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Article type: Cover
2004 Volume 6 Issue 3 Pages
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Article type: Appendix
2004 Volume 6 Issue 3 Pages
I-VI
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Article type: Appendix
2004 Volume 6 Issue 3 Pages
VII-XVIII
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Article type: Appendix
2004 Volume 6 Issue 3 Pages
XIX-
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Article type: Appendix
2004 Volume 6 Issue 3 Pages
XX-
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Article type: Appendix
2004 Volume 6 Issue 3 Pages
XXI-
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Article type: Index
2004 Volume 6 Issue 3 Pages
Toc1-
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2004 Volume 6 Issue 3 Pages
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Shinichiro Yokoyama
Article type: Article
2004 Volume 6 Issue 3 Pages
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Hirotoshi Kanba
Article type: Article
2004 Volume 6 Issue 3 Pages
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Hirotoshi Kanba
Article type: Article
2004 Volume 6 Issue 3 Pages
3-7
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Though many studies, the success ration of IT project is not still so high. It is the responsibility for a project manager to perform the project successfully always corresponding to manage the risks. In a project planning, it is often emphasized that the scheduling is so important, but what kind of technique may possible be applied? People pays many attention to Critical Chain Project Management (CCPM) as a new scheduling technique, however, there are still ambiguous because of little practice, I studied the reasons. So concerning CCPM is not proven yet, but evaluating the innovative concept, I describe the conditions to be applied as a new schedule technique.
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Kiyomi Tatebe, Kenji Hatsuda, Sadao Ebihara
Article type: Article
2004 Volume 6 Issue 3 Pages
8-11
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The demands to the short-time completion in software projects have been more and more increasing with acceleration of business speed. Although some agile methodologies have been advocated since the 1990s, they have not yet enabled management of large-scale projects sufficiently. In such situations, the theory of constraints is getting a focus of attention as a time management technique. This paper reports a practical example of project which realized short-term development by taking the theory of constraints into account, and the effectiveness of the theory of constraints is verified through the analyses of scheduling methods and application results.
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Kiyotaka Watanabe, Masatsugu Kakuda, Masao Takahashi
Article type: Article
2004 Volume 6 Issue 3 Pages
12-15
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In order to maintain project management properly with the EVM, we need to have a very accurate project plan. However, we have experienced huge difference between plans and results due to the addition of safety margins in baseline plans at our early stage of implementation of the EVM. In response to this, we have introduced the critical-chain method to the EVM to make baseline plans without safety margins. In this paper, we explain our introduction of the critical-chain method in the EVM and study its effectiveness.
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Yasumasa Murai
Article type: Article
2004 Volume 6 Issue 3 Pages
16-20
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In order for a project to be well executed, managed and controlled, a Work Breakdown Structure (WBS) needs to be created. A WBS defines and organizes the scope of a project in terms of deliverables and activities to create them. Each element defined by the WBS is utilized in project planning and implementation. However, as far as the author knows, no method has yet been presented for detecting omissions and oversights of the necessary tasks and components in WBS. Moreover, there are no valid criteria for determining whether the scale of a defined WBS element is appropriate from the perspective of administration and management. This paper proposes an effective method for applying Network logic to the creation process of WBS. Furthermore, by estimating critical path, we can specify those activities that have tight deadlines. This enables us to determine simultaneously parallel processing and allocate additional resources as necessary.
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Tamon Saigusa
Article type: Article
2004 Volume 6 Issue 3 Pages
21-24
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There is increasing pressure on implementing the low-cost strategy and quick delivery due to the cost-cuts incurred by the reduction of project scale, shortening of project duration, and offshore manufacturing. While the method based on PMBOK is regarded as the mainstream of project management, TOC-PM has thrust into the spotlight as "Critical Chain" by Dr. Goldratt has come into prominence. If TOC-PM is the magic wand to solve all the problems, rapid development in project management could be anticipated. However, there are cases of successful implementation oversea, yet no reported success could be found in our own backyard. In this article, the specific operation will be examined through actual implementation of TOC-PM and subsequent assessment in the pilot project with a goal of effective cut-down of cost and project duration.
