It is important to obtain consensus among the stakeholders of a customer to resolve critical issues that influence the direction and success/failure of a project during its management and execution. Consensus building is an important ability that a project manager should possess. A project manager must consider several important points when building consensus with stakeholders, such as agreement, plan, and targets for arrangement and settlement. Without preparing these points, a project manager may be unable to resolve issues. In project management, it is important to consider the intentions of a customer's stakeholders, plan for consensus, and prepare and maintain the facts and evidences, which armed with theoretical evidences, become the necessary ingredients of an agreement scenario. The "Consensus building Scenario Map" is a preparation tool to obtain consensus among stakeholders. This article highlights the necessary steps in consensus building and discusses the details and efficiencies of the scenario map.
Business requirement definitions are often necessary in developing information systems and the first activity is stakeholder requirement elicitation. Therefore, the primary stakeholder in information systems is considered the baseline stakeholder and the related stakeholders are distinguished through information with this baseline stakeholder. There are three problems with the conventional stakeholder distinction methods. (1) The information between stakeholders is incomprehensible. (2) Demarcating the roles and responsibility of stakeholders is impossible. (3) It is impossible to transfer the information between stakeholders to downstream processes. The G-RD (Global Relations Diagram of Function and Demarcation) is a relation diagram focusing on information between businesses. The G-RD defines an element as an entity that sends or receives information and this information between elements is defined as a relation. If a stakeholder is defined as an element utilizing G-RD, information between stakeholders becomes clear and the three problems of conventional stakeholder distinction methods can be solved. This paper examines a case study, which applies the G-RD to business requirements definitions and information systems requirements definitions, and confirms the effectiveness of the G-RD.
An ODA project of JICA, this large-scale systems integration project aims to establish the National Spatial Data Infrastructure networking system for the Indonesian government. This study includes an example of the project management of a three-year large-scale systems integration project in Indonesia, examining human and team management in cross-cultural environments, including various problems such as development suspension by change request, human resource planning, and stakeholder management; and their solution through intensive communications with the customer, utilization of local subsidiary, flexible development activities, among others.
Based on my extensive experience of project management, I think its least discussed aspects are the team management techniques in project promotion and planning. There is little debate over team management techniques, and often, the traditional techniques within the company remain unchallenged. It is not wrong to continue with the proven choice than adopt an unknown technique which might lead to failure of the project. There is a reason that a certain management technique has succeeded. Further, it is understandable that the most suitable team management technique varies according to the situation by aligning the project's progress with its delivery date and required outcome. Therefore, I discuss situational team management techniques with an example.
Sometimes, we face difficulties that impede the progress of projects. Therefore, finding creative solutions to problems is one of the most important themes team management. One such method is the "Dynamic Constraint Relaxation Theory" in cognitive science. The theory states that constraints in solving problems are dynamically updated while the problem solving process is hampered by personal cognitive restriction. This study examines how problems are creatively solved using an agent-based simulation and the "Dynamic Constraint Relaxation Theory". Consequently, the study confirms that the number of problem solving ideas changes with the attitude of the member's toward proposals from other members. I present an approach of creative problem solving through a team management study.
In large-scale system development, multiple sub-projects are developed in parallel and there is a substantial increase in the number of stakeholders. Moreover, as there is parallel implementation of specification of the functions in sub-projects, their managers must handle the sub-projects that have an ambiguous status, and constantly monitor other sub-projects. The cost of adjusting external specifications in such projects is extremely high; hence, experience and intuition gain importance in comparison to normal projects. I describe the effect of the measures that I considered to take full advantage of experience and intuition in such projects.
In recent years, the development of cloud computing has reduced the total cost of ownership of information systems. Reduction in cost is possible when both system development and maintenance involve more offshore companies. It is easy to transfer instructions for routine operations to offshore companies; however, non-routine operations require operators with advanced knowledge and the various decisions involved are difficult to describe through documentation. In this study, we examine one case in which the measures adopted were effective in transferring a non-routine operation offshore.