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2010 Volume 12 Issue 6 Pages
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2010 Volume 12 Issue 6 Pages
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2010 Volume 12 Issue 6 Pages
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Article type: Appendix
2010 Volume 12 Issue 6 Pages
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Article type: Appendix
2010 Volume 12 Issue 6 Pages
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Article type: Index
2010 Volume 12 Issue 6 Pages
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Article type: Index
2010 Volume 12 Issue 6 Pages
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Junichi Ouchi
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2010 Volume 12 Issue 6 Pages
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Kazunori Yamamoto
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2010 Volume 12 Issue 6 Pages
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Naoki Tsujikawa
Article type: Article
2010 Volume 12 Issue 6 Pages
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QMS has been driven to improve CS and System Integration (SI) enhancement actions such as personnel training and effective posting. Thorough management for priority areas and process improvement based on CMMI have been conducted to improve the degree of success for projects. Now, it is recognized that not only individual projects and managers but also organizational processes and maturity need to be improved. This paper reviews the process improvement effects focused on CMMI, based on the organizational maturity and project results. Also, described are points to keep in mind to seriously improve processes or establish them with the introduction of CMMI as well as points of my observation to drive CMMI.
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Taku Moriya
Article type: Article
2010 Volume 12 Issue 6 Pages
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The business organizations are often composed corresponding to their customer's business fields. For technical requirements are diversified and complicated in today's world, the member who has the skill necessary for the project might not be gathered only by the organization. Thus the matrix type projects are composed. In the matrix type project, a harmful effect for accomplishing the project has been pointed out, the existence of multiple chains of command. In addition, when the matrix type project is generated constantly and matrix type organization sustains, the problems are increased in the method of evaluating the achievement and the motivation improvement of the member. In this thesis, the solution for the problem along the time evolution of the matrix type project is considered.
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Kiyoshi Ikeda, Kenji Tsuzuki
Article type: Article
2010 Volume 12 Issue 6 Pages
13-18
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Recently, in network constructions, the split orders which are similar to the construction management, are increasing more than the traditional turnkey orders. In national large-scale systems, there are many stakeholders of different contract.And they are not necessarily the same chain of command experience at the request of organizations and application systems. Therefore, it is very difficult to succeed the project without various ideas. In this paper, we introduce the examples that the installation work controller set up in headquarters, coordinate with stakeholders, and parallel with the construction progress under nationwide, and use the customer SEs supporting field problems, and foster the core leaders by facilitations, rehearsals and feedbacks. Furthermore, we introduce the example which the tool for managing progress and sharing information using mobile phone (using web access), was quite useful for solving problems constantly changing every day, in order to share the event information with physically separate locations.
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Koji Mishima
Article type: Article
2010 Volume 12 Issue 6 Pages
19-20
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Koji Okada, Futoshi Koike, Yoshinobu Uchida
Article type: Article
2010 Volume 12 Issue 6 Pages
21-26
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Improvements of project management activities are desired in every business domain. Sharing project lessons learned across business units, can be an effective way to improve project management activities, on an enterprise composed of various business units. In order to share project lessons learned across business units, we collect 31 failed project cases analyzed in each business unit from 8 business unit, re-analyze them, and extract 50 sharable project lessons learned. Moreover, we design an analysis method to extract sharable project lessons learned, that reflects analysis know-how gathered from actually performed re-analysis activities.
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[in Japanese]
Article type: Article
2010 Volume 12 Issue 6 Pages
27-
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[in Japanese]
Article type: Article
2010 Volume 12 Issue 6 Pages
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[in Japanese]
Article type: Article
2010 Volume 12 Issue 6 Pages
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[in Japanese]
Article type: Article
2010 Volume 12 Issue 6 Pages
28-29
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[in Japanese]
Article type: Article
2010 Volume 12 Issue 6 Pages
29-30
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[in Japanese]
Article type: Article
2010 Volume 12 Issue 6 Pages
30-
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[in Japanese]
Article type: Article
2010 Volume 12 Issue 6 Pages
30-31
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[in Japanese]
Article type: Article
2010 Volume 12 Issue 6 Pages
31-32
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[in Japanese]
Article type: Article
2010 Volume 12 Issue 6 Pages
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2010 Volume 12 Issue 6 Pages
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2010 Volume 12 Issue 6 Pages
33-34
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2010 Volume 12 Issue 6 Pages
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Kohta Kaneko
Article type: Article
2010 Volume 12 Issue 6 Pages
35-36
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Osamu Ohno, Ryoichi Fujihara, Kenji Hatsuda
Article type: Article
2010 Volume 12 Issue 6 Pages
37-38
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Naoki Ohshima
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2010 Volume 12 Issue 6 Pages
39-42
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[in Japanese], [in Japanese]
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2010 Volume 12 Issue 6 Pages
43-44
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Koji Kuroki
Article type: Article
2010 Volume 12 Issue 6 Pages
45-46
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Yasunobu Kino
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2010 Volume 12 Issue 6 Pages
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Kiyomi Tatebe
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2010 Volume 12 Issue 6 Pages
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Article type: Appendix
2010 Volume 12 Issue 6 Pages
49-50
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2010 Volume 12 Issue 6 Pages
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Article type: Appendix
2010 Volume 12 Issue 6 Pages
52-54
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Article type: Appendix
2010 Volume 12 Issue 6 Pages
55-56
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Article type: Appendix
2010 Volume 12 Issue 6 Pages
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Article type: Appendix
2010 Volume 12 Issue 6 Pages
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Article type: Cover
2010 Volume 12 Issue 6 Pages
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