-
Article type: Cover
2009 Volume 11 Issue 2 Pages
Cover1-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2009 Volume 11 Issue 2 Pages
App1-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Index
2009 Volume 11 Issue 2 Pages
Toc1-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Index
2009 Volume 11 Issue 2 Pages
Toc2-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Index
2009 Volume 11 Issue 2 Pages
Toc3-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Index
2009 Volume 11 Issue 2 Pages
Toc4-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Shin-ichiro Yokoyama
Article type: Article
2009 Volume 11 Issue 2 Pages
1-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Takashi Ishikawa
Article type: Article
2009 Volume 11 Issue 2 Pages
2-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Kazuya Shide, Koichi Andou
Article type: Article
2009 Volume 11 Issue 2 Pages
3-8
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
The improvement of the continuing productivity is difficult in construction industry, because the organization is different in each project. It makes the continuous productivity drive difficult. The target job breakdown clearly can clarify the main point of the improvement in manufacturing efficiency. This research refers to the example of the job breakdown of a building project, and devises the continuous-improvement promotion framework over building construction.
View full abstract
-
Shotaro Mori
Article type: Article
2009 Volume 11 Issue 2 Pages
9-13
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
Project success depends on not only the project manager's ability for project management processes but also the roles of the high-ranking project manager who supports the project manager. Meanwhile, recent projects tend to be short-term, small-scaled, and complicated. In such situations, roles of the high-ranking project manager should be clarified for the effective progress. The high-ranking project manager acts as a supervisor of the project manager, an expert project manager, a coordinator of the executives, etc. To practice these actions effectively, the author defined and promoted the following four processes: role clarification, management method, communication, and decision-making. The communication process was divided into four smaller steps for further promotion. As a result, business performance was improved by earlier actions against project problems and higher possibility of project success.
View full abstract
-
Daishi Okamoto, Noboru Fujimaki
Article type: Article
2009 Volume 11 Issue 2 Pages
14-19
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
To improve difficult situation of a project leader facing during his/her projects, we proposed that a project management expert called PMA (Project Management Assistant) takes part in a specific project and shares the management activities with a project leader to assist him/her for managing project successfully. This paper presents a typical case study of applied assistance activities for day-by-day project management by PMA. Also this derives a useful conceptual model of PMA from case studies for planning assistance activities.
View full abstract
-
Kazuhiro Esaki
Article type: Article
2009 Volume 11 Issue 2 Pages
20-21
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Hiroyuki Fujino
Article type: Article
2009 Volume 11 Issue 2 Pages
22-23
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Sadao Ebihara
Article type: Article
2009 Volume 11 Issue 2 Pages
24-25
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Asahiro Kuni, Atsusi Shimoda, Koji Okada, Jyun Kadowaki, Shouji Yabuta ...
Article type: Article
2009 Volume 11 Issue 2 Pages
26-31
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
We believe that quality of product realization process depends on "QMS (quality management system) level" and "performing level (projects' daily practices based on QMS)". Therefore, we have developed "Quality Management System Evaluation Method" that can evaluate both QMS level and performing level. In this paper, we describe the comparison analysis of evaluation results in different business domains (hardware products and software products) in Hitachi Group, which are obtained by applying this method to 72 product-development projects in 9 business units. The consequences of this comparison analysis are follows: (1) Individual business units have some specific and advanced "best practices" in QMS, (2) These "best practices" could be effective for other business units. (3) The excellent performing levels are found in a few specific projects, and (4) Using this method, both average and variance of performing levels can be described quantitatively.
View full abstract
-
Article type: Appendix
2009 Volume 11 Issue 2 Pages
32-33
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Hiroaki Itakura
Article type: Article
2009 Volume 11 Issue 2 Pages
34-36
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
[in Japanese], [in Japanese]
Article type: Article
2009 Volume 11 Issue 2 Pages
37-38
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Katsushige Kako
Article type: Article
2009 Volume 11 Issue 2 Pages
39-40
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Hidetaka Nakajima
Article type: Article
2009 Volume 11 Issue 2 Pages
41-42
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Mitsuo Muramatsu
Article type: Article
2009 Volume 11 Issue 2 Pages
43-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2009 Volume 11 Issue 2 Pages
44-58
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2009 Volume 11 Issue 2 Pages
59-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2009 Volume 11 Issue 2 Pages
60-62
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2009 Volume 11 Issue 2 Pages
63-64
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2009 Volume 11 Issue 2 Pages
65-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2009 Volume 11 Issue 2 Pages
66-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2009 Volume 11 Issue 2 Pages
App2-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Cover
2009 Volume 11 Issue 2 Pages
Cover2-
Published: April 15, 2009
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS