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2005 Volume 7 Issue 4 Pages
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Article type: Appendix
2005 Volume 7 Issue 4 Pages
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2005 Volume 7 Issue 4 Pages
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2005 Volume 7 Issue 4 Pages
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Article type: Index
2005 Volume 7 Issue 4 Pages
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Article type: Index
2005 Volume 7 Issue 4 Pages
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Kiyomi Tatebe
Article type: Article
2005 Volume 7 Issue 4 Pages
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Kaoru Nakamura
Article type: Article
2005 Volume 7 Issue 4 Pages
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Ikuko Takegahara
Article type: Article
2005 Volume 7 Issue 4 Pages
3-8
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Up to now, the application of the project management has been advanced around the construction industry and the IT industry. Recently, the government and the corporation are interested in the application of the project management. Therefore, the government does various examinations and is developing the measure about EA and the MOT personnel training, etc. based on The whole is optimized'. And, the government hopes to apply EA in corporation. Moreover, the necessity of the application of the project management to the entire corporate activities by the introduction of EPM is explained by various documents, so the importance of the project activities based on the corporate strategy is recognized. Simultaneously, it is important to improve the organizational capability, and to reflect new value to the corporate strategy. Based on such a situation, I consider the situation of the approach on the application of the project management from viewpoints such as EA and EPM in the government and corporate activities.
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Toshiya Hakoshima
Article type: Article
2005 Volume 7 Issue 4 Pages
9-14
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The scope of applying project management has been expanding, and the role of Project Management Software (PMS) also becomes more diversified. PMS is not just a tool of increasing the efficiency and improvement in productivity anymore, but it fixes the knowledge and technique of project management, and complements process. This paper summarizes the five roles of the elements of PMS. Organizational deployment is indispensable in order to take full advantage of its strengths. It is important to deploy PMS in organizations with trinity; function, process engineering and professional development. Such a comprehensive approach exactly leads to improve the maturity level of project management in organizations.
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Hidehito Kuwahara
Article type: Article
2005 Volume 7 Issue 4 Pages
15-20
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The resource of IT project which is conducted as part of an investment activity of an enterprise often utilize a part of an existing resources (such as human, processes, systems) that an enterprise has to conduct its business. The outputs and the additional values that the project produces will in return have some influence on the risk environment associated to the current business operations. From the viewpoint of Enterprise Risk Management (hereafter called "ERM"), this theme outlines the operational risk and an IT project risk in an enterprise, focusing on the inter-relationship of a risk chain which happens between these risks. In addition, risk control that directs to reduce those risks is surveyed and a new viewpoint for the promotion of ERM is proposed.
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Kaoru Nakamura
Article type: Article
2005 Volume 7 Issue 4 Pages
21-25
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It has been more than 30 years since the notion of the project management began to be recognized in Japan. It is common knowledge that this way of thinking and technique have spread out from the engineering industry. However, the present notion of the project management has extended the area of management beyond an original area. The importance of "Project Governance", which is to pursue not only a success of each project but also a contribution of company value improvement when the project succeeded and an understanding of bad influence and an examination of right or wrong of the project enforcement/continuation when the project is a failure, comes to be realized. This following report considers the actual situation of "Project Governance" at a Japanese firm from the view of both project and management.
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Hiroshi Sano, Shuji Yumitori, Hideo Shindo, Yuko Kusakabe, Hisao Ida, ...
Article type: Article
2005 Volume 7 Issue 4 Pages
26-31
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Follow-up surveys and evaluations of the circumstances and social/economical impacts of research and development (R&D) projects are very important, as are mid-term and end-term evaluations. This is especially the case for projects that are supported by public funds or sponsored by governments so as to ensure accountability and improvement of project management methods and R&D policies. In this study, the status of trial follow-up surveys and evaluations of R&D projects will be discussed, and a follow-up survey and evaluation system will be presented.
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Yoshikane Sugimura, Toshiko Takamura, Takashi Owaki
Article type: Article
2005 Volume 7 Issue 4 Pages
32-34
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In recent years, in a rapid change of enterprise environment, it is very important for company management to do quick judgment such as importance judging and management of project risk. Therefore, project management method of an enterprise level has become crucial. Our company, which develops software for information and control systems for social lifeline, has improved process for project management in order to prevent occurrence of serious problems, which suppress company profits and give damage to customers. This time we configured new system on the above project management system, which enables each of the company management and staff division to look across the project data in each specific view and in real-time. We focused not to burden the project people themselves so that this can be very practical EPM system.
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Nobuyuki Yajima
Article type: Article
2005 Volume 7 Issue 4 Pages
35-37
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[in Japanese]
Article type: Article
2005 Volume 7 Issue 4 Pages
38-39
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Article type: Appendix
2005 Volume 7 Issue 4 Pages
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Tsuyoshi Igarashi, Naoki Hashimoto
Article type: Article
2005 Volume 7 Issue 4 Pages
41-45
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Despite the fact that project management has been regarded as an important matter, there still remain troubled projects. One does not usually intend to create a troubled project (in fact one would actually aim a successful project), however, may end up in a troubled project, because perhaps he/she was not aware of the signs or even he/she was aware of the signs did not implement effective measures. This would result in great costs and in mental stresses. In a troubled project, victims are all stakeholders. The causes of such troubled projects may differ between cases and perhaps only people in that particular circumstance would understand the particular causes. Nevertheless, this report intends to find out as many things as in common between such different cases and to present ideas how to prevent from a project ending up in a troubled situation. Furthermore, this report will show how to turn a project, if unfortunately in a troubled situation, into a successful one based on the experiences by the author. The author hopes that this report would be of some help for future project managements.
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Hiroshi Naitoh
Article type: Article
2005 Volume 7 Issue 4 Pages
46-
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Article type: Appendix
2005 Volume 7 Issue 4 Pages
47-48
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Article type: Appendix
2005 Volume 7 Issue 4 Pages
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Article type: Appendix
2005 Volume 7 Issue 4 Pages
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Article type: Appendix
2005 Volume 7 Issue 4 Pages
50-52
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Article type: Appendix
2005 Volume 7 Issue 4 Pages
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Article type: Cover
2005 Volume 7 Issue 4 Pages
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