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2013 Volume 15 Issue 6 Pages
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Article type: Appendix
2013 Volume 15 Issue 6 Pages
i-ii
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Article type: Appendix
2013 Volume 15 Issue 6 Pages
iii-iv
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Article type: Appendix
2013 Volume 15 Issue 6 Pages
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2013 Volume 15 Issue 6 Pages
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Article type: Index
2013 Volume 15 Issue 6 Pages
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Article type: Index
2013 Volume 15 Issue 6 Pages
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Takashi Uesaka
Article type: Article
2013 Volume 15 Issue 6 Pages
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Masahiko Abe
Article type: Article
2013 Volume 15 Issue 6 Pages
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Kazuo Iwata
Article type: Article
2013 Volume 15 Issue 6 Pages
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This paper explains the procurement management techniques that are necessary to make a project succeed amidst prevailing conditions, in which outsourcing is an inseparable part of system development projects. Dealing with ambiguity has become important in the upstream process that will decide the ultimate outcome of a project. The various responses to ambiguity are divided into separate categories, namely, "aversion," "mitigation," "imputation," and "acceptance." In this paper, particularly close attention is paid to the "mitigation" and "imputation" techniques of responding to ambiguity. Specifically, response methods are introduced for each of the main aspects that will determine whether the project succeeds or fails, such as clarification of scope, prior arrangements with vendors, careful selection of vendors, and the appropriate execution of multistage contracts.
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Shigeaki Matsumoto, Masahiko Abe
Article type: Article
2013 Volume 15 Issue 6 Pages
9-14
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This paper describes metrics based project management systems that can simultaneously manage several types of project such as system development and package products development. The metrics enable SQA managers and executives to understand status of the project in the same point of view. In our approach, domain specific issues are surveyed and standard metrics which can visualize project status are defined. Then, the metrics are collected by project managers in order to report them to SQA managers. Additionally, in order to reduce the workload of the reporting tasks. Project management systems are introduced to generate metrics from favorite project management tool. The system enables SQA managers and executives to check the status of the project by weekly. The system can enumerate risky project by alarming and showing historical trend of metrics. It enables us to grasp project situation, to monitor several projects simultaneously and to find risks in project at early stage. As a result, projects in failure will be reduced at lower cost.
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Shinichi Urakawa
Article type: Article
2013 Volume 15 Issue 6 Pages
15-18
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Project management is performed exactly and the very natural thing of leading a project to a success cannot be realized very much easily. If advantageous environment, such as an experienced field, a handy scale, and veteran organization, is ready, success probability will become very high, but it always is not only a good project of conditions. Although an organization, a company, an organization, etc. which belong plan and start execution of a project with responsibility, a route until it leads to the participation after project starting and a success is not easy. The standard practical use for project management is effective. However, it is necessary to devise practically. Then, I would like to consider the point about the concrete solution for taking the checklist for evaluating a project for an example, and leading a project to a success from a writer's experience.
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Yasuhide Sato, Hiroki Ide, Toru Azusawa, Tomohiro Taira, Yusaku Nakaji ...
Article type: Article
2013 Volume 15 Issue 6 Pages
19-22
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The Financial Instruments and Exchange Act (J-SOX) was applied to listed companies in Japan from fiscal year 2008 to prevent the repeated accounting scandals and a lack of compliance. However, there is little literature on PMO activities corresponding to J-SOX and besides this is an example of specific industry. NTT Data Corporation became subject to US-SOX (Public Company Accounting Reform and Investor Protection Act) as a subsidiary of the NTT Group, listed in the US stock exchange, as well as to J-SOX as one of listed domestic companies. Deficiencies, pointed out in these audits, may lead to a huge increase in operational cost. In order to prevent deficiencies from occurring, it is necessary to improve company-wide IT control level and to act efficiently. So this paper suggests PMO activities that the IT Control Development Team should implement. The concrete activities to be implemented are the consolidation of in-company rules concerning IT Control, self-check, sharing information and support, and further improvement of PDCA cycle. In consequence of implementation of these activities, the number of relevant audit items has been reduced by about 29%, which has reduced the work within the IT Control Development Team by about 27%.
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Kouichi Yamaguchi, Masayoshi Chikada, Kazuyo Nishizawa, Kenichi Nakaga ...
Article type: Article
2013 Volume 15 Issue 6 Pages
23-28
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In recent years, the problem on which major mission critical systems cannot work on the day of scheduled beginning-of-mission is a big social problem. The main factor of this problem is a trouble which results from failure of IT project. Generally, it is said that a success of IT project is greatly dependent on a project manager's capability. By the way, the difficulty of IT project is becoming high every year. Thus, a success of IT project does not depend on a project manager's individual capability, but the measure of organizational project management is becoming important. In this paper, the structure which visualizes and quantifies the status of a project was proposed based on the effort example of the organizational project management of Nippon Telegraph and Telephone West. Furthermore, the result adopted as an effort of PMO was described. As a result, the on-going project activity situation has been understood appropriately, and the preemptive move for problem generation became available.
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Masato Ono
Article type: Article
2013 Volume 15 Issue 6 Pages
29-32
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The technologies and knowledge which should be acquired by IT engineers are always changing: for example, change in web technology and mobile technology, change of user needs from paper culture to download culture, and so on. Although a project manager works hard to secure engineers to make a project successful, the project starts with insufficient organization in many cases. The section the author belongs to has improved the problems by combining matrix organization into projectized organization. Whereas matrix organization enhances the mobility of the engineers, career formation is more dependent on the engineer's discretion in comparison with functional organization. This paper considers on the ideas for engineer's training and human resource portfolio toward the next generation.
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Nobuo Yoneoka
Article type: Article
2013 Volume 15 Issue 6 Pages
33-
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[in Japanese], [in Japanese], [in Japanese], [in Japanese], [in Japane ...
Article type: Article
2013 Volume 15 Issue 6 Pages
34-37
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Takeshi Iwao
Article type: Article
2013 Volume 15 Issue 6 Pages
38-41
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Chiyomi Konishi
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2013 Volume 15 Issue 6 Pages
42-43
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Article type: Appendix
2013 Volume 15 Issue 6 Pages
44-48
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Shunichi Otaguro
Article type: Article
2013 Volume 15 Issue 6 Pages
49-50
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Makoto Nonaka
Article type: Article
2013 Volume 15 Issue 6 Pages
51-52
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Masao Kawasaki
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2013 Volume 15 Issue 6 Pages
53-55
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Shinya Hisai
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2013 Volume 15 Issue 6 Pages
56-60
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Chiyomi Konishi
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2013 Volume 15 Issue 6 Pages
61-63
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Kohtaro Shibata
Article type: Article
2013 Volume 15 Issue 6 Pages
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Article type: Appendix
2013 Volume 15 Issue 6 Pages
65-66
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Article type: Appendix
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2013 Volume 15 Issue 6 Pages
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Article type: Appendix
2013 Volume 15 Issue 6 Pages
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Article type: Cover
2013 Volume 15 Issue 6 Pages
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