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Article type: Cover
2011 Volume 13 Issue 2 Pages
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Article type: Appendix
2011 Volume 13 Issue 2 Pages
i-ii
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Article type: Appendix
2011 Volume 13 Issue 2 Pages
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Article type: Appendix
2011 Volume 13 Issue 2 Pages
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Article type: Index
2011 Volume 13 Issue 2 Pages
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Article type: Index
2011 Volume 13 Issue 2 Pages
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Satoshi Kurishima
Article type: Article
2011 Volume 13 Issue 2 Pages
1-
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Sumio Izawa
Article type: Article
2011 Volume 13 Issue 2 Pages
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Akinobu Shigeki
Article type: Article
2011 Volume 13 Issue 2 Pages
3-6
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When we consider innovation in project management (PM), we must naturally take into account innovation of the elemental technologies that support PM. However, even more important are the objectives of projects that will be subject to management. Taking ICT-related systems as an example, the application domain of ICT has greatly expanded and the objectives of ICT projects have changed greatly due to dramatic technological progress over the past half-century. As a result, the key issue of PM has shifted from "how to make" to "what to make." For future PM, it will be important to emphasize not only PM knowledge but also intelligence that will allow us to consider ways of dealing with yet unknown problems.
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Kensei Yoshida
Article type: Article
2011 Volume 13 Issue 2 Pages
7-11
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The innovation project is different from the project of the aim clear model such as the engineering works construction and the information system development, and it seems that I cannot arrange it only with a knowledge system done generalization in PMBOK. The writer thinks that there are the two differences, and the one is an ideal method of the risk management as the PM process, and the other is nature of the project manager. In this article, I compare the purpose clear model project with the innovation project, and study the points of the project management of the innovation project, considering of the development of the Knowledgeserver as an example.
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Masafumi Maeda
Article type: Article
2011 Volume 13 Issue 2 Pages
12-17
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In the current system development, it is a fact that a lot of gaps exist between System Planning that is called a super-upper process and software development. Especially, it is thought that the tendency is remarkable on the business specification. In this paper, I embody the content that should be defined for the IT vendor's system proposal in the super-upstream process, to focus on eliminating the gap in terms of business specifications. It is done in view of project management, utilizing "BABOK" (Business Analysis Body of Knowledge) expected as a common system requirements analysis in the future. In addition, I systematize the result as a success element of the system development in the IT vendor's system proposal. And I consider effectiveness of the success element based on an actual system development case.
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Jun'ichi Fukuda
Article type: Article
2011 Volume 13 Issue 2 Pages
18-23
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In this paper I introduce a quantitative approach to support upstream process of system implementation. I tried to apply text mining to figure ER models, to find candidates of services and to classify operative functions. As a result, I found text mining could be helpful to support for drawing such models in upstream process. And it could be effective to keep governance which is made with Enterprise Architecture.
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Nao Adachi, Kenichi Hirano, Hisako Hikita, Atsushi Yamanaka, Megumi Ta ...
Article type: Article
2011 Volume 13 Issue 2 Pages
24-29
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Agile development is a software development methodology which emphasizes individuals' collaboration and interactions, working software more than plan driven waterfall development. It is evolved in recent years compared with waterfall development, and said that more adaptive to changes (which frequently occur in system construction projects) than heavyweight methods. But to adopt agile development for mission critical system construction projects, we must mature quality management for agile development and get customer satisfaction. Most of agile development methodologies do not systematize quality management in the present. Therefore, verification and consideration whether quality management practices for waterfall development are adoptable to agile development is necessary. This paper explains about quality management activities for agile development using real project example which is characterized by collaboration with offshore vendor. And evaluating the metrics of quality for agile development compared with its for waterfall development.
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[in Japanese]
Article type: Article
2011 Volume 13 Issue 2 Pages
30-
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[in Japanese]
Article type: Article
2011 Volume 13 Issue 2 Pages
31-
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[in Japanese], [in Japanese]
Article type: Article
2011 Volume 13 Issue 2 Pages
32-
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Article type: Appendix
2011 Volume 13 Issue 2 Pages
33-
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Article type: Appendix
2011 Volume 13 Issue 2 Pages
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Article type: Appendix
2011 Volume 13 Issue 2 Pages
35-
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Shunichi Otaguro
Article type: Article
2011 Volume 13 Issue 2 Pages
36-37
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[in Japanese], [in Japanese]
Article type: Article
2011 Volume 13 Issue 2 Pages
38-39
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Hiroshi Kuroki
Article type: Article
2011 Volume 13 Issue 2 Pages
40-41
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Noriyuki Tanijima
Article type: Article
2011 Volume 13 Issue 2 Pages
42-45
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Shozo Yamado
Article type: Article
2011 Volume 13 Issue 2 Pages
46-49
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Kenji Hatsuda
Article type: Article
2011 Volume 13 Issue 2 Pages
50-
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Yukio Hoshi
Article type: Article
2011 Volume 13 Issue 2 Pages
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Article type: Appendix
2011 Volume 13 Issue 2 Pages
52-67
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Article type: Appendix
2011 Volume 13 Issue 2 Pages
68-
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Article type: Appendix
2011 Volume 13 Issue 2 Pages
69-71
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Article type: Appendix
2011 Volume 13 Issue 2 Pages
72-73
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Article type: Appendix
2011 Volume 13 Issue 2 Pages
74-
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Article type: Appendix
2011 Volume 13 Issue 2 Pages
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Article type: Cover
2011 Volume 13 Issue 2 Pages
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