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2012 Volume 14 Issue 4 Pages
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Article type: Appendix
2012 Volume 14 Issue 4 Pages
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Article type: Appendix
2012 Volume 14 Issue 4 Pages
ii-iii
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Article type: Appendix
2012 Volume 14 Issue 4 Pages
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2012 Volume 14 Issue 4 Pages
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Article type: Index
2012 Volume 14 Issue 4 Pages
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Article type: Index
2012 Volume 14 Issue 4 Pages
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Kensei Yoshida
Article type: Article
2012 Volume 14 Issue 4 Pages
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Kazunori Yamamoto
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2012 Volume 14 Issue 4 Pages
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Mitsuru Takada
Article type: Article
2012 Volume 14 Issue 4 Pages
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Past several years, although research and education on project management have been prevalent, the success rate of IT-related projects of companies and local governments has continued to be around 30%, and cannot rise easily. Some large-scale projects at a cost of more than one billion yen have recently completed in the company the author belongs to. The author acquired reflection and knowledge on the experiences through the task of supporting these projects. We tried to create a guideline and supportive tools from their teachings for the purpose of the prevention of failure recurrence in future projects. Although this approach is premised on the risks peculiar to our company, we consider it can be used generally in other IT-user companies.
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Hisao Izumi, Naoki Tsujikawa, Toshinobu Nishimura, Masahiro Azuma, Kat ...
Article type: Article
2012 Volume 14 Issue 4 Pages
9-14
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At NTT DATA Corporation, to reduce project losses, we conduct risk assessment as a part of the efforts to prevent project failures. Also, we are building and promoting QMS as an effort to increase customer satisfaction and to improve quality. Sector PMO is also building QMS improvement cycle with three pillars, project monitoring, internal audit, and risk assessment. We have put our effort to conduct risk assessment to prevent project failures. In risk assessment, we recognized three key issues based on our lessons. (A) How can we reveal initial risks, and how effectively and efficiently can we perform risk monitoring? (B) After a project is started, how can we prevent the project failure? (C) How can we incorporate lessons into the process to build a useful risk management system? We took the following actions, (a) To place importance on initial risk identification, (b) To manage the estimated final cost included with risks, (c) The estimation was reviewed by third parties before the order acceptance so that accuracy of the estimation can be improved. This article describes facts of risk management, actions taken, results, lessons, and future directions of process improvement for risk management as well as examples of these subjects.
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Koichi Kudo
Article type: Article
2012 Volume 14 Issue 4 Pages
15-19
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When we, as project managers, manage certain projects, we try to ensure project quality by balancing so called "Three Constraints of Project Management" which are Scope, Time and Cost. Since even a minor change caused by an unexpected event would affect in one of these three constraints would affect at least one of the others, we must carefully and deal with those uncertainties.In the past project I involved in, I tried to manage projects to avoid an effect on the three constraints by dealing with the unexpected events as soon as they arise. However, it resulted in increase in cost and delay in delivery date. In the recent project, I am gradually able to achieve project goals and objectives by considering risk management and managing projects with prediction and prevention. In this report, I will examine and systematize the risk management that I practiced.
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Fumitaka Kashima
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2012 Volume 14 Issue 4 Pages
20-22
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Chikako Morimoto
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2012 Volume 14 Issue 4 Pages
23-28
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Mutual trust between the leader and members is necessary to collect the risk information of a project. However, nowadays projects involve various members, and sometimes have to be released quickly. So, it is difficult to build a mutual trust relationship between the leader and members in such a short time. This research analyzed investigation data to inspect the situation in which members can report the problem of the project to leader easily by using Tackman's team building model. In addition, as a proposal to help build the team-relationship effectively, in order to evaluate that "Communication Facilitator (CF)" was applied to the real project.
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[in Japanese]
Article type: Article
2012 Volume 14 Issue 4 Pages
29-
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[in Japanese]
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2012 Volume 14 Issue 4 Pages
30-
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[in Japanese]
Article type: Article
2012 Volume 14 Issue 4 Pages
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[in Japanese]
Article type: Article
2012 Volume 14 Issue 4 Pages
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Article type: Appendix
2012 Volume 14 Issue 4 Pages
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Article type: Appendix
2012 Volume 14 Issue 4 Pages
33-35
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Tsuguhito Sumi
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2012 Volume 14 Issue 4 Pages
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Hiroaki Itakura
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2012 Volume 14 Issue 4 Pages
37-38
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Hidetaka Nakajima
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2012 Volume 14 Issue 4 Pages
39-40
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Koh Ito
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2012 Volume 14 Issue 4 Pages
41-42
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Hiroko Nagaya
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2012 Volume 14 Issue 4 Pages
43-45
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Kohtaro Shibata
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2012 Volume 14 Issue 4 Pages
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Ryoichi Wakuta
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2012 Volume 14 Issue 4 Pages
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Article type: Appendix
2012 Volume 14 Issue 4 Pages
48-49
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2012 Volume 14 Issue 4 Pages
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Article type: Appendix
2012 Volume 14 Issue 4 Pages
51-53
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2012 Volume 14 Issue 4 Pages
54-55
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2012 Volume 14 Issue 4 Pages
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Article type: Appendix
2012 Volume 14 Issue 4 Pages
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Article type: Cover
2012 Volume 14 Issue 4 Pages
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