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We propose a process refactoring technique and we show experience reports. The process refactoring is based onprocess complexity and activity priority lists. Values of process complexity are calculated by additional processes. The priority list presents priority levels of all activities that do not finish. In an industrial large-scale project, the process refactoring was executed. The period of the project was 2 years and 6 months. Four times process refactoring were executed. As a result, customers' satisfactions were high although several customers' requests were not realized. In addition, vendor's atisfactions also were high. The vendor felt glad that resources about all activities were sufficiently prepared by the process refactoring. In addition, we confirmed that process refactoring was useful to narrow all customers' requests down into actual indispensable requests.