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2014 Volume 16 Issue 4 Pages
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2014 Volume 16 Issue 4 Pages
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2014 Volume 16 Issue 4 Pages
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Article type: Appendix
2014 Volume 16 Issue 4 Pages
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Article type: Index
2014 Volume 16 Issue 4 Pages
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2014 Volume 16 Issue 4 Pages
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Ken Kaminishi
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2014 Volume 16 Issue 4 Pages
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Yuji Nagamatsu
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2014 Volume 16 Issue 4 Pages
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Shuichiro Yamamoto
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2014 Volume 16 Issue 4 Pages
3-7
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Although several safety system development methods were introduced by Nancy Leveson in Safeware, modern methods that are necessary for developing large enterprise information systems safely were not mentioned .by the book. In this paper, a systematic body of knowledge for safety verification and validation is proposed. A case study to introduce the proposed body of knowledge for a large Japanese communication service company is also described.
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Naomi Honda
Article type: Article
2014 Volume 16 Issue 4 Pages
8-13
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Technologies are able to improve by learning from past projects. The author tried to analyze 48 past data of IT system development projects and improve management techniques. According to the result of analysis, it was found out there were some different tendencies between achieved projects and unachieved projects to the quality target after shipment. Unachieved projects become an unachieved project via sort of a typical development story. The development tendency of unachieved projects is called "unachieving story". The risks that projects become unachieved projects can be minimized by detecting unachieving signs earlier in the development process based on the unachieving story. This paper proposes risk management techniques should be frequently reconsidered based on the actual result of data analysis.
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Tomoko Kaneko, Shuichiro Yamamoto, Hidehiko Tanaka
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2014 Volume 16 Issue 4 Pages
14-19
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In the project management of system development, risk management is really important. However, lack of requirements analysis in upper process often gives a crucial influence to the system development. Even if extraction of risks were completely carried out, insufficient countermeasures do not satisfy the quality that customers expect. Customers expect that systems and products satisfy the necessary conditions and guarantees not to fall into any dangerous situations. We show the description of countermeasures and procedures which clarify scope of assurance against risk, and which obtain an agreement on the assurance level with the customer. We propose a method using Assurance Case (ISO/IEC15026 part2) against requirement risk in the project management. Our original Assurance Case against requirements risk in the project management makes clear the scope to assure against risk, and the process to argue with a customer, and to get an agreement.
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Shurei Tamura, Toshiki Mori, Takeshi Yoshinari, Masami Okamoto
Article type: Article
2014 Volume 16 Issue 4 Pages
20-23
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With the expanding globally distributed software development projects, quantitative project management has become increasingly important. Toshiba has developed risk prediction model based on Naive Bayes classifier in order to identify failure risk in the early stage of the projects. In this paper, we describe a quality improvement study of risk prediction model to actual software development projects in the social infrastructure field.
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Ryutaro Morokuzu
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2014 Volume 16 Issue 4 Pages
24-25
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Koji Okada, Takeshi Miyazaki, Naoto Yoshida, Katsuhiko Sagae, Takashi ...
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2014 Volume 16 Issue 4 Pages
26-31
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We defined "Work style as project" and its eight characteristics, and developed a "Work style as project" check-sheet to assess them briefly. The importance of organizational governance and support functions was uncovered through our trials. We also developed a self-assessment process and self-assessment tools to improve project management capabilities using these findings. In this article, we especially focus on an "Organizational governance and support maturity definition table" in our self-assessment tools, which can assess the maturity of organizational governance and support functions with regards to project management. These self-assessment tools were applied to a business unit to establish a PMO (Project Management Office) mainly providing organizational governance and support functions. As a result, we confirmed improved outcome of project management capabilities in the short term (seven months).
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Article type: Appendix
2014 Volume 16 Issue 4 Pages
32-37
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Tomoyoshi Ota
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2014 Volume 16 Issue 4 Pages
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Tadao Hashimoto
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2014 Volume 16 Issue 4 Pages
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Ayako Togaeri
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2014 Volume 16 Issue 4 Pages
41-42
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Mayumi Yusa
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2014 Volume 16 Issue 4 Pages
43-45
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Tomoko Ohashi, Hiroko Nagaya
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2014 Volume 16 Issue 4 Pages
46-51
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Nobuaki Ishii
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2014 Volume 16 Issue 4 Pages
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Kohtaro Shibata
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2014 Volume 16 Issue 4 Pages
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Article type: Appendix
2014 Volume 16 Issue 4 Pages
54-55
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2014 Volume 16 Issue 4 Pages
57-59
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2014 Volume 16 Issue 4 Pages
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2014 Volume 16 Issue 4 Pages
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2014 Volume 16 Issue 4 Pages
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Article type: Cover
2014 Volume 16 Issue 4 Pages
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