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2015 Volume 17 Issue 4 Pages
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2015 Volume 17 Issue 4 Pages
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2015 Volume 17 Issue 4 Pages
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Article type: Index
2015 Volume 17 Issue 4 Pages
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2015 Volume 17 Issue 4 Pages
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Minoru Chikusa
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2015 Volume 17 Issue 4 Pages
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Hiroshi Kuroki
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2015 Volume 17 Issue 4 Pages
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Koichi Tazaki
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2015 Volume 17 Issue 4 Pages
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In EXA CORPORATION, project managers (PMs) working on site can often use organizational knowledge to address project troubles in the form of "risk checklists" or "troubleshooting case studies" to prevent troubles before it happens. Unfortunately, these tools are sometimes unsuitable to the situations that these PMs face daily. Here, we present examples of new methodologies to collect daily project knowledge efficiently, such as a "causal chain chart" and a "project risk model," based on existing processes with minimum additional required costs.
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Nobuyuki Ishikawa
Article type: Article
2015 Volume 17 Issue 4 Pages
9-14
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In most projects, project managers primarily focus on their own teams' levels of project management skills, knowledge and competency. If a project manager who works as one's counterpart has a sufficient level of project management understanding and maturity, the project's success or failure might hinge on one's own project management competency and maturity. However, if this is not the case, the project may fail even if one's team has sufficient project management skills and knowledge, and there are no problems on one's team, since there might be critical project management problems with one's counterpart that affect the entire project. For instance, any work planned for one's team that is dependent on the work or work product of a counterpart might be suspended often owing to delays or quality issues caused by project management problems. And such situation will lead to the entire project or program to be suspended or canceled eventually. Assessing the skill level of project management in general and project management processes (in this paper, those are considered as key indexes of project management maturity level in the narrow sense, and referred as project management maturity level hereafter) in one's counterpart at the initial phase of the project with simple method is considered effective to identify such a risk and consider a mitigation plan.
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Shunji Uesugi
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2015 Volume 17 Issue 4 Pages
15-20
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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.
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Shunichi Uyama
Article type: Article
2015 Volume 17 Issue 4 Pages
21-25
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In the water fall systems development model, if ambiguity or a shortage of specifications are overlooked or a lack of documentation with the requirement definitions remain through the completion of the upper process of the basic design, faults and change requests may occur frequently immediately after a user test or full operation. Moreover, the project may become troubled with delivery delays or bad quality. In the system replacement, especially the application of business package software, a customer expects development cost reduction, a shorter development period, and a smaller contractor development team and user test support team than in the case of software development from scratch. Therefore, when the problem in an upper process actualizes as a defect and a change request after a user test, the impending measure needed to address the pending request takes priority, and problem solving based on an essential causative analysis and future measures against risk are carried out. This is a case that causes project protraction as a result. In this paper, risk response planning and its implementation, considered "firefighting," for a certain troubled project of an operating package application are presented based on risk analysis as an improvement management issue example.
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Kiwako Koyama, Maki Komori, Yuji Kyoya, Yasutaka Shirai, Chimiko Kume, ...
Article type: Article
2015 Volume 17 Issue 4 Pages
26-31
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As software development becomes more uncertain, risk management activities become more important. Organizations need to implement risk management activities that match their project management capabilities and objectives, but most organizations fail to do so. In order to ensure successful implementation of risk management processes, we have developed a risk management maturity model. This paper proposes this risk management maturity model and suggests three actions to implement better risk management activities. We also present the contents of e-Learning materials and guidelines to deploy the essence of this model in our company.
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[in Japanese], [in Japanese], [in Japanese], [in Japanese], [in Japane ...
Article type: Article
2015 Volume 17 Issue 4 Pages
32-39
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Masanobu Umeda
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2015 Volume 17 Issue 4 Pages
40-
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Article type: Appendix
2015 Volume 17 Issue 4 Pages
41-44
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Tomoyoshi Ota
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2015 Volume 17 Issue 4 Pages
45-
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Yoshinobu Tamura
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2015 Volume 17 Issue 4 Pages
46-47
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Hiroaki Itakura
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2015 Volume 17 Issue 4 Pages
48-50
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Koichi Nagachi
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2015 Volume 17 Issue 4 Pages
51-54
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Article type: Appendix
2015 Volume 17 Issue 4 Pages
56-
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Article type: Appendix
2015 Volume 17 Issue 4 Pages
57-59
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Article type: Appendix
2015 Volume 17 Issue 4 Pages
60-
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Article type: Appendix
2015 Volume 17 Issue 4 Pages
61-
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Article type: Appendix
2015 Volume 17 Issue 4 Pages
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Article type: Cover
2015 Volume 17 Issue 4 Pages
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