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Article type: Cover
2006 Volume 8 Issue 6 Pages
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Article type: Appendix
2006 Volume 8 Issue 6 Pages
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Article type: Index
2006 Volume 8 Issue 6 Pages
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Article type: Index
2006 Volume 8 Issue 6 Pages
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Hirotoshi Kanba
Article type: Article
2006 Volume 8 Issue 6 Pages
1-
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Tsutomu Konosu
Article type: Article
2006 Volume 8 Issue 6 Pages
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Akira Tominaga
Article type: Article
2006 Volume 8 Issue 6 Pages
3-8
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"Personal PM" is not a clear domain in the modern project management, though the concept would exist. In this paper, the appropriate personal-PM methods, relationship to motivation theories, and similarities to philosophies of success are discussed. Personal-PM has several characteristics different from the other PM applications. As a conclusion it is suggested that personal-PM should be established as one of the domains of modern PM.
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Ko Ito, Toshihiko Ito
Article type: Article
2006 Volume 8 Issue 6 Pages
9-16
Published: December 15, 2006
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This study proposes effective communication strategies for project manager based on the consideration from a cognitive scientific point of view. Many communication problems are caused by the differences in context recognition between message senders and recipients. So it is very important to consider about contexts as well as messages in order to minimize misunderstandings. And it also proposes the emergent communication which focuses on value generation through interaction of wisdom rather than the efficiency of information sharing.
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Taketoshi Yokemura
Article type: Article
2006 Volume 8 Issue 6 Pages
17-22
Published: December 15, 2006
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It is important for the project success that project members are willing to surely complete their mission. The words, commitment and motivation, are often used to describe such consciousness of project members. This paper summarizes the meaning of commitment used in various fields and discusses the difference between motivation and the commitment defined in this paper. This paper also discusses the anticipated positive effect of the commitment in a project and shows the survey result indicating the positive effect of commitment appeared in project members' mind after the commitment is applied to the large scale project. When the commitment is applied to the cross functional team consisting with representative of functional organizations, the improved sense of responsibility can be deployed not only to the project members but also to the whole organization. Commitment can be used as an effective tool for the organizational change.
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Tsuneo Jida
Article type: Article
2006 Volume 8 Issue 6 Pages
23-28
Published: December 15, 2006
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As one of the important elements which influence a success and failure of a project, team management attracts attention. According to the situation of a team (namely, project team life cycle), it is necessary to change a leadership style in implementation of communication. We consider a project team life cycle that dividing into five stages is appropriate based on precedence research. We have researched suitable leadership style according to each of these stages for years. This paper reports the application result in a certain project. Furthermore, consideration points and devices which were obtained from this example are considered.
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Kiyotaka Watanabe, Shinichi Sato, Yukihiko Akasaka, Mitsuo Muramatsu
Article type: Article
2006 Volume 8 Issue 6 Pages
29-34
Published: December 15, 2006
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Public Administration Department, NTT DATA Corporation has been conducting Software Process Improvement (SPI) on the whole organization. As the main part of our own SPI activities, we proposed and performed the review of project plans. In this activity, the senior Project Managers (PMs), who are certified in the company PM certification system, review the plan of a new or renewal project which may have potentially high risks in order to decrease those risks and to prevent problems. This activity is characterized by that the senior PMs, who have experienced a lot of projects, engage in not only validating the project plan but also sharing their knowledge and extensive experience with the project members by giving some practical advices to utilize them effectively. According to the result of questionnaire targeting reviewers and project members who have participated in reviews so far, most of them appreciated the effectiveness of the review.
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Nobuo Yazawa, Tsuyoshi MIKAMI, Mitsuhiro Yamazaki, Miharu Kishioka, Sh ...
Article type: Article
2006 Volume 8 Issue 6 Pages
35-40
Published: December 15, 2006
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New Energy and Industrial Technology Development Organization (NEDO) has been conducting various types of research and development projects, including long-term/high-risk R&D projects and proposal-based R&D projects. Proposal-based R&D projects conducted in 2002 had a total budget of approximately 30 billion yen. In order to implement proposal-based R&D projects more effectively and efficiently, implementation of systematic R&D evaluation is indispensable. Although evaluation of an individual theme is carried out, a bird's-eye-view evaluation of the system itself which bundles individual themes is not fully carried out. In this study, the results of a trial implementation of research to establish a new system for proposal-based research and development projects will be presented.
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Yumiko Uematsu
Article type: Article
2006 Volume 8 Issue 6 Pages
41-
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Kiyohisa Okada
Article type: Article
2006 Volume 8 Issue 6 Pages
42-46
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In each enterprise (or organization), it makes use of lessons which are learned by project failures for preventing same kind of problems. In our corporation, lessons learned by analyzing cause of failed project which has a serious problem such as delay of cut-over are disclosed to make use of the lessons for each division or each project in the case study meeting within the business unit. In this study, it is looked back on the case study meetings which have ever been held, and it is viewed the problem which accompanies with project failures.
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Nobuyuki Yajima
Article type: Article
2006 Volume 8 Issue 6 Pages
47-48
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[in Japanese]
Article type: Article
2006 Volume 8 Issue 6 Pages
49-50
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Taizou Nauchi
Article type: Article
2006 Volume 8 Issue 6 Pages
51-52
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Article type: Appendix
2006 Volume 8 Issue 6 Pages
53-
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Hideo Kamiko, Yukio Hoshi, Kenji Hatsuda
Article type: Article
2006 Volume 8 Issue 6 Pages
54-57
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In order to lead a project into a success, it is important to develop a management plan based on the WBS which is consistent and coherent from scope planning through schedule development. However, there has not been established specific method which defines the ways of WBS decomposition, work package definition, and further decomposition into activities, This studies the practical methods for these actions in thc application to IT projects.
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Ko Ito
Article type: Article
2006 Volume 8 Issue 6 Pages
58-
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Article type: Appendix
2006 Volume 8 Issue 6 Pages
59-61
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Article type: Appendix
2006 Volume 8 Issue 6 Pages
62-
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Article type: Appendix
2006 Volume 8 Issue 6 Pages
62-
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Article type: Appendix
2006 Volume 8 Issue 6 Pages
63-65
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Article type: Appendix
2006 Volume 8 Issue 6 Pages
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Article type: Appendix
2006 Volume 8 Issue 6 Pages
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Article type: Cover
2006 Volume 8 Issue 6 Pages
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