1. Position Paper INTEGRATED PROJECT AND PROCESS MANAGEMENT
IWSFT2005
ｆ．Project　Management
Position　Paper INTEGRATED PROJECT AND PROCESS MANAGEMENT
Nov. ８.200５
NTTDATA Corporation
Y.AKASAKA
Thank you very much for introducing me, Mr. Chairman. (Ms. Chairman)
This is the final presentation in this morning session.
Joke) My stomach is empty now. I’m sure you feel the same as me.
That’ why your attention is greatly appreciated.
I am Akasaka of NDD Data Corporation. I am a project manager in the quality assurance department of the company.
My team mainly engages in corporate level projects. More specifically, my team deals with support tasks for the in-house
projects on development and management processes, promotion of process assessment and process improvement initiatives,
as well as gives direct support when a problem occurs.
Today, I would like to illustrate a case study on integrated management applied to a large-scale project involving about 300 members.
Specifically, I will focus on planning, execution and control aspects of project management.

2. Reduce costs and improve overall project visibility and performance
Objectives
Reduce costs and improve overall project visibility and performance
　Improve quality of project management (PMBOK)　
　【Mid-term objective】 Achieve business goals
･Improve PM’s organizational capacity and transform system development and management style
･Manage plan/result based on quantitative data
Unified work procedures through
work modeling
Accurate understanding of information
(data collection/accumulation)
CMMI based process improvement activities
While the objectives of our activities include reducing project costs and improving overall project visibility, there are additional ultimate objectives.
In terms of project management, we need to improve quality of project management. And, from the development process point of view,
we need to operate a process with customers and project members close partnership.
Additionally, we need to alter internal and external factors that affect to projects, implement a project management framework
that can properly handle external changes and problems, and build project members’ capacity.
“Transformation of development and management style” aims to improve quality of the system design process as well as
the system itself, accurately predict, monitor and record obstacles to the project, and confirm results through accurate analysis
and continuous improvement initiatives, in order to ultimately achieve steady improvement of product quality and productivity.
To achieve our objectives, we have also been implementing various CMM model based activities.
The process models I am referring to have been authorized and jointly used by different organizations and project members.
We aim to improve process QCD, and, as the result, improve product QCD. Ultimately, we expect that the project objectives will be positively achieved.
Quality improvement through rework reduction : Q
Accurate cost estimation through estimation accuracy improvement : C
Delivery management through timely actions : D
(Note) PMBOK : A GUIDE TO THE Project Management Body Of Knowledge

3. Process Modeling (improvement target)
Now
Improved process
・Match work deliverables with tasks
・Add/separate deliverables
・Change task execution order
・Define review types
・Change review points
・Clarify task assignment
　(manager, worker, reviewer)
When, where and how will this
output be created by whom?
Ambiguous work rules
In the current process model, one of the problems identified is that work rules, such as when, where and how an output
is created by whom, have not been clearly defined and standardized in the project.
In response to this, we have considered the following items to be included in the improved process model to standardize work rules in the project.
1) Match work outputs with tasks
2) Add or separate outputs
3) Change task execution order
4) Define review types and timing
5) Define task assignment (manager, worker, reviewer)
6) Record manager’s review authorization processes
7) Trace work load (resource) and bottlenecks
8) Implement a change management system for specification change request

4. Process Management Model
Project Plan Review
Work model
Documents management
(Release/Version management)
Work model
Rework management
Change Request
Basic design
Scheduling
Ver1
In-progress
In-preparation
In-review
Completion
Development of
basic design
Ver1
Detail design
Ver2
Scheduling
Ver2
Development of
detail design
Making
Scheduling
Our initiatives, which intend to grow awareness of the importance of process improvement among the top management and
complete a support framework, have focused on the following 6 items.
In addition, in terms of evaluation, we need to study a process management model as an assessment model to carry out quantitative analysis.
Standardization and modeling of development processes
Based on WBS, define work procedures, items, outputs and tools.
2) Role definition
Define roles and responsibilities in each task.
3) Work output management (design documents and program source codes)
Clarify work outputs and manage them using a configuration management system.
4) Rework management
For cause analysis and action plan, establish a framework for storing and managing rework status information.
5) Quality assurance
Provide a framework for visualizing work status and enforcing a review process.
6) Work status visualization
Provide a function for tracing task progress and work output progress status .
Based on the process model, we define and implement development and management process models tailored for actual projects.
Programming
Visualization of work status
Process standardization
Definition of roles
Figure 　 Process Management Model

5. Basic Model of Integrated Project Management
Project management view
Basic Model of Integrated Project Management
Prevent overruns through minimized task duration
Output version/release management contributes to task quality improvement and rework prevention.
Project management
　Manage specifications and progress (status) of dynamically changing projects.
Specification
management
Specification change
control
Process management
　Clarify task procedures
　Define outputs per tasks
　Clarify roles and instructions
Configuration
management
File library
lending/return,
version/release
separation/integration/link
Quality management
　Compulsory review
Change request
Project A
Customer’s view
File
Process
Task
Output
Change request
File
Process
Task
Output
Not started
In progress
Review
Finish
rework
Estimate
Project B
Document, program
File
Process
Task
Output
This figure outlines the integrated project management model currently implemented at some projects.
Based on individual functions to be provided to customers,
・we can manage work instructions and change request status, and
・we can clearly trace the correspondence of a design specification and its output.
And eventually, we can achieve quality products and rework reduction at the same time.
By implementing a specification change control and configuration management as well as improving project visibility,
we can deliver required information to the right personnel. Additionally, project managers can take timely actions.
In future, we can set a minimum control unit for a duration of a single task to, for example, 3 days. As a result,
it will be possible to prevent duration and man-hour overruns.
Progress
Developer ‘s view
developer
1:n/n:1/n:n

6. Discussion Topics and issues
We discuss other approaches and tasks for more effective ways of organizational
capability improvement for project managers.
1) How to deal with shortening development cycle?
There are some issues need to be considered:
　a. how to tailoring the development and project management process
　b. Reinforcement of quality assurance, PMO, SEPG group, architect group and so on.
　c. Tailoring the agile development process?
　d. How about insourcing v.s. outsourcing?
2) PMO approaches to change control or new technology implementation depend on the
systematic accumulation of the experience.
a. In order to maintain organizational activities, continuous support from top
   managements and entire organization is inevitable.
b. Based on the understanding that the quantitative effect to the other organizations
   depends on the degree of the organizational capability, continuous implementation
   is important.