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Article type: Cover
2010 Volume 12 Issue 1 Pages
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Article type: Appendix
2010 Volume 12 Issue 1 Pages
i-ii
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Article type: Appendix
2010 Volume 12 Issue 1 Pages
iii-v
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Article type: Appendix
2010 Volume 12 Issue 1 Pages
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Article type: Appendix
2010 Volume 12 Issue 1 Pages
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Article type: Index
2010 Volume 12 Issue 1 Pages
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Article type: Index
2010 Volume 12 Issue 1 Pages
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[in Japanese]
Article type: Article
2010 Volume 12 Issue 1 Pages
1-2
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Satsuki Shimada
Article type: Article
2010 Volume 12 Issue 1 Pages
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Hiroshi Kuroki
Article type: Article
2010 Volume 12 Issue 1 Pages
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Hideyuki Maeda, Koji Ara, Kunio Takahashi, Yoshiaki Ochiai, Shizuka Ho ...
Article type: Article
2010 Volume 12 Issue 1 Pages
5-10
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By the advancement of sensor and analysis technologies, a system that can automatically measure and visualize a team activity has been developed. We have applied this system to a large-scale project and have experimentally measured and analyzed the condition of a communication within it. As a result, we have successfully quantified and visualized the condition of a project communication. A result of a quantification analysis shows that there is a strong relationship between the productivity and the time spent for face-to-face communication. By continually monitoring the face-to-face communication time, we have been able to help exposing a project's problem in the early phase. It has also helped us offer useful information to project manager for solving this exposed problem.
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Shigenori Takekoshi
Article type: Article
2010 Volume 12 Issue 1 Pages
11-12
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Hajime Sato
Article type: Article
2010 Volume 12 Issue 1 Pages
13-15
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Ryo Iwasaki, Takao Shima
Article type: Article
2010 Volume 12 Issue 1 Pages
16-17
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Hiroki Takeuchi
Article type: Article
2010 Volume 12 Issue 1 Pages
18-20
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Shigeko Iwamoto
Article type: Article
2010 Volume 12 Issue 1 Pages
21-23
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Katsurou Hayashi
Article type: Article
2010 Volume 12 Issue 1 Pages
24-28
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If a project team consists of members in multiple countries or areas, a project manager needs to consider differences of culture, custom, currency and time zone, etc. These differences not only become negative factors in the project, but also become positive factors depend on how to manage them. Negative factors have been discussed much with its management methods, but positive factors have not been discussed so much. This paper summarizes what a project manager should pay attention to in each process in case of that a project team consists of global members, introduces positive factors of a global team, and motivates a project manager to lead a global team positively.
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Maria Sutherland
Article type: Article
2010 Volume 12 Issue 1 Pages
29-30
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Yasushi Togo
Article type: Article
2010 Volume 12 Issue 1 Pages
31-32
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Masahiko Kuroiwa
Article type: Article
2010 Volume 12 Issue 1 Pages
33-34
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Atsushi Shimoda, Asahiro Kuni, Akira Nagamatsu, Koji Okada, Jun Kadowa ...
Article type: Article
2010 Volume 12 Issue 1 Pages
35-41
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Continuous improvement of business processes for product realization (product realization process) is necessary to provide high quality products or services for customers constantly, under the global competition with severe change of business environment. For this purpose, ISO9001 audit for assessing establishment level of rules for product realization and process quality assurance for assessing performing level of those rules have conducted until now. However, those activities focused on improvements/assessments of either establishment level or performing level. In this paper, we propose a new process improvement method applying Quality Management System Evaluation Method that we developed. Our method guides improvement approach based on both evaluation results of establishment level and performing level of improvement target organization. We applied our method to internal process improvement activities and their results show that process improvements are achieved effectively using our method.
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Hiroko Nishikawa, Koji Okada
Article type: Article
2010 Volume 12 Issue 1 Pages
42-47
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In order to prevent project troubles or to repeat project successes, the mechanisms for project managements have been established and maintained in each business unit in enterprise. Recently, the approach extracting project management knowledge from these improved mechanisms and sharing them across business units are started in our organization. In this report, an IT system, that facilitate to collect and to share project management knowledge, is described. At first, both collecting process and using process for the project management knowledge are defined, and then the obstructing issues and countermeasures against them are identified. In addition, a prototype of PM-Knowledge-Viewer with supporting functions such as knowledge navigation, user's evaluation, knowledge request, and case collection, has been developed.
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Yuichi Kanda
Article type: Article
2010 Volume 12 Issue 1 Pages
48-49
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Committee of International Affairs
Article type: Article
2010 Volume 12 Issue 1 Pages
50-53
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Article type: Appendix
2010 Volume 12 Issue 1 Pages
54-56
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Hiroaki Itakura
Article type: Article
2010 Volume 12 Issue 1 Pages
57-58
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[in Japanese], [in Japanese]
Article type: Article
2010 Volume 12 Issue 1 Pages
59-60
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Katsushige Kako
Article type: Article
2010 Volume 12 Issue 1 Pages
61-64
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Jun'ichi Asami
Article type: Article
2010 Volume 12 Issue 1 Pages
65-68
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Issei Hirayama
Article type: Article
2010 Volume 12 Issue 1 Pages
69-
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Article type: Appendix
2010 Volume 12 Issue 1 Pages
70-72
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Article type: Appendix
2010 Volume 12 Issue 1 Pages
73-
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Article type: Appendix
2010 Volume 12 Issue 1 Pages
74-76
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Article type: Appendix
2010 Volume 12 Issue 1 Pages
77-78
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Article type: Appendix
2010 Volume 12 Issue 1 Pages
79-
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Article type: Appendix
2010 Volume 12 Issue 1 Pages
80-
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Article type: Appendix
2010 Volume 12 Issue 1 Pages
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Article type: Cover
2010 Volume 12 Issue 1 Pages
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