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2003 Volume 5 Issue 4 Pages
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Article type: Appendix
2003 Volume 5 Issue 4 Pages
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Article type: Index
2003 Volume 5 Issue 4 Pages
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Article type: Index
2003 Volume 5 Issue 4 Pages
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Michio Ito
Article type: Article
2003 Volume 5 Issue 4 Pages
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Nobuo Ishihara
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2003 Volume 5 Issue 4 Pages
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Manabu Yamamoto
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2003 Volume 5 Issue 4 Pages
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Takashi Kino
Article type: Article
2003 Volume 5 Issue 4 Pages
12-17
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In recent years, there has been a growing recognition that a project management office is important and it is being tackled by each enterprise. Project Management Office (PMO) is a commonly used term, however, the business environment, business culture, business system and project management of each enterprise should be reflected practically in the function of the PMO. Certainly, the function of the PMO has no validity when we fail to consider these factors. Thus, the establishment of a PMO based in each enterprise cannot possibly be achieved overnight. Before PMO becomes established, we have to resign ourselves to a certain degree of trial and error. In April 2001, SI Professional Room was organized as the founding of the PMO for Fujitsu. Since then, it has made steady progress, but it is still in the process of developing and needs to evolve more. In this paper, we look back at the PMO activities in Fujitsu, the stages of development of the PMO, and explore how it ought to be developed in the future. Furthermore, based on these analyses, we sum up our deliberations regarding the PMO Maturity Model.
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Yoichi Miyashita
Article type: Article
2003 Volume 5 Issue 4 Pages
18-22
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To achieve an effective process improvement it is important to apply cooperative approach of organizational improvement based on Process Maturity Model with personal improvement of project manager and establishment of project management methodology based on Project Management Knowledge Book. This paper presents the outline of process improvement methodology by integrating two global standard models, CMMI and PMBOK. Approach of our company is also explained as an example of the process improvement management using the knowledge of program management and project management.
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Yonezo Shingu
Article type: Article
2003 Volume 5 Issue 4 Pages
23-27
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To secure the quality of outputs from IT project is never ending issue. Recent focus of the issue is to get continuous success of the project outputs through the well organized, well disciplined process of IT organization. In this paper, I study the Quality Management System (QMS) to secure the quality of outputs of IT project, and, as example of QMS, I introduce the approach of the QMS of D&I Information Systems Inc.
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Kenji Hatsuda, Yoshihito Tanaka, Kiyomi Tatebe
Article type: Article
2003 Volume 5 Issue 4 Pages
28-31
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According to the increase in recognizing the importance of project management, the project management office (PMO) has also come to play important roles as the organization for project management promotion. Project management needs to be the task to be strategically promoted, and to be systematically deployed by PMO. The roles of PMO are common base developments such as project management procedures, personnel training, and technical developments, as well as the project supports across the organizations. It is effective to build the PMO information system which supports the activities of PMO. This paper focuses on the activities based on practical PMO, and considers of development, utilization, and expected effects of the PMO information system as a support of PMO.
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Kazuyoshi Tani
Article type: Article
2003 Volume 5 Issue 4 Pages
32-35
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According to the NTT DATA definition, system architecture design is designing optimum hardware and software configuration that is necessary to ensure performance, reliability, availability, etc. of the system delivered to customer. When COE systems headquarters was established in 1999, a method for system architecture design was defined as WBS-based procedures, and then frameworks implemented using the method, which is called recommended solution sets, have been provided to projects. By providing technical support internally for the applied solution sets, the design may be the better. In this paper, the importance of WBS for project manager, IT architect and business consultant, to make their responsibilities clear within the project and project manager concentrates on managing the knowledge areas written in PMBOK, is also introduced.
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Shinichi Tanaka
Article type: Article
2003 Volume 5 Issue 4 Pages
36-41
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For global companies, the combination of best practices cultivated in each country and global standards as a common basis is essential for standardization in incorporating project management. Today's rapid deployment of business globally means that efficient and effective PM standards are critical issue. Now we, Getronics Japan intend to define a unique model for our purposes, involving the integration of PMI/PMBOK into PRINCE2, due to the company's past merger of European and US company. These models are going to become common basis for both program and project managers who promote business deployment. Now the program office and project office have started cooperating on reviewing the PM standard and training PM staff.
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Shigeki Umeda
Article type: Article
2003 Volume 5 Issue 4 Pages
42-48
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Modern manufacturing enterprises must collaborate with a large number of suppliers to design, produce, and distribute their products. A robust information system should be constructed to share business data within the chain. Systematic approaches of planning, design, implementation, and maintenance are needed for providing well-organized management of the information and communication systems. This paper proposes a model-based methodology to provide life cycle management for supply chain information systems.
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Toshihiro Ioi, Hiroshi Nishiyama, Sumio Izawa, Kaoru Nunokawa, Masaki ...
Article type: Article
2003 Volume 5 Issue 4 Pages
49-52
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Akiyoshi Umeda
Article type: Article
2003 Volume 5 Issue 4 Pages
53-54
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Yasuzumi Fukatani
Article type: Article
2003 Volume 5 Issue 4 Pages
55-
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Kaoru Nunokawa
Article type: Article
2003 Volume 5 Issue 4 Pages
56-
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Article type: Appendix
2003 Volume 5 Issue 4 Pages
57-59
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Article type: Appendix
2003 Volume 5 Issue 4 Pages
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Article type: Appendix
2003 Volume 5 Issue 4 Pages
60-
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Article type: Appendix
2003 Volume 5 Issue 4 Pages
61-62
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Article type: Appendix
2003 Volume 5 Issue 4 Pages
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Article type: Appendix
2003 Volume 5 Issue 4 Pages
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Article type: Cover
2003 Volume 5 Issue 4 Pages
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