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Article type: Cover
2013 Volume 15 Issue 4 Pages
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Article type: Appendix
2013 Volume 15 Issue 4 Pages
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Article type: Appendix
2013 Volume 15 Issue 4 Pages
ii-iii
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Article type: Appendix
2013 Volume 15 Issue 4 Pages
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Article type: Appendix
2013 Volume 15 Issue 4 Pages
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Article type: Index
2013 Volume 15 Issue 4 Pages
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Article type: Index
2013 Volume 15 Issue 4 Pages
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Kazuyoshi Kuzunishi
Article type: Article
2013 Volume 15 Issue 4 Pages
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Atsushi Kyura
Article type: Article
2013 Volume 15 Issue 4 Pages
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Toshiki Mori, Shingo Kakui, Shurei Tamura, Noboru Fujimaki
Article type: Article
2013 Volume 15 Issue 4 Pages
3-8
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Quantitative project management has an important role in software development projects which become increasingly massive and unmanageable. However, traditional approaches such as multiple regression analysis and Rayleigh model have difficulties in dealing with actual software development data which often involves low accuracy data, outliers, and missing values. In this paper, we propose a new approach using project failure risk prediction model based on Naive Bayes classifier. The proposed method is good at dealing with low accuracy data and missing values involved in software development data, and can provide incremental predictions in accordance with data acquisition during project execution.
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Akihiko Yoshida, Tsutomu Fujinami
Article type: Article
2013 Volume 15 Issue 4 Pages
9-14
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This research is clarified about risk management which leads a project to a success by structuring a theoretical model to minimize a project risk as a new proposal of the risk management on large-scale project of the iron and steel plant business. The revamp for power supply facilities and control systems of the steel plant in large-scale involves many risks which may result in the menace in accomplishing the project. In this article we present a theoretical model of risk management to minimize risks in carrying out large-scale projects. We show with examples that this model is effective for minimizing risks. We also generalize the risk events and impacts to standardize the method for estimating the risk using assessment index. The proposed method enables us to utilize the project managers' knowledge from experiences effectively. In conclusion, project manager's experience knowledge is utilized for risk identification, qualitative risk analysis, and action plan to reduce a risk in order to minimize a project risk. It is utilized effectively to evaluate risk degree which is consisted of risk probability, impact and difficulty of action plan to reduce a risk.
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Suguru Tsukamoto
Article type: Article
2013 Volume 15 Issue 4 Pages
15-20
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It is necessary to manage project risks continuously from the very beginning of planning phase until the go-live. When a PM defines project risks such as a large-sale data migration project what has unique risks and constraints, there is a probability that it is lack of important risks by using general risk information. In order to define risks adequately for a project, PM should refer risk information of other project that is necessary to be organized. This paper provides a template for risk check systematically. It enables a PM to define and organize risks. Additionally, this paper introduces a practical approach of risk definition and rick check process for other projects by using the template.
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Akinobu Kaneko
Article type: Article
2013 Volume 15 Issue 4 Pages
21-26
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For large IT service projects or programs, risk assessment in early project phases is vital to assure success and until recently this was not common in our organization and there was no standard risk capture methodology being used consistently. Indeed, the success of many programs relied on the project manager's personality, skill or the experience. This has resulted in a number of programs experiencing problems during delivery, due to the failure of both identifying and managing major risks during the bid phase. In this paper, I would like to identify and analyze the key risk factors of large IT service programs from our lesson learned. Based on this analysis, I will introduce one approach to capture and manage large IT service project risk in bid phase, illustrating it with the help of the case study. The aim is to identify and visualize key risks from lesson learnt, populating a standardized risk capture methodology to mitigate or remove exposure.
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Tomoji Takehisa
Article type: Article
2013 Volume 15 Issue 4 Pages
27-32
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In the present when the environment of a project changes drastically, the activities accepting changes to enhance the business value which is the real goal of a project are more desirable than those of producing planned original deliverable. Because the traditional risk management focuses on attaining the original goal of a project, the complexity of a project such as changes and variables which commonly exist in a present project is a risk that must be avoided. Hence the traditional risk management itself can be a risk of the goal of a project which complexity must be allowed. However if the risk management is carried out as a common practices to enhance the value of a project, it is expectable to reduce frequent scope changes and cost of formal procedure of change plan, and to increase the value of the final deliverable of a project. This article proposes a project management methodology using the continuous risk management which can deal with change plans and maximize the value of projects. Because this methodology is highly adaptable for changes, it is recommendable for a project which needs long time to fix its requirements or develops new technology.
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Hiroyuki Yamanaka
Article type: Article
2013 Volume 15 Issue 4 Pages
33-36
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Preventing project failures is one of the most important management challenges for NTT DATA. There are 3 following activities as a company-wide risk management policy. 1. Identifying and monitoring difficult projects 2. Clarifying risk by external experts' checking service 3. Finding out signs of problems and dealing with them as early as possible We analyze the causes of failed projects and make sincere efforts not to recur. According to analyses of our past failed projects, insufficiency of estimation is one of the common reasons of failure. In order to deal with this problem more, we have begun the implementation of a new measure called "verification and estimation service for high risk projects" since this fiscal year. This measure is an independent verification and validation service to provide estimates to high risk projects from the viewpoints of external estimation experts as a second opinion in order to prevent failure in estimation. This article introduces an approach to verify projects' estimation by external experts at NTT DATA.
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Article type: Appendix
2013 Volume 15 Issue 4 Pages
37-40
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Takashi Inukai
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2013 Volume 15 Issue 4 Pages
41-
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Takao Nomakuchi
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2013 Volume 15 Issue 4 Pages
42-43
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Hiroaki Matsuno
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2013 Volume 15 Issue 4 Pages
44-46
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Shuichi Ikeda
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2013 Volume 15 Issue 4 Pages
47-49
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Yohei Kashiwa
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2013 Volume 15 Issue 4 Pages
50-53
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Shin-ichiro Yokoyama
Article type: Article
2013 Volume 15 Issue 4 Pages
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Kohtaro Shibata
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2013 Volume 15 Issue 4 Pages
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Article type: Appendix
2013 Volume 15 Issue 4 Pages
56-
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Article type: Appendix
2013 Volume 15 Issue 4 Pages
57-59
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Article type: Appendix
2013 Volume 15 Issue 4 Pages
60-
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Article type: Appendix
2013 Volume 15 Issue 4 Pages
61-
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Article type: Appendix
2013 Volume 15 Issue 4 Pages
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Article type: Cover
2013 Volume 15 Issue 4 Pages
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