study for the correction of a troubled project from the viewpoint of the general elements of project management, namely, quality, cost and time of delivery. On the basis of our real-life experiences in project management, we also present additional issues that require attention when developing an individual business system, such as a logistics system.

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[in Japanese]

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[in Japanese]

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We believe that the following problems remain in the field of scientific management methods. (1) Project management is supposed to start from the Gantt chart and WBS (Work Breakdown Structure), but there is no established procedure to create procedures and WBS before the Gantt chart. Isn't there a good way of creating such a procedure? (2) Among the existing techniques developed to increase management efficiency are engineering methods such as VE (Value Engineering), IE (Industrial Engineering), QC (Quality Control), and Project Management. These should be universally applicable, but in some cases there is a gap. Isn't there a way of supplementing and appropriately joining all these methods together? (3) The NM-method invented by Masakazu Nakayama, and the KJ method (affinity-method invented by Jim Kawakita) are excellent for producing ideas and understanding phenomena, but when it comes to linking them with concrete business, including VE, IE, and QC, there is a gap. Isn't there a way of appropriately joining together and supplementing all these methods? Advanced project management methodology answer s tto hese questions.

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This method is a method to criate the wisdom from knowledge, and first clear paper in this mehtodological area. This method supliments the methodology of project management effectively and other conventional methodology.

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The interests and the necessity of Project Management has been advocated for several years. Under circumstance that PMI certification has become more popular, the fundamental concept of Project Management and Groupware for the huge Project (involving more than 1,000 development peoples) is described as the example PMBOK applied. It describes the approach for controlling products/deliverables and the mechanism of schedules, cost and change control based on Earned value analysis. It also introduces new Lotus Notes based tool that was development to monitor project performance effectively.

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I studied the "Surveillance Inspection System" from USAF (United State Air Force) as the new methods for the aircraft's quality control, changed from the old type "Inspection System". And then, I studied continuously the 'Reliability & Maintenability Control", "System Management" and I tried how to apply these methods for our JASDF (Japan Air Self Defence Forces). After retiring, I had been engaging as an quality control manager in a manufacturing company, I was noticed ISO-9000's root is the USAF's requirement in the old specification and TQM's root is the USAF's "System Management". So I intended to introduce here the systematical flow of these, based on my experiential knowleges and to search the going way of tae Japanese Industry in the more Globalized situations in the 21th century.

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[in Japanese]

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[in Japanese]

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[in Japanese]

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It is very important for our company to enhance management skill of our project managers who run over 500 projects in Japan and overseas. As a matter of fact, their management skill levels are various because of their abilities and carriers. However, the same level of management ability is required to assure and establish excellent quality of our "Products" and "Projects". We utilize a set of standard manuals called "Chackage" in which the tasks of project manager are broken down, analyzed, categorized and described in "work flow", "work package" and "management document" in detail. In this my presentation, I will explain the preparation process, the contents and the management philosophy of this "Chackage" standard manual. At the same time, I will compare it with PMBOK for its future updates and revisions.

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[in Japanese]

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[in Japanese]

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[in Japanese]

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[in Japanese]

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[in Japanese]

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[in Japanese]

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[in Japanese]

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[in Japanese]

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[in Japanese]

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[in Japanese]

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[in Japanese]

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[in Japanese]

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[in Japanese]

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Project cannot succeed only by process management. Applying adequate technology is most important factor for project success. One of the technologies is selection of control chart. Inadequate chart causes project troubles by missing control timing and action. Product rate type control chart is most adequate for daily control and project overview management. We can clearly describe daily goals, easily find delay of daily results. And we easily estimate delay of number of days at the end of the process by using this chart. This paper discussed planning curve patterns and daily products curve patterns from real project management meetings.

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[in Japanese]

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The model of enterprise's organization in Industrial Era was the tree structure, and its model of decision making process was also the hierarchical structure of powers, in which senior executives have a wider span of knowledge than do their subordinates. Enterprise's decision making in Information Era is performed by knowledge exchanges on a flat wide spread structure (hyperlinks) by World Wide Web (WWW). This is termed "hyperarchy" by P. B. Evans and T. S. Wurster, in which everyone communicates richly with everyone else on the basis of shared standards. This report describes author's opinion on an enterpise model in knowlwdge-base Era in 3 points of view: 1) identifying the complexity in decision-making, 2) the relation between the hyperarchical decision-making process and the enterprise business model's framework/architecture, 3) a strategic project management system by using the balanced scorecard.

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[in Japanese]

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[in Japanese]

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Private Finance Initiative(PFI) is considered prospective business chance. For sustainable growth of economy, social capital is indispensable and a wide spectrum of public services grow in variety. However, PFI core enterprises are neither matured nor capable enough to take leadership and offer appropriate proposal. In fact, they are conservative in new business challenge. Nevertheless, business chances are generated in the boundary between public and private domain like information highway, ecology prevention, and community development. In order to penetrate PFI, generic scheme shall be standardized in project context. This paper envisages base framework.

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