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2011 Volume 13 Issue 4 Pages
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Article type: Appendix
2011 Volume 13 Issue 4 Pages
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2011 Volume 13 Issue 4 Pages
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Article type: Appendix
2011 Volume 13 Issue 4 Pages
vii-viii
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Article type: Appendix
2011 Volume 13 Issue 4 Pages
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2011 Volume 13 Issue 4 Pages
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Article type: Index
2011 Volume 13 Issue 4 Pages
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2011 Volume 13 Issue 4 Pages
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Kazuhiko Kato
Article type: Article
2011 Volume 13 Issue 4 Pages
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Ryoichi Wakuta
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2011 Volume 13 Issue 4 Pages
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Kozo Fujisaki
Article type: Article
2011 Volume 13 Issue 4 Pages
3-7
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In IT projects, it is difficult for project managers to know the status of progress, quality, and risks correctly, because the software products are basically invisible. Particularly in troubled projects, serious problems are often not identified as risks in advance. In such projects, risks cannot be avoided and are actualized as critical problems. Therefore it is important to visualize the status of the project. This paper reports the effects of applying the "visualization" management methods to an ongoing IT project.
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Masahiro Murayama
Article type: Article
2011 Volume 13 Issue 4 Pages
8-13
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The risk identification can be effectively done in the project by the thing that clarifies the relation of the risk identification tools, combines those tools, and uses them. Moreover, by using the past experiences and improving risk identification, such Technique will be brushed up. And, it is made easily to use by practice by the thing explains by a virtual case.
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Yuya Uranaka, Shingo Yamaguchi, Yuya Maruyama
Article type: Article
2011 Volume 13 Issue 4 Pages
14-19
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We propose a database of risk patterns, named risk pattern base. We have implemented a risk pattern base with 350 risk patterns of twelve fields. As an application of the risk pattern base, we have developed a tool to support risk identification in a practical class on project-based development. We have also performed an experiment to evaluate the tool and the risk pattern base. As a result, this tool enabled students to identify average 9.7 typical risks and 18.3 untypical risks. This result shows the effectiveness of the risk pattern base.
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Motoh Shimizu
Article type: Article
2011 Volume 13 Issue 4 Pages
20-25
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In a strategic program, multiple projects are harmoniously combined to implement organizational strategy. The architecture of such program is designed during the mission profiling process along with the strategy management for the program value maximization. As program risks and high strategic objectives are contradictory to each other in general, risk response is treated in the strategy management and does not come out to the surface. In the execution phase of program, the risk management consists of program risk management and individual project risk management. The distinctive aspects of the risk management in strategic programs will be discussed.
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Masashi Okada, Masaru Nakano
Article type: Article
2011 Volume 13 Issue 4 Pages
26-31
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The national project is a set of activities that realizes the nation's value as customers. In the case of large-scale and complex systems, it is characteristic of the public sector to cooperate and share in responsibility with the private sector. When we view these activities as the engineering activities along the value chain, which realizes the nation's value, it is possible to say that a break in the chain induces a failure of the national project. This paper proposes a visualization method on the risks and background factors that obstruct the value chain and provides the application results concerning the space development as a particular case. Then, we focus on what we learned from preceding studies of the Japanese production system; we consider the difficulty of adapting the Western systems engineering style to Japanese high context culture; and we suggest the directionality of engineering management of the national project in Japan, focusing on the value chain and communication.
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Tomoko Maruyama, Masahiro Inoue
Article type: Article
2011 Volume 13 Issue 4 Pages
32-37
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People have acquired leadership skills from long-term experience in workplace. In the age of rapid change, however, it is necessary to accelerate the process of acquiring leadership skills and make it possible for people to contribute as a leader as soon as possible. Leadership education in conjunction with real experience and pseudo experience with the use of simulator will provide people with experience as well as knowledge and accelerate the process of acquiring leadership skills. Project management education has been introduced to graduate schools of information and those of construction engineering. Education on technical knowledge area, such as scope, time, cost, quality, and procurement management, can be effective through lectures and proper exercises. For human skill and leadership education, however, such conventional educational approach with lectures and exercises is not effective for students who do not have much real life experience. To improve leadership ability of graduate students in technical research activities, we introduce a new educational approach which links a variety of pseudo experience with real actions of students in university research and engineering activities. This education links knowledge, pseudo experience and real action to improve students' leadership ability.
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Shoji Tajima
Article type: Article
2011 Volume 13 Issue 4 Pages
38-39
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Article type: Appendix
2011 Volume 13 Issue 4 Pages
40-41
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Naoki Ohshima
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2011 Volume 13 Issue 4 Pages
42-43
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[in Japanese]
Article type: Article
2011 Volume 13 Issue 4 Pages
44-45
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Hiroshi Kuroki
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2011 Volume 13 Issue 4 Pages
46-47
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Shiro Tanaka
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2011 Volume 13 Issue 4 Pages
48-50
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Shuichi Ikeda
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2011 Volume 13 Issue 4 Pages
51-54
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Article type: Appendix
2011 Volume 13 Issue 4 Pages
55-56
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2011 Volume 13 Issue 4 Pages
57-
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2011 Volume 13 Issue 4 Pages
58-60
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2011 Volume 13 Issue 4 Pages
61-62
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2011 Volume 13 Issue 4 Pages
63-
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Article type: Appendix
2011 Volume 13 Issue 4 Pages
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Article type: Cover
2011 Volume 13 Issue 4 Pages
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