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2010 Volume 12 Issue 4 Pages
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2010 Volume 12 Issue 4 Pages
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2010 Volume 12 Issue 4 Pages
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2010 Volume 12 Issue 4 Pages
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2010 Volume 12 Issue 4 Pages
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Article type: Index
2010 Volume 12 Issue 4 Pages
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2010 Volume 12 Issue 4 Pages
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Yasunobu Kino
Article type: Article
2010 Volume 12 Issue 4 Pages
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Daishi Okamoto
Article type: Article
2010 Volume 12 Issue 4 Pages
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Masanori Shishido, Soutarou Kawaguchi, Takao Kudou, Satoshi Munakata, ...
Article type: Article
2010 Volume 12 Issue 4 Pages
3-8
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We developed a checklist based on facts and a risk identification support tool focused on the risk drivers. It supports to identify risks for project managers with a little skill or experience. We applied the tool to real projects and evaluated. As a result, the coverage of the identified risks and usage were sufficient. However, we have recognized the problem that the check items didn't fit the project scope. We consider the tool allows to reduce the failure of projects or low yield projects.
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Hiroyuki Sato
Article type: Article
2010 Volume 12 Issue 4 Pages
9-13
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It is sometimes seen that a project results in failure due to an accident derived from a problem coming to light shortly before the closing of the project. Delay in problem detection raises the possibility of not only decreasing the time left for problem solving but also having a big influence on the whole project. It is thought the detection of the problems at the early stage is very important for the project success. "Was not the problem able to be detected at an earlier stage?" is often discussed as a lesson learned when the project was completed. Although the progress and pending problem are reported at each meeting with the project members, the project status is not always correctly reported to the project manager because the report unconsciously becomes superficial in the fear of being scolded for a mistake or the report is sometimes inadequate due to low awareness of the reporter, etc. The author wonders whether there are difficulties in the usual methods to confirm the progress, and investigates how to detect problems more appropriately in earlier stage. The method is practically attempted and its effectiveness is evaluated.
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Masaaki Sato
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2010 Volume 12 Issue 4 Pages
14-15
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Hajime Sato
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2010 Volume 12 Issue 4 Pages
16-18
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Shoso Yamato, Jinnosuke Nakamura, Toshihisa Honma
Article type: Article
2010 Volume 12 Issue 4 Pages
19-26
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In this paper, we propose the Project Assessment Indicator (PAI) and evaluation system (PAI model) in which the Project Management Office (PMO) can comprehensively quantify a project status, and then we have applied the model into practice. We propose the Analytic Hierarchy Process (AHP)-PAI model introducing allocation ratio and relationship between grade and grade marks in order to solve the problems of PAI model and to inherit its features. Furthermore, the comparison is also made between the examples with PAI model and the simulation result of AHP-PAI model, and the effectiveness and rationality of the model is verified. As a result, it is found that to utilize the AHP-PAI model enables efficient assessment of a project with a bird's-eye for a PMO.
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Yoshinobu Uchida, Masaki Samejima, Tsutomu Fujinani, Yukio Hoshi, Kenj ...
Article type: Article
2010 Volume 12 Issue 4 Pages
27-32
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One way to make a project successful is an understanding the essence of past experiences. To develop a scheme for learning from the past experiences, it is important to accumulate valuable knowledge of organization. The knowledge is extracted by analyzing and interpreting it after information obtained from the experience is arranged again. But, it is difficult to derive an objective and profitable knowledge according to the following obstruction factor. (1) The analysis based on superficial or a local situational awareness is done. (2) The consideration of the buck-passing work. To solve the above problems, we developed causal analytical method including visualization technique of the decision sequence to support the knowledge extraction, and defined knowledge form to understand knowledge. We evaluate the analytical method and the knowledge form, and show the effectiveness of the knowledge extraction.
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Masashi Okada, Masaru Nakano
Article type: Article
2010 Volume 12 Issue 4 Pages
33-39
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In a project that realizes large-scale systems, such as space systems, it is very important to transmit design information among each system level because the system structure is complicated. Especially in a high-context culture like Japan's, it is very important not only that they transmit the requirement through documents, but also that they share the value and define the metrics in the design trade-off. On the other hand, there are some possibilities when the intervention by a higher-level engineer into lower design activities causes a barrier to effective design activities because there is a kind of principal-agent relationship by asymmetric information concerning the value and the design technology between higher- and lower-level engineers. In this paper we visualize the value transmission and utilization mechanisms of system development, consider the impact of value transmission on the design process theoretically and by simulations, and propose an effective method of value transmission.
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Shoji Tajima
Article type: Article
2010 Volume 12 Issue 4 Pages
40-42
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Article type: Appendix
2010 Volume 12 Issue 4 Pages
43-44
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Shunichi Otaguro
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2010 Volume 12 Issue 4 Pages
45-46
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Koji Kuroki
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2010 Volume 12 Issue 4 Pages
47-48
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Keiko Yamada
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2010 Volume 12 Issue 4 Pages
49-51
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Kazutami Nishizawa
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2010 Volume 12 Issue 4 Pages
52-53
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Koji Tsumagari
Article type: Article
2010 Volume 12 Issue 4 Pages
54-
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Article type: Appendix
2010 Volume 12 Issue 4 Pages
55-57
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2010 Volume 12 Issue 4 Pages
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Article type: Appendix
2010 Volume 12 Issue 4 Pages
59-61
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2010 Volume 12 Issue 4 Pages
62-63
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2010 Volume 12 Issue 4 Pages
64-65
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Article type: Appendix
2010 Volume 12 Issue 4 Pages
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Article type: Cover
2010 Volume 12 Issue 4 Pages
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