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2003 Volume 5 Issue 3 Pages
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Article type: Index
2003 Volume 5 Issue 3 Pages
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2003 Volume 5 Issue 3 Pages
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Tetsurou Seki
Article type: Article
2003 Volume 5 Issue 3 Pages
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Tadashi Yoshizawa
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2003 Volume 5 Issue 3 Pages
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Hiroyuki Yoshikawa
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2003 Volume 5 Issue 3 Pages
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Akira Tominaga
Article type: Article
2003 Volume 5 Issue 3 Pages
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Masatsugu Kakuda
Article type: Article
2003 Volume 5 Issue 3 Pages
6-10
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The following will give background information, cover a general outline, and demonstrate the usage value of EVM (Earned Value Management). In addition to the above, this document will also give an explanation of how to put EVM into use. The following should be considered when using EVM: ・Set the baseline with extreme accuracy. ・Appropriately set the reserve (time and resources) for each step of the development process or the project on a whole. Do not apply the reserve to the baseline. ・Since cost, time, and product quality impact one another, consider all three when measuring performance. ・Accumulate all project data (I. e. project plans, evaluation results) in order to use it for the similar projects in the future. Furthermore, this report will also introduce additional information aimed at the purchasers in order that they can maximize the effectiveness of EVM, as it seems that more and more purchasers of computer systems will use EVM to manage the performance of their system engineers.
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Yasunobu Kino
Article type: Article
2003 Volume 5 Issue 3 Pages
11-15
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Partly owing to government's examination of introducing EVM-based project management on IT service procurements, EVM is increasingly attracting people's attention. But on the other hand, a lack of skilled human resources in this area is often concerned. Though, we can expect that many project managers and members who lack experience of using EVM at least have an experience of managing project progress based on quantity of deliverables such as number of program modules. Adding to that, concepts and ideas of EVM is nothing new, and it already has many achievements in Europe and America. In this paper, for those who have experience of managing projects based on deliverables' quantity, I would like to make it clear the difference between such methods and EVM, and describe points of carrying out EVM effectively.
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Yukio Hoshi, Satoshi Awane, Sadahiro Ishikawa, Kenji Hatsuda, Akira Ha ...
Article type: Article
2003 Volume 5 Issue 3 Pages
16-21
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It is required to get transparency and high-visibility through the project life cycle for a project's success. To share metrics of cost and performance in organization leads to get early indications and prevention of problems. In this report, we select project metrics to enhance visibility of project and examine a project performance measurement system which uses them. We use the project management knowledge areas of PMBOK in the selection of project metrics and we use the technique of earned value management for the definition of metrics in Project Time Management and Project Cost Management.
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Yoshihisa Fukuda
Article type: Article
2003 Volume 5 Issue 3 Pages
22-26
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This paper is for project managers in IT projects and is described about time and cost management by using EV analysis in IT projects. In the techniques of performance reporting, Earned Value Analysis (EVA) is one of the fundamental and important techniques and tools. And we have to focus on how to estimate PV and evaluate EV and AC in order to realize "Time Management and Cost Management" effectively. The purpose of this paper is to make time and cost management more effective especially in IT projects. In order to make them more effective, it's extremely important for project managers to understand how to measure and evaluate project performance by using EVA. This paper can give you tips and hints about Earned Value Management (EVM) and EVA as a tool and a technique. It can be helpful to understand what and how to assess, evaluate and manage work results and project records in project performance by using EVA and EVM as time and cost management. So you can get an opportunity to learn and study how to execute and control your project beautifully.
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Takeshi KAKINOKI, Masatoshi NISHIO
Article type: Article
2003 Volume 5 Issue 3 Pages
27-33
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Recently, various enterprises including large company and small venture business have got into the Internet business market in a hurry. However, there are few enterprises that have performed strategic Internet business projects to establish competitive advantage based on clear principle. Present Internet business does not harmonize well with existing business, and prevents the business development. This paper introduces the concept of SIS (Strategic Information System) into present Internet business, and shows strategic framework for achieving product differentiation in the Internet product sales. Moreover, taking the case of imaginary company that have several alternatives concern to competitive strategy, we apply the AHP methodology in order to evaluate them.
