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Inside and Outside of Project Management

Inside and Outside of Project Management. IWFST, Nov 8, 2005. Tsutomu Kojima Software Research Associates,Inc. Overview of SRA. ・ SRA is one of Japan's oldest and largest independent software houses. ・ Major Clients are Leading Companies in

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Inside and Outside of Project Management

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  1. Inside and Outside of Project Management IWFST, Nov 8, 2005 Tsutomu Kojima Software Research Associates,Inc. IWFST2005

  2. Overview of SRA ・SRA is one of Japan's oldest and largest independent software houses. ・Major Clients areLeading Companies in Public Utility, Industry, Telecommunications, Financial. Net Sales by Business Segment Major Clients Consultation & Other Service SONY, NEC NTT Group Bank of Tokyo-Mitsubishi etc Systems Development Service Network & Systems Administration Service FY2004 IWFST2005

  3. Back Ground~Excuses of some unsuccessful projects　～ • Top Management/ Middle Management • I wanted signs of risk reported earlier… • Project manager's ability is too low… • PM・PL • I don’t want to report possible problems • (might only result in angering management) • SQA • No one believed reports of problems Is there "Defined process"? Exec Board Outside Department Division SEPG/SQA Group Projects Data Project Inside IWFST2005

  4. Problems • When a Project RISK level is high, we don’t know how to respond. • Project-manager is Isolated • Project-manager can’t take on high RISK projects. • What should the organization do at that time? • We can’t track changes in Project RISK level. • Project-Manager is too busy!! • Project-Manager wants to concentrate on the problems themselves. • They wish to stop a risk factor before it becomes a problem We tried more systematic and organizational Management System IWFST2005

  5. Our Risk Management System Outside Inside Organizations Project Planning Take corrective Action! Estimate Information Effort, Size, Budget Schedule Responsibility, Role Identify the risk ! Automatic risk reporting Change The Plan! Engineering Risk Management System Progress Information Personal Morale Other information Automatic risk assessment Technical Information Quality Information Take corrective Action! Project Progress Tracking ～Not dependant on individual ability ～ IWFST2005

  6. Overview～Risk Management System～ 《Project Planning Process 》 Establish Project Plan 《Project Tracking Process》 Initial Risk Assessment ※PeriodicRisk Assessment Project Tacking Data Analysis Correct Status Information Establish Project Formation Plan Risk Prevention 《Risk Management System》 IWFST2005

  7. Results • Benefit Total Deficit （　\　） Number of deficit projects （year） IWFST2005

  8. Conclusion • We should recognize the limits of PM’s abilities. • The project in recent years often exceeds the limit. • At that time, the organization should help the project by one's best. • For that time, the organization should have the process. • It’s Not only PM process • It will join strongly the organization and the project. IWFST2005

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