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2011 Volume 13 Issue 6 Pages
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2011 Volume 13 Issue 6 Pages
i-ii
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2011 Volume 13 Issue 6 Pages
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2011 Volume 13 Issue 6 Pages
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2011 Volume 13 Issue 6 Pages
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Article type: Index
2011 Volume 13 Issue 6 Pages
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2011 Volume 13 Issue 6 Pages
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Kei Nakada
Article type: Article
2011 Volume 13 Issue 6 Pages
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Atsushi Kyura
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2011 Volume 13 Issue 6 Pages
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Toshihiko Fukushima, Kimio Kasuga, Shigeru Yamada
Article type: Article
2011 Volume 13 Issue 6 Pages
3-8
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In order to achieve QCD (quality, cost, and delivery) targets of a software product development project, it is important to measure process of the software product and process, to evaluate the software project quantitatively based on quality standards, and to improve it continuously. This paper shows how to evaluate the project quantitatively by using product and process quality indices based on the organizational activities to improve the defect removal efficiency and to minimize delivered defects. Then, we discuss the relationship between the quality indices and QCD results by analyzing the data of several software projects which are evaluated quantitatively. Moreover, we show the improvement effect for application of defect removal efficiency.
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Takeshi Uratsuka
Article type: Article
2011 Volume 13 Issue 6 Pages
9-12
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Why do software development projects fail? I can list some conditions for the fails. Unpredictable economic situation and changes in the IT market including the prevalence of cloud services have strictly forced companies to reduce the investment on IT infrastructures. This trend requires IT vendors to compete a low price; and as a result, a reduction of the manufacturing cost, including offshore sourcing, has been a imperative task for IT vendors. The cost reduction causes some severe troubles; inferior quality of manufacturing operations by mismatched resources, lower productivity and efficiency, cutting corners for keeping the schedule, and additional cost for redoing all the failed processes. In this way, more and more projects only generate unsuccessful results as a whole. I will show you some specific methods and tools for the successful project management basing on the past experience in successful and unsuccessful projects by referring to the following three aspects: human resource management, time management, and quality management.
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Kazumi Okugawa, Sadayuki Higashi, Kunihiko Ninomiya
Article type: Article
2011 Volume 13 Issue 6 Pages
13-18
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Process improvement approach is essential to aim at improvement of quality and productivity. However, applying existing process approach model often tends to fall into formalism and we could not obtain good results. We rebuilt existing maturity model which enables project members to work positively and voluntarily so that they can continue improvement activities and notice necessity of improvement points. This paper includes content of the project management process maturity model, how to use it and trial result of applying some projects.
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Masaki Kigure, Jun Nakamura, Eisuke Ootsuru, Kiyotaka Watanabe
Article type: Article
2011 Volume 13 Issue 6 Pages
19-22
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NTT DATA CORPORATION has been conducting process improvement activities based on CMMI at 19 organizations within our group companies since 2001. We have found that the "Full Participation"-style process improvement activities contribute not only to the achievement of projects' business goals, but to the activation of projects and organizations as well. Here we describe the cases and concepts helpful to the process improvement activities with "Full Participation", and their effects.
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Genji Shimomura
Article type: Article
2011 Volume 13 Issue 6 Pages
23-28
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The success of the project is essential that the presence of project leaders and managers are well-known fact. However, the success of the project is essential to work together with the existence of their followers. In this paper we decided to focus on their presence. And encourage their growth in order to project a success, we have investigated venture to exert oneself. After researching, we have to know the specific mechanisms and activities. In addition, to remain a strong organization, "movement" could be a consideration. Make recommendations leading to the success of the project by such findings and discussion.
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Koji Okada, Naoto Yoshida, Katsuhiko Sagae, Takeshi Miyazaki, Hiroko N ...
Article type: Article
2011 Volume 13 Issue 6 Pages
29-34
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Global competition has become harder and harder in every business domain. In order to wipe out unprofitable projects and to improve business profits under such situation, we started corporate initiative to deploy phase-gate management, which has produced successful results in leading business unit, into every business unit broadly. At first, the concept of "Hitachi Phase-Gate Management" that is applicable for diverse business types, was made clear. Then common fundamental enablers such as (1) operation guides, (2) training materials, (3) phase-gate maturity model, (4) KPI setting guide and (5) sharing knowledge contents, are developed/established and provided broadly Moreover, 10 model business units were selected, and supported on both developing their improvement action plans of phase-gate management and performing them. According to the results, improvement of both phase-gate maturity levels and some KPIs were demonstrated in all selected model business units.
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Genji Shimomura
Article type: Article
2011 Volume 13 Issue 6 Pages
35-36
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Kensei Yoshida
Article type: Article
2011 Volume 13 Issue 6 Pages
37-38
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Miki Kondo, Takaharu Matsui, Hidekazu Takeda
Article type: Article
2011 Volume 13 Issue 6 Pages
39-44
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In the case of consumer business involving product planning and development based on market and competitors trend, sales and profits largely depend on the quality of their product plans. Therefore, it is necessary to complete various analysis, hypothesis formulation, and feasibility study within a given period. In this study, we developed a management system for product-planning project to built-in quality of the product plan. One feature of this system is to visualize quantitatively the progress of planning phase focusing on consistency based on dependency among planning tasks as well as task completion using "Consistency rate" and "Task completion rate" as indices. We applied the system to a product plan of a digital home appliance and verified feasibility and effectiveness.
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[in Japanese], [in Japanese], [in Japanese], [in Japanese], [in Japane ...
Article type: Article
2011 Volume 13 Issue 6 Pages
45-51
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Yukihiro Oshitani, Yoshihiro Matsubara
Article type: Article
2011 Volume 13 Issue 6 Pages
52-53
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Article type: Appendix
2011 Volume 13 Issue 6 Pages
54-55
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Hirofumi Sugaya, Joji Katsura, Masaaki Uehara
Article type: Article
2011 Volume 13 Issue 6 Pages
56-58
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Hiroshi Kuroki
Article type: Article
2011 Volume 13 Issue 6 Pages
59-60
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Masakazu Shirota
Article type: Article
2011 Volume 13 Issue 6 Pages
61-64
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Kazutami Nishizawa
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2011 Volume 13 Issue 6 Pages
65-68
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Kohtaro Shibata
Article type: Article
2011 Volume 13 Issue 6 Pages
69-
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Article type: Appendix
2011 Volume 13 Issue 6 Pages
70-75
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2011 Volume 13 Issue 6 Pages
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Article type: Appendix
2011 Volume 13 Issue 6 Pages
77-79
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2011 Volume 13 Issue 6 Pages
80-81
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2011 Volume 13 Issue 6 Pages
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2011 Volume 13 Issue 6 Pages
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Article type: Cover
2011 Volume 13 Issue 6 Pages
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