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Akira Takemura
Article type: Article
2003 Volume 5 Issue 3 Pages
34-39
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The participation of the citizen to the societal planning has been required as before. As a method for their participation, the problem solving by the soft-approach is more expected. The soft-approach is different from the conventional development-typed idea. It is a methodology based on the idea on the activity of improvement and review. The committee-typed working formation is more effective than all participation-typed one from the viewpoint of the feasibility. Especially, it seems that the activity of the project team will be more important to fulfill their roles. For the team members, sufficient knowledge on actual activity is necessary. Also navigational ability and negotiable accountability are necessary while the approach to the consensus building is kept. In this paper, a segmental committee-typed soft system approach given careful consideration to accountability for stakeholder is advocated. The roles and concrete activity of approach coordinator are discussed.
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Masaki Koizumi, Tohru Matsuodani
Article type: Article
2003 Volume 5 Issue 3 Pages
40-45
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A successful project is one that meets its strategic business goals. Where a project involves an alliance with partners, however, its operational goals including time, cost, and quality tend to deviate from the organization's strategic goals including competition, profitability, and market needs. It is essential for such organizations to institute a project management system that meets two different goals : strategic and operational. Little methodology has been proposed for effectively describing and evaluating projects from these two viewpoints at the same time. This paper proposes a methodology for project management covering strategic and operational viewpoints based on strategy mapping. This provides a methodology for describing and evaluating each project's goals by strategy mapping, that is, mapping corporate strategy into each project's operational goals, and partner's goals based on the Balance Scorecard theory. Each goal, represented by performance indicators, is inter-related with the other, constituting network structures that represent their cause-effect relationship. With this methodology, an organization can effectively pick, analyze, and evaluate projects involving alliances with partners. Scenarios such as decision making for strategic alliance with partners in the software industry are discussed.
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Yasumasa Murai
Article type: Article
2003 Volume 5 Issue 3 Pages
46-52
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From Previous studies, the author notes that, although the work breakdown structure (WBS) defines all activities needed for a project by using the work packages, it allocates resources such as personnel and budgets without identifying the importance of the activities or making sure that no work package are omitted. This paper discusses why the simultaneous use of a network technique in preparing the WBS is effective in improving the status. For this purpose, agreement between the work packages and Project Network Diagram activities is required. As a result, the dependent relationship between activities enables omissions of the work package to be checked. It also suggests that clarification of work packages that do not allow sufficient time to perform each item of work enables examination on proper allocation of resources and parallel processing. The importance of the activities depend on two factors : whether the activity is given sufficient time in the duration, and the timing of necessary resources input. The author further introduces several important items that identify the importance of activities according to the resource input requirements.
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Keiju Matsushima, Shinya Hisai, Yasunobu Kino
Article type: Article
2003 Volume 5 Issue 3 Pages
53-54
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Masayuki Nakamae
Article type: Article
2003 Volume 5 Issue 3 Pages
55-58
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Our company did the spin-out from Mitsubishi Electric Corp in April, 2001 for the purpose of the improvement in service to the customer by quick action is carried out, it should correspond to the system integration business which changes quickly. In system integration business, It is no exaggeration to say that a success of project influenced by a project manager's management skills. We revised our methodology SPRINGAM for improvement in the project management skill. In this report, we present an improvement and spread activities of SPRINGAM.
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Tsuneo Jida
Article type: Article
2003 Volume 5 Issue 3 Pages
59-60
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Akira Sakakibara
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2003 Volume 5 Issue 3 Pages
61-
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Article type: Appendix
2003 Volume 5 Issue 3 Pages
62-65
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2003 Volume 5 Issue 3 Pages
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2003 Volume 5 Issue 3 Pages
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Article type: Cover
2003 Volume 5 Issue 3 Pages
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