-
Article type: Cover
Pages
Cover1-
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
-
Article type: Appendix
Pages
App1-
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
-
Article type: Appendix
Pages
App2-
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
-
Article type: Appendix
Pages
App3-
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
-
Article type: Appendix
Pages
App4-
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
-
Article type: Appendix
Pages
App5-
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
-
Article type: Index
Pages
Toc1-
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
-
[in Japanese]
Article type: Article
Session ID: A-1
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
Generally, it has been considered that the enterprise performance or the profit, is increased due to the rationalization of processes of manufacturing and distribution, which is the forward integration, the backward integration or the both integration, in addition to the superiority of products. Furthermore, it has been also expected that the effect of the integration is to be enhanced due to the information investment. Therefore, on major medicine manufacturers in our country, the investment effects of machinery and information are ex post facto assessed based on securities reports and also the relationship between the investment effects and the undertaking matter including business architecture together with activities of related enterprises.
View full abstract
-
[in Japanese]
Article type: Article
Session ID: A-2
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
Information Technology Industry in Japan has severe big problems. 1. Lack of skilled engineers and 3K phenomena Since companies belong to this industry have been receiving a lot of orders more than their capabilities because of lack of supplying skilled engineers. As a result, not so few engineers had illness such as mental insult. Then young people tended to hate this industry, and this phenomena induce much more lack of necessary skilled engineers. 2. Low rate of project success IT industry business has a lot of difficulties. (1) Most of their clients never execute conceptual design for IT investment project (2) Most clients request several revision after their decision has been made (3) Lack of supplying reasonable amounts of contractor's engineers because of constant busy situation Profiling management of P2M was very useful to throw roots of these problems into relief. Then, we provide best practice as benchmark to improve their organizational productivity.
View full abstract
-
[in Japanese]
Article type: Article
Session ID: A-3
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
Managers face three different types of complex systems, in their business activities. Target systems such as the products or production facilities are the objectives of the managers activities and of "detailed complexity". Managers deal with the complexity using systems engineering competence. The organizations working to accomplish the target systems are the systems of "dynamic complexity" because of their multi-agent characteristics. Leadership is the major tool for the managers. Managers cope with non-linearly changing "dynamic complexity" of environments such as market and society which enclose the target systems and the organizations, utilizing the detailed complexity of the target systems, with their arms of strategies. The relations of the complexities and management and also the organization strategies are discussed.
View full abstract
-
Tatsushi Takata
Article type: Article
Session ID: A-4
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
Mobile operators that control mobile network constantly leaded new service introduction, which used to take long lead-time until service introduction, due to its value chain structure, starting with concept analysis, market research, service and handset specification and finally handset deployment. Recently, the scenario changed with network openness as wi-fi (wireless technology), which allows low entree barrier to the network and mobile service platform architecture as Android triggered new innovative services without mobile operator value chain constraints. This change from network service to content service created business opportunities for new entrants as web service providers, increasing network value for customers. Also market bargain power is shifting from mobile operators to content providers.
View full abstract
-
Akihito OKAZAKI
Article type: Article
Session ID: A-5
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
In July Summit held in Lake Toya in the world-wide measures to tackle global warming is re-confirmed. Today, competition has intensified the development of hybrid vehicles, combating global warming, one of the real solution. In this study, truck and bus market for large commercial vehicles to squeeze them ideal for hybrid energy storage system to examine the purpose of dissemination of technology to promote development strategy. Working directly linked to a more practical approach to strategy suggestions.
View full abstract
-
[in Japanese]
Article type: Article
Session ID: A-6
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
At this article, I propose the relation Project Management methodology P2M and Organization Change Management methodology of ERP implementation project. I consider the strategic objective realization of the awareness change of the staff. The author is practicing the project management methodology (the methodology based of PMBOK) and the coordination in case of ERP implementation of the global base and is practicing Organization Change Management. The approach has a purpose of changing the recognition and the motive of the organization surely and then maximizing the effectivity and efficiency. Moreover, I review the possibility of the fusing of P2M and the Organization Change Management as the pursuing for the purpose.
View full abstract
-
[in Japanese]
Article type: Article
Session ID: B-1
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
In CRM (Customer Relationship Management or Continuous Relationship Marketing), it is necessary to describe the customers' character and persona concretely, to improve the communications from the companies to the customers aptly, and to maximize the revenue or profit efficiently. The transaction history is the most important dataset for the CRM, however it is basically appropriate for the quantitative analysis. The qualitative information that describes the customers' character and persona is insufficient in the database. The customer research is an important technique to supplement qualitative information that cannot be read from the transaction history. To combine the qualitative information with quantitative information, we can describe the customers' character and persona more concretely. Furthermore the combined analysis is useful for the segmentation of the customers, and the hypothesis to approach the customers,. This essay tries to focus on the customer research, to explain the process of the customer research in the CRM, and to apply the P2M framework to the CRM, especially in the Value Management.
View full abstract
-
[in Japanese]
Article type: Article
Session ID: B-2
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
Business value chain creates competitive advantage and client value chain creates personal benefit as well. Value proposition approach in the traditional sense evaluates only value creation stage and ignores value sustainable stage. This paper discusses on an innovative value proposition approach both in creation and sustainable stages from KANSEI management viewpoint. Various examples demonstrate advances of proposed KANSEI value proposition Approach.
View full abstract
-
[in Japanese]
Article type: Article
Session ID: B-3
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
Under the excessive supply conditions of product, manufacturing industries have been forced to supply products together with services. While it is the tendency from the beginning of mass production, the spread of information and communication technology and the development of globalization are strengthening the tendency and moreover requesting the advancements of service. One of the advancements is the tendency to enhance Kansei. The present status of service and also Kansei is studied from the viewpoint of ex post evaluation of machinery and information investments, which is business assessment, to compare the differences among types of industry and individual enterprises. Moreover, on the enterprises showing high service and Kansei, the outline and architecture of business are studied to examine the models of what business itself and business architecture should be.
