-
Article type: Cover
2012 Volume 14 Issue 3 Pages
Cover1-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2012 Volume 14 Issue 3 Pages
i-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2012 Volume 14 Issue 3 Pages
ii-iii
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2012 Volume 14 Issue 3 Pages
App1-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2012 Volume 14 Issue 3 Pages
App2-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Index
2012 Volume 14 Issue 3 Pages
Toc1-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Index
2012 Volume 14 Issue 3 Pages
Toc2-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Bibliography
2012 Volume 14 Issue 3 Pages
Misc1-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Tetsuo Maekita
Article type: Article
2012 Volume 14 Issue 3 Pages
1-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Issei Hirayama
Article type: Article
2012 Volume 14 Issue 3 Pages
2-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Koji Okada, Satoshi Fukushima, Atsushi Kubota, Osamu Horimizu, Kazuhir ...
Article type: Article
2012 Volume 14 Issue 3 Pages
3-8
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
The Great East Japan Earthquake on March 11, 2011, did catastrophic damage into vast areas. In this article, we report our efforts to visualize schedule for a production recovery project in a damaged factory. We tried to model and to visualize a schedule by integrating various types of schedules planned in the project. Concepts of both multi-viewpoints WBS (Work Breakdown Structure) and OR-type precedence-successor relationships are devised in order to manage the complexity of both manufacturing processes and their precedence-successor relationships. Moreover, an IT system with these concepts had been developed rapidly, and started actual operations. Finally, production recovery was successfully achieved in a short term.
View full abstract
-
Masakazu Higuchi
Article type: Article
2012 Volume 14 Issue 3 Pages
9-13
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
Today we see many IT projects which have some troubles in the test phase. Users find that their IT systems developed by IT vendors are not satisfying their requests when they test the system. This will easily cause an excess of IT costs. Requests defined in the requirement phase are often imperfect, so we should assume some misunderstanding between users and vendors found in the test phase. IT project managers should draw up an IT budget containing these costs. This article discusses cost management method during the test phase of the IT development project, in terms of project scope management.
View full abstract
-
Hirose Watanabe, Naoki Tsujikawa
Article type: Article
2012 Volume 14 Issue 3 Pages
14-19
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
In many IT system development projects, customers recognize that the estimation process provides "less accurate estimation" or "less convincing estimation." Thus, the estimation process often requires a substantial amount of time. One possible reason for this is that by its nature there is no optimum solution in the estimation process. Therefore, we have decided to implement "continuous estimation process improvement" activities with the ultimate objectives of "reducing time necessary for estimation tasks" and "improving the validity and persuasiveness of estimation." We have attempted to continuously improve the estimation process for multiple projects mainly based on input information such as estimation process check that was performed by several parties including external experts. As the result of a series of trials, we have judged that "continuous estimation process improvement" has exerted effects on the "reduction of time necessary for estimation tasks" and "improvement of the validity and persuasiveness of estimation (based on the number of action plans formulated and comments provided)." In this paper, we will report the contents of improvement practices that we implemented and the quantitative effects of the improvement activities based on specific examples.
View full abstract
-
Norihiro Kambara
Article type: Article
2012 Volume 14 Issue 3 Pages
20-24
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
Statistically, success rate of the IT project is around 30%. Firstly, what is the appropriate definition for "success" in the project? It is often mentioned "fulfilling provided QCD for each project". However, QCD is not a perfect measurement of success. For example, the renovation project of current existing system is usually leads by Information-systems division. Somehow, a part or whole new system is unaccepted or unused by End-user (Operations division) in spite of quality requirements completely achieved. Therefore, "real success" of the project should be defined as "achieve satisfaction for all stakeholders" in the project. To fulfill this satisfaction, project manager should make a match of expectations and deliverables for all stakeholders. But it's too difficult to match them, because expectations actually changes many times through the project and they are unique by each stakeholder. In this paper, author will introduce effective method for project manager to lead project based on standard scope management.
View full abstract
-
Takeshi Yokota, Toshiyuki Miyake, Yoshinobu Uchida, Ryouichi Shibuya, ...
Article type: Article
2012 Volume 14 Issue 3 Pages
25-30
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
To support the effective introduction of IT systems, we have constructed a business justification analysis support system for IT system development. It evaluates the benefit of systems, investment effects, risk factors, and the justification of development systems. By using these information, it clarifies the appropriateness and priority level of development investment, and supports the risk management process of development phase . To clarify characteristics of projects more accuracy, we classified risk score by considering whether project managers can manage or not. By applying this technique to real projects, we considered that this risk classification technique is effective for project management.
View full abstract
-
[in Japanese], [in Japanese], [in Japanese], [in Japanese], [in Japane ...
Article type: Article
2012 Volume 14 Issue 3 Pages
31-37
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2012 Volume 14 Issue 3 Pages
38-40
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Naoki Ohshima
Article type: Article
2012 Volume 14 Issue 3 Pages
41-42
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Satoshi Kumagai
Article type: Article
2012 Volume 14 Issue 3 Pages
43-44
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Tomoji Takehisa
Article type: Article
2012 Volume 14 Issue 3 Pages
45-49
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Takaaki Kato
Article type: Article
2012 Volume 14 Issue 3 Pages
50-53
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Hideyuki Maeda
Article type: Article
2012 Volume 14 Issue 3 Pages
54-55
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Kohtaro Shibata
Article type: Article
2012 Volume 14 Issue 3 Pages
56-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2012 Volume 14 Issue 3 Pages
57-60
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2012 Volume 14 Issue 3 Pages
61-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2012 Volume 14 Issue 3 Pages
62-64
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2012 Volume 14 Issue 3 Pages
65-66
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2012 Volume 14 Issue 3 Pages
67-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2012 Volume 14 Issue 3 Pages
App3-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Cover
2012 Volume 14 Issue 3 Pages
Cover2-
Published: June 15, 2012
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS