Inside and Outside of Project Management

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Inside and Outside of Project Management

• IWFST, Nov 8, 2005

Tsutomu Kojima Software Research Associates,Inc.
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Overview of SRA
SRA is one of Japan's oldest and largest
independent software houses. Major Clients are
Leading 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
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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
• PMPL
• I dont 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
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Problems

• When a Project RISK level is high, we dont know
  how to respond.
• Project-manager is Isolated
• Project-manager cant take on high RISK projects.
• What should the organization do at that time?
• We cant 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
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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
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OverviewRisk Management System
Project Planning Process
Establish Project Plan
Project Tracking Process
Initial Risk Assessment
?Periodic Risk Assessment
Project Tacking
Data Analysis
Correct Status Information
Establish Project Formation
Plan Risk Prevention
Risk Management System
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Results

• Benefit

Total Deficit
( \ )
Number of deficit projects
Year Number of deficit projects Total deficit increasing / decreasing
2001 13 project \135,000,000
2002 16 project \190,000,000 55,000,000
2003 11 project \20,000,000 -170,000,000
(year)
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Conclusion

• We should recognize the limits of PMs 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.
• Its Not only PM process
• It will join strongly the organization and the
  project.