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Yasuo Nishiyama
Article type: Article
2004 Volume 6 Issue 3 Pages
25-30
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One key factor for the successful completion of an IT (Information Technology) project is selecting and organizing the suitable contract. In Japan, the full-turn-key with Fixed-Price is mainly used for IT projects. In United States there is an incentive type contracts and used to motivate the contractor on federal acquisition. In this paper, we explain the characteristics of contract types which are mainly used in federal acquisition in United States, and consider and classify them from the point of view of motivation. The purpose of this paper is to introduce the characteristics of contract types. In federal acquisition in United States, motivating type contracts can classify to "incentive type" and "award type". "incentive type" mainly aims at cost and uses a function to evaluate, on the other hand "award type" aims at quality e.g. and uses scoring. We classify the contract types from the point of view of risk and motivation, and considering the Japanese commercial practice, FPAF is suitable when quality is the important factor for the IT projects.
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Kiyoshi Watanabe
Article type: Article
2004 Volume 6 Issue 3 Pages
31-36
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In case that the project manager should manage several projects concurrently, it is very difficult to have good grasp of the project status details and the risks involved for all projects. The difficulty becomes even more severe for cases of more than 10 concurrent projects. This paper describes an actual case of an effective method to manage multiple concurrent projects. The paper also describes the key items to be considered by the project manager.
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Yasumasa Murai
Article type: Article
2004 Volume 6 Issue 3 Pages
37-42
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From previous studies of WBS cases, the author suggests the possibilities to use WBS for the communications between stakeholders. The purpose of this paper is to examine the process of develop and apply the WBS through the case of Project Management introduced by Japan Sewage Works Agency from 1996 to 2000. The JS Standard WBS forms the matrix in which the WBS constructed from the sewage treatment facilities as the deliverable of project, and the WBS necessary to complete them are combined. The point of intersection of the matrix becomes a work package. It is used to estimate the project cost.
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Shinya Hisai
Article type: Article
2004 Volume 6 Issue 3 Pages
43-45
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Kenji Hatsuda, Yoshinori Kutsuna, Kiyomi Tatebe, Osamu Ohno
Article type: Article
2004 Volume 6 Issue 3 Pages
46-49
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Many IT system projects go wrong by the difference in the recognition to the scope between the vendor and the customer. It is difficult to determine all requirements of a project including development of business application software during estimating and contract negotiation. A project will surely result in failure if the reasons and assumptions of estimation are left ambiguous and unauthorized. Unless the products and work assignments are established as the baseline of project scope, failure will occur indeed. To avoid or to mitigate such problems, it is effective to make a "Service Statement" for a scope statement which describes the scope definition of vender's services provided for a customer at the stage of contract.
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Hideki Takechi
Article type: Article
2004 Volume 6 Issue 3 Pages
50-53
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In the schedule management in software development, quantification and visualization of the progress are important. The function (each test case in the test process) is applied to three common frames of "preparation, execution, and review" as a quantification method in each development process and it proposes the technique by which the work division is performed. Uniform work division is possible by this technique, which also makes quantification and visualization possible as a common standard progress. Moreover, it proposes to take the control technique by which it tempers the technique of visualizing this with the program difficulty in the schedule control. The establishment of better schedule management can be expected by applying this framework.
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Toshiharu Shimizu
Article type: Article
2004 Volume 6 Issue 3 Pages
54-56
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Masaaki Hashimoto, Takeo Ishimatsu, Keijiro Araki, Kuninori Adachi, Os ...
Article type: Article
2004 Volume 6 Issue 3 Pages
57-58
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Michiko Ishiguro
Article type: Article
2004 Volume 6 Issue 3 Pages
59-
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Article type: Appendix
2004 Volume 6 Issue 3 Pages
60-62
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2004 Volume 6 Issue 3 Pages
63-
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2004 Volume 6 Issue 3 Pages
63-
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Article type: Appendix
2004 Volume 6 Issue 3 Pages
64-65
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Article type: Appendix
2004 Volume 6 Issue 3 Pages
App1-
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2004 Volume 6 Issue 3 Pages
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Article type: Cover
2004 Volume 6 Issue 3 Pages
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