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Article type: Cover
2007 Volume 9 Issue 1 Pages
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Article type: Index
2007 Volume 9 Issue 1 Pages
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Article type: Index
2007 Volume 9 Issue 1 Pages
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Yukihiro Fujiyoshi
Article type: Article
2007 Volume 9 Issue 1 Pages
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Nobuaki Ihii
Article type: Article
2007 Volume 9 Issue 1 Pages
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Shunji Kido
Article type: Article
2007 Volume 9 Issue 1 Pages
3-8
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This paper introduces a basic architecture of the project management system and a performance management system, which realize the integrated management in global plant engineering firms, based on the WBS. In addition, this paper states critical points to make a practical WBS as well as to utilize the WBS.
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Kunihiko Furuya
Article type: Article
2007 Volume 9 Issue 1 Pages
9-13
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Among the international projects, construction projects comprise most possible unknown-risks. This paper seeks to detect how the contract parties may attain most economical project operation through optimal risk allocation between the parties and consequently may enjoy Win-win merit between them.
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Tomoichi Sato, Satoshi Akiyama
Article type: Article
2007 Volume 9 Issue 1 Pages
14-19
Published: February 15, 2007
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Collaborative project execution with foreign companies is common in the plant engineering industry. This paper identifies and analyzes risk structure associated in the project formation design; determining split of work and responsibilities among partners. Risk factors can be explained from viewpoint of economic rationality such as partnering motivation, adverse behavior, and differences in business infrastructure, of each party. Countermeasures to control these risk factors are also discussed.
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Yusuke Nakayama
Article type: Article
2007 Volume 9 Issue 1 Pages
20-25
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Since projects involving the development of dealing systems for financial institutions require expert knowledge in financial issues as well as advanced mathematical engineering, it is common for these projects to become so-called "Global projects", where the project team includes members from overseas system vendors and colleagues from overseas group companies. Furthermore, the rapid move toward globalization in recent years has made global projects a familiar reality. A "Global project" is defined as a project where the project team consists of members from multiple countries or regions. Therefore, in order to push the project toward success, the team must overcome various issues such as differences in language and cultural backgrounds among the members. Based on the author's past experience working on global projects at US/ Europe based companies with members of various nationalities, this document discusses key elements necessary in developing a cooperative relationship between Japanese and foreign team members, and aims to offer suggestions to managers of global projects in order to move toward success.
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Kunihiro Saito
Article type: Article
2007 Volume 9 Issue 1 Pages
26-31
Published: February 15, 2007
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In IT industry, off-shore development in China is increasing for cost reduction. However, various problems have occurred in offshore development. The subject point in a writer's experience is mentioned. And the subject points are also listed based on the reference about off-shore development. Then, the writer analyze the communication structure, and compare the difference between China and Japan, from a communication management of PMBOK perspective. The writer proposes some actions, which makes offshore development successful, for project manager. In the last, the effect of the writer's proposal is described.
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Claude Benser, Brian Hobbs
Article type: Article
2007 Volume 9 Issue 1 Pages
32-39
Published: February 15, 2007
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This paper reports the results of an empirical investigation of project management practice during the initiation/concept phase. The authors conducted a survey of the use of project management tools and techniques by practitioners. The results show that participation in the initiation phase is an important part of project management practice. Results also show that project management practice during the initiation phase is quite specific. The authors also conclude that in order to fully understand the nature of initiation activities, it is necessary to make a distinction between the project initiation phase and the initiation process that can be repeated in each phase throughout the project life cycle.
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Gunji Tsukuda, Yukio Hoshi, Kenji Hatsuda, Kiyomi Tatebe
Article type: Article
2007 Volume 9 Issue 1 Pages
40-45
Published: February 15, 2007
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A new project management method called Critical Chain Project Management (CCPM) is useful to software development projects because it helps reduce waste of time and cost and understand projects accurately. This paper describes value of CCPM in detail, and explains policy for application to software projects, what software development phases to apply, and prerequisites for application. It also explains solutions to the problems that may occur while applying CCPM in practice.
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Masafumi Kobayashi, Tomoko Hakomori, Masashi Isobe, Yukihiko Akasaka, ...
Article type: Article
2007 Volume 9 Issue 1 Pages
46-49
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In NTTDATA Public Administration Department, we have been carrying out the PM education using the mentoring techniques to succeed skills and know-how from experienced PM to PM in the growth. It is important that the process in which mentees practice what they learned in the mentoring, but it is not always practiced due to their business condition. To solve the problem, we design the mentoring program based on idea of the action learning techniques which enable mentees to continue the learning process. In this paper, we would introduce the problem of what we have faced when carrying out the mentoring program, and the solution using the action learning techniques as a first report of the mentoring program under execution.
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Nobuyuki Yajima
Article type: Article
2007 Volume 9 Issue 1 Pages
50-52
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[in Japanese], [in Japanese]
Article type: Article
2007 Volume 9 Issue 1 Pages
53-54
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Taizou Nauchi
Article type: Article
2007 Volume 9 Issue 1 Pages
55-56
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Hirotoshi Kanba
Article type: Article
2007 Volume 9 Issue 1 Pages
57-
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Satsuki Shimada
Article type: Article
2007 Volume 9 Issue 1 Pages
58-
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Article type: Appendix
2007 Volume 9 Issue 1 Pages
59-60
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Article type: Appendix
2007 Volume 9 Issue 1 Pages
61-
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Article type: Appendix
2007 Volume 9 Issue 1 Pages
61-
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Article type: Appendix
2007 Volume 9 Issue 1 Pages
62-64
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Article type: Appendix
2007 Volume 9 Issue 1 Pages
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Article type: Cover
2007 Volume 9 Issue 1 Pages
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