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Article type: Cover
2001 Volume 3 Issue 5 Pages
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Published: October 15, 2001
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Article type: Index
2001 Volume 3 Issue 5 Pages
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Article type: Index
2001 Volume 3 Issue 5 Pages
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Katsumori Matsushima
Article type: Article
2001 Volume 3 Issue 5 Pages
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Published: October 15, 2001
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Akira Tominaga
Article type: Article
2001 Volume 3 Issue 5 Pages
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Yoshiaki Shibao
Article type: Article
2001 Volume 3 Issue 5 Pages
3-6
Published: October 15, 2001
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The business environments surrounding enterprises are rapidly changing and enterprises are shifting towards stockholders weighted management. It innovation and deregulation are creating competitive society globally and this competitive world is spreading in any industries rapidly. In order to create further values for enterprises under such tough competitive environments, new ideas and approaches must be required to break through. While most of enterprises belonging to Construction industry, IT industry and R&D oriented Industries are creating enterprise values through the results of projects and they affect the enterprise values directly. In these several years, a new concept of EPM(Enterprise Project Management), which defines any of activities as projects and requires to maximize a throughput for sum of all projects, is gradually spreading into industries. This article presents a concept of EPM and it's model.
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Toshiyuki Horiuchi, Tetsurou Seki
Article type: Article
2001 Volume 3 Issue 5 Pages
7-12
Published: October 15, 2001
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This article is commentary on the potential of project management as the enterprise management paradigm. Recently, the project management has been received as the method, which locally optimizes the project process and its result. The Enterprise Project Management(ibid.EPM)is going to receive as the method of company-wide optimizing way of enterprise management. In this article, the absically understanding of EPM in the Japanese company is considered. Especially the importance of the top-management to permeate of project management as the enterprise management paradigm through company, which refers to the consideration of TQC/TQM, is discussed.
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Hideo Fujita, Bob Arthur, Takashi Okubo
Article type: Article
2001 Volume 3 Issue 5 Pages
13-20
Published: October 15, 2001
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In 1996, IBM issued a mandate to facilitate its growth and transformation by becoming a highly project-based organization. To support this strategy, IBM established the Project Management Center of Excellence(PMCOE). The PMCOE has undertaken multiple initiatives such as IBM's PM method, PM tools, project manager certification program, and PM education. One such initiative is providing guidance on "project offices" and its implementation process across IBM. After analysis of IBM's existing project office examples, we concluded that the single "project office" model with a set of certain functions is not a realistic idea. Organizations vary in how they manage their projects. We defined four project office models as types to meet the various organizational situations : Type-1 Project Office : Institutionalizes Project Management, Type-2 Project Office : Supports Projects, Type-3 Project Office : Provides Management Visibility and Type-4 Project Office : Controls Projects. These represent ideal types of "project office". These are not IBM unique but common and applicable for organizations striving to be project-based. This set of model definitions supports the organizations's management to easily design their own project office and implementation process that meet the organizational business strategy.
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Yumiko Hazeyama, Masahiko Abe, Katsumi Honda, Tohru Matsuodani
Article type: Article
2001 Volume 3 Issue 5 Pages
21-23
Published: October 15, 2001
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Personnel's training is an important issue for improving performance of projects. Conventional way of training has emphasized lecture-based individual learning for improving project managers' ability. However, this way has a limit to the training effect. In this paper, we introduce a framework of Modern Project Management training, which emphasize practice-based group learning provided by professional project managers.
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Tsuneo Jida
Article type: Article
2001 Volume 3 Issue 5 Pages
24-27
Published: October 15, 2001
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It is featured in this report about the re-composition of the branch-business-units of the joint-venture company(outsourcing-service offer company)established by the outsourcing business. The organization of this company was the division system organization of the non-concentration in the beginning. At present, this organization is composed again, and it is being reformed in the organization that it turns the efficient, effective and integrated organization. It is stated about the one way of approaching it to turn to this integrated organization.
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Kenji Kohga
Article type: Article
2001 Volume 3 Issue 5 Pages
28-33
Published: October 15, 2001
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This paper examines some aspects of the transformation project management, which is needed by many corporations, having intention to transform their structure of corporate management. While the radical and rapid change of management environment requires corporations to initiate the transformation project, they have been faced with difficulties carrying task out. In order to realize transformation of corporations, it is needed to introduce new perspective and to take actions of project management to the newly appearing fundamental problems in addition to the traditional(basic)transformation method of corporation. The above mentioned new perspective consists in five areas, that is to say, multiple, flexible, mental-care, global, and large-scale project management. For the purpose of contributing to corporate management, and of motivating member of corporation, I indicate here the basic concept and co-relation of those five areas. In other words, this paper is a small attempt to put the method of project management to the solution of the most important management task which many corporations encounter with.
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Isao Takei
Article type: Article
2001 Volume 3 Issue 5 Pages
34-35
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Hiroshi Yamasaki
Article type: Article
2001 Volume 3 Issue 5 Pages
36-39
Published: October 15, 2001
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Yasunobu Kino
Article type: Article
2001 Volume 3 Issue 5 Pages
40-41
Published: October 15, 2001
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Seiichi Ohtake
Article type: Article
2001 Volume 3 Issue 5 Pages
42-43
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Tomio Yamamoto
Article type: Article
2001 Volume 3 Issue 5 Pages
44-
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Yonetaka Yamamoto
Article type: Article
2001 Volume 3 Issue 5 Pages
45-46
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Kaoru Nunokawa
Article type: Article
2001 Volume 3 Issue 5 Pages
47-
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Article type: Appendix
2001 Volume 3 Issue 5 Pages
48-57
Published: October 15, 2001
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[in Japanese]
Article type: Article
2001 Volume 3 Issue 5 Pages
58-
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Article type: Appendix
2001 Volume 3 Issue 5 Pages
58-
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Article type: Appendix
2001 Volume 3 Issue 5 Pages
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Article type: Cover
2001 Volume 3 Issue 5 Pages
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Published: October 15, 2001
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