View full abstract
-
Takashi KIKUCHI, Akira KAMOSHIDA
Article type: Article
Session ID: B-4
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
CSR (Corporate Social Responsibility may remind us of the contribution to the environmental and social issues outside of the company's core business or reduction of emission of hazardous materials in the process of production and improvement of labor conditions. More critical, however, is whether the services (including goods) delivered by the company really does meet the social responsibility. Historical eras are part of "Institution" (=Socio-Economic Cultural System or Composition) and what impact does CSR exert upon various stakeholders and what CSR should mean are different from era to era. In this paper, the authors overview the historical eras and discuss "should" CSR relative to the survival directions of the Japanese corporations. What they should pursue in the near future are primarily advanced unique services naturally based on Japan's culture and tradition with serviceware and humanware as media and superfluous brands should be expelled.
View full abstract
-
Daisuke HOTTA, Osamu KOSHIYAMA, Takashi YAMADA, Atsushi YOSHIKAWA, Hid ...
Article type: Article
Session ID: B-5
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
-
Hideo YAMAMOTO, Atsushi YOSHIKAWA, Mikako OGAWA, Akiko ORITA
Article type: Article
Session ID: B-6
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
-
Takahiko HIGUCHI, Keita SHINOHARA, Ryouta SATOU, Masatoshi NISHIO
Article type: Article
Session ID: C-1
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
In recent Japan, there are problems such as era of open enrollment to Universities and enterprises tend to request human resources with instant working power. An index for human cultivation may be necessary in order to solve these problems. Meanwhile, Ministry of Economy, Trade and Industry advocated 'Fundamental abilities for all members of Society' and Universities need to carry out educational design based on it. Our laboratory has been executing a DOA (Data Oriented Approach for Information System Development) project aiming at cultivation of fundamental abilities for all members of society as well as understanding of the DOA method. This study tried to visualize whether a process of class design based on fundamental abilities for all members of society is effective or not to cultivate it in the environment and was carried out by using a BSC (Balanced Score Card) method for valuation on the class design process. This paper reports the execution results.
View full abstract
-
Kei YAMAGUCHI, Takuya HURUSAWA, Masatoshi NISHIO
Article type: Article
Session ID: C-2
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
Human cultivation has come to be an important managerial task among many companies under rapid changes in the social environment. In such circumstances, it may be necessary and responsible for the University education which holds preliminary human group expected to play active part soon before entering in the society and furthermore closely related to social growth to make students cultivate as human resources who are required there in addition to acquisition of usual basic scholarship and major knowledge. It is adapted for our Laboratory and the activities have been taken place under such consciousness. In this study every class that is carried out by an unit of Laboratory is grasped as a project, which cultivates students as human resources required for the society and profiling was exercised aiming at a progress of further effectiveness in activities of Laboratory. The paper reports the execution results.
View full abstract
-
[in Japanese]
Article type: Article
Session ID: C-3
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
On my previous paper (Journal of IAP2M Vol.2, No.2 Feb.2008) I examined approach variations for the systems approach method in P2M Profiling management and presented some implications to P2M. Therein I proposed a possibility to develop a next version of P2M using such as (SSM+APM) model, which SSM (Soft Systems Methodology) in Program planning and APM (Agile Project Management) in Project executing. This paper describes the second thought on them through more examinations afterwards.
View full abstract
-
Hiroshi HASEGAWA, Masatoshi NISHIO
Article type: Article
Session ID: C-4
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
Long time has elapsed since about two third of projects for system development had been said to be failure. Particularly the tendency is remarkable in case of large scale development and it is not too much to say that few projects had succeeded. Usually weight of project management for system development has been put on how to design and develop and not enough on what to design and develop. Under the hypothesis that this is one of factors which lowers success rate, utilization of meta-data in project management is studied here. Namely, this paper examines a management style to attain the following two goals: (1) to make it possible to carry out more precise progress control and cost management by grasping project status from viewpoint of progress on design and development regarding meta parts (2) to heighten estimation precision of direct costs especially regarding forgoing development by accumulating actual data of man hour based on meta-data
View full abstract
-
Tomio Umeda
Article type: Article
Session ID: C-5
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
Since 1960s, systems engineering methodology has well developed and contributed in various industrial systems development including software development. Although a unified framework of systems engineering, project planning and execution was proposed at the earlier stage of systems engineering deployment, it seems not to have been well inherited, at least in Japan. In this work, the author reexamines the systems engineering methodology especially the A.D. Hall's morphological framework in connection with project work procedures. It is recognized that the systems engineering methodology may unify the systems engineering activities and project management with the standardized project model in the P2M context.
View full abstract
-
Article type: Appendix
Pages
157-
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
-
[in Japanese]
Article type: Article
Session ID: D-1
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
P2M requests the knowledge of Project Finance Management. But this Management is one of the management for finance of the respective Project. The Management is not certain as the knowledge for finances of Program which is composed of plural projects, respective business which contains operational works and finances of enterprise's value innovation. And the relation of P2M and Corporate Finance is not clear. Then I study the knowledge body of finance necessary to P2M. I can conclude that the knowledge of finance for future creation of value has common base in principle. In P2M we expect that knowledge of Project Finance Management can become the main knowledge body of finance and is requested to be more collaborated for performance of P2M.
View full abstract
-
Article type: Appendix
Pages
App6-
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
-
Article type: Appendix
Pages
App7-
Published: September 19, 2008
Released on J-STAGE: June 06, 2017
CONFERENCE PROCEEDINGS
OPEN ACCESS
