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2012 Volume 14 Issue 6 Pages
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2012 Volume 14 Issue 6 Pages
i-ii
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Article type: Appendix
2012 Volume 14 Issue 6 Pages
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Article type: Appendix
2012 Volume 14 Issue 6 Pages
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2012 Volume 14 Issue 6 Pages
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Article type: Index
2012 Volume 14 Issue 6 Pages
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Article type: Index
2012 Volume 14 Issue 6 Pages
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Satoshi Kurishima, Yasunobu Kino
Article type: Article
2012 Volume 14 Issue 6 Pages
1-2
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Masaki Yamamoto
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2012 Volume 14 Issue 6 Pages
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Reiko Yoshizaki
Article type: Article
2012 Volume 14 Issue 6 Pages
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Tomoyuki Aoki, Seizo Furukawazono, Yoshihisa Kurusu, Jun Seki, Masaki ...
Article type: Article
2012 Volume 14 Issue 6 Pages
5-10
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In Hitachi Power Systems Company, the BPR (Business Process Reengineering) project called "D-WBS project" was started in 2009, and we are driving forward this project's first phase for completion by FY2013. In the D-WBS project, we would like to achieve the improvement of project management capability by developing the standard management platform which used among our business segments. This platform's target is EPC project that constructs power plant and advanced medical system. In this paper we introduce the background and overview of the D-WBS project at first. Then we explain our project management platform that consists of four domains, WBS code system, IT system, operation standard and operational department. We also explain the application methodology of D-WBS code for the EPC project's planning. Finally, we would like to share our BPR approach.
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Kensei Yoshida
Article type: Article
2012 Volume 14 Issue 6 Pages
11-16
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There are four success factors for an innovation project realizing development of new money and property (a product and service): (1) emotional intellect and persistence that caused the innovation of project managers, (2) corporate culture which does not exclude such individuals who have emotional intellect and persistence, (3) supporters understanding "the story" by the project manager, and (4) a company manager who understands the project managers' ideas and supports them. In addition, risk management and existing management sections are not suitable for innovation projects. That is because it is impossible to predict the innovation projects' economic rationality before starting them.
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Yasunobu Kino, Masahiro Inoue, Kazuo Kawai, Hisato Hama, Daisuke Tomod ...
Article type: Article
2012 Volume 14 Issue 6 Pages
17-21
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As requirements for embedded system become more demanding and scales of development larger each year, managing embedded system development today is arduous which heavily relies on earned skills of individual developers. The authors conducted a survey to grasp the reality of embedded system development on the front line, so that the authors would have more concrete views on what the engineers and managers are experiencing and how they are coping with issues. Instead of asking the respondents to simply fill in a questionnaire, the authors decided to interview them directly. That way, the authors can ask questions in a direct and structured manner and solicit opinions that are not superficial. In this paper, the authors analyze the survey result and suggest solutions to problems they uncovered.
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Masahiro Inoue, Yasunobu Kino, Hisahito Hama, Daisuke Tomoda, Kazuo Ka ...
Article type: Article
2012 Volume 14 Issue 6 Pages
22-27
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Recent embedded systems are rapidly becoming more complex and large-scale because of demand for high performance and functionality. Managing such projects today is arduous which heavily relies on earned skills of individual developers and the process and project management need to be reviewed and adapted. The authors conducted a pre-study survey on current practices by interviewing the engineers and managers on the front line, soliciting issues they face and asking how they cope with them. Based on the survey, this paper contrasts the development of embedded systems with that of enterprise systems; it presents the analysis viewed from six axes of project characteristics. This paper also proposes desirable development process and project management methods for embedded systems, in addition to competency measures and training models for the project managers.
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Akinori Saito, Koichiro Ochimizu, Takumi Kusanagi
Article type: Article
2012 Volume 14 Issue 6 Pages
28-30
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Masaaki Uehara
Article type: Article
2012 Volume 14 Issue 6 Pages
31-
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[in Japanese], [in Japanese], [in Japanese], [in Japanese], [in Japane ...
Article type: Article
2012 Volume 14 Issue 6 Pages
32-36
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Yukihiro Oshitani, Yoshihiro Matsubara
Article type: Article
2012 Volume 14 Issue 6 Pages
37-38
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Kenji Hatsuda, Ryoichi Fujihara
Article type: Article
2012 Volume 14 Issue 6 Pages
39-41
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Shunichi Otaguro
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2012 Volume 14 Issue 6 Pages
42-43
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Nobuaki Ishii
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2012 Volume 14 Issue 6 Pages
44-45
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Keiko Yamada
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2012 Volume 14 Issue 6 Pages
46-48
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Tetsuo Shinozaki
Article type: Article
2012 Volume 14 Issue 6 Pages
49-52
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Kohtaro Shibata
Article type: Article
2012 Volume 14 Issue 6 Pages
53-
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Article type: Appendix
2012 Volume 14 Issue 6 Pages
54-56
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2012 Volume 14 Issue 6 Pages
57-
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Article type: Appendix
2012 Volume 14 Issue 6 Pages
58-60
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Article type: Appendix
2012 Volume 14 Issue 6 Pages
61-62
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Article type: Appendix
2012 Volume 14 Issue 6 Pages
63-
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Article type: Appendix
2012 Volume 14 Issue 6 Pages
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Article type: Cover
2012 Volume 14 Issue 6 Pages
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