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2007 Volume 9 Issue 4 Pages
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2007 Volume 9 Issue 4 Pages
i-iii
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Article type: Appendix
2007 Volume 9 Issue 4 Pages
iv-vii
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Article type: Index
2007 Volume 9 Issue 4 Pages
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2007 Volume 9 Issue 4 Pages
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[in Japanese], [in Japanese]
Article type: Article
2007 Volume 9 Issue 4 Pages
I-II
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Satoshi Kurishima
Article type: Article
2007 Volume 9 Issue 4 Pages
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Satsuki Shimada
Article type: Article
2007 Volume 9 Issue 4 Pages
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Masao Tagawa
Article type: Article
2007 Volume 9 Issue 4 Pages
3-8
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Risk Management is the human oriented process which manages several potential project risks in the organizational manner and causes an avoidance of the risks and a reduction of the negative effect of the risks. It is one of the knowledge areas of Project Management, which is defined in order to effectively handle the negative effect of the risks with the minimum cost investment. There have been several methods and tools for Risk Management defined and performed so far but we often see the projects with the serious troubles around ourselves. Why is it? The question is a starting point of this paper. So this paper introduces new concepts and methods ; an improvement of risk mind and an effective use of risk communication, and explains a positive effectiveness and a problem to be solved when they are performed and considered in the real project.
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Ryoichi Fujihara
Article type: Article
2007 Volume 9 Issue 4 Pages
9-13
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The business customs with the ICT solution project are different in Japan and in the West. In order to manage those factors, the risk management is required before a order reception. Before the customer order for project to system integrator, if especially the recognition between a customer and a system integrator is different, the project will be influenced seriously. It is not an exaggeration to say that the risk management before customer's making an order decides the success or failure of the project. An ICT solution project has many stakeholders. Therefore, a System integrator needs to perform risk management. This paper considers the feature of the risk lurking in the ICT solution project of Japan, and the point of risk management.
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Kenji Hatsuda, Mikiko Sawada
Article type: Article
2007 Volume 9 Issue 4 Pages
14-17
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In IT project management, reserve is the important element for risk resolution. However, there are some technical and business problems for reserve estimation at ballpark estimate stage. In order to make well-grounded reserve estimation under the circumstances, there are mainly three methods for reserve estimation which is method based on risk analysis, multiplying fixed rate based on project risk level, and estimation by range. Monte Carlo method is one of the range estimation and it makes possible to evaluate all possible scenarios and their values. Such method will be effective to risk based reserve estimation.
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Mitsuo Muramatsu, Takahiko Okamura
Article type: Article
2007 Volume 9 Issue 4 Pages
18-22
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Recently the role of information systems is getting more important. And, failures of information system developing projects would make great impacts on the organizations. For that reason, risk management which prevents project failures should be implemented. Addition to that, the social consciousness about the information security is raising, it is not ignorable the risk about the information security. In this paper, we introduce our systematic actions of risk management for project management and information security.
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Kiyohisa Okada
Article type: Article
2007 Volume 9 Issue 4 Pages
23-28
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Although the terminology "Risk Management" is often used in various phases of IT solution projects recently, it is not always applied effectively to them under the present condition in Japan. There are especially gaps between knowledge of Risk Management like knowledge area of PMBOK and actual cases of project performance. In addition, the gaps are not always bridged. In this paper, how to bridge the gaps is presented by matters for discussion using actual experiences in IT system development.
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Toshihiko Fukushima, Kimio Kasuga, Shigeru Yamada
Article type: Article
2007 Volume 9 Issue 4 Pages
29-34
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In almost all software development projects, many risks are latent from the start. As a result, project managers have to resolve many problems related to QCD (Quality, Cost, Delivery) in the software development process. In order to ensure the success of a software project by the early planned solutions for such problems, effective implementation of project management is indispensable. In this paper, we quantitatively analyze the cause-and-effect relationships among the initial project risk, the problems of project management activity, the attainment level of QCD goals by using function-upgraded project data for embedded software. Based on this analysis, we discuss the techniques of effective project management to be improved for ensuring QCD goals of the project.
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Takeshi Yokota, Kaoru Kawabata, Tsuyoshi Niino, Naoki Akane
Article type: Article
2007 Volume 9 Issue 4 Pages
35-40
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We have developed the system that supported an initial evaluation of project opportunity, risk and justification. It calculates the score of project opportunity, risk and justification by using the project checklist. And it supports a decision making of management strategy by providing project portfolio map, the individual project status and risk pending issues. Moreover, to improve an effectiveness of this system, we have defined a suitable checklist for the division that used this system with division members. In addition, we have evaluated real projects by using this system, and verified the effectiveness of this method.
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Shoso Yamato
Article type: Article
2007 Volume 9 Issue 4 Pages
41-46
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NEC has established Project Management Office whose mission is to lead organization-wide projects success. As a member of the PMO, I have designed assessment process, project assessment reporting format and an indicator to access the project status quantitatively. The assessment activities of the PMO have been launched. This paper covers the follows on the assessment activities. Definition, standardization, assessment methods, its adaptation into practice, and modifications using various tools and techniques, Evaluation feedback from project stakeholder on the assessment activities.
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[in Japanese], [in Japanese]
Article type: Article
2007 Volume 9 Issue 4 Pages
47-48
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Article type: Appendix
2007 Volume 9 Issue 4 Pages
49-50
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Toshikazu Uchibori, Akira Shimizu, Masaaki Satou, Masaji Hirakawa, Hir ...
Article type: Article
2007 Volume 9 Issue 4 Pages
51-52
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By applying the focus to the historical figure or event, and piling up the knowledge of modern project management there, we can obtain fresh impression and valuable lessons. That is the purport of this research group. We would like report on our plan in this fiscal year.
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[in Japanese], [in Japanese]
Article type: Article
2007 Volume 9 Issue 4 Pages
53-54
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Nobuyuki Yajima
Article type: Article
2007 Volume 9 Issue 4 Pages
55-56
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Taizou Nauchi
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2007 Volume 9 Issue 4 Pages
57-58
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Sadayo Hirata
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2007 Volume 9 Issue 4 Pages
59-
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Article type: Appendix
2007 Volume 9 Issue 4 Pages
60-62
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Article type: Appendix
2007 Volume 9 Issue 4 Pages
63-
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Article type: Appendix
2007 Volume 9 Issue 4 Pages
64-66
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Article type: Appendix
2007 Volume 9 Issue 4 Pages
67-68
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Article type: Appendix
2007 Volume 9 Issue 4 Pages
69-
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Article type: Appendix
2007 Volume 9 Issue 4 Pages
70-
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Article type: Appendix
2007 Volume 9 Issue 4 Pages
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Article type: Appendix
2007 Volume 9 Issue 4 Pages
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Article type: Cover
2007 Volume 9 Issue 4 Pages
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