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Article type: Cover
2015 Volume 17 Issue 3 Pages
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Article type: Appendix
2015 Volume 17 Issue 3 Pages
i-ii
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Article type: Appendix
2015 Volume 17 Issue 3 Pages
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Article type: Appendix
2015 Volume 17 Issue 3 Pages
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Article type: Index
2015 Volume 17 Issue 3 Pages
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Article type: Index
2015 Volume 17 Issue 3 Pages
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Masato Yamamoto
Article type: Article
2015 Volume 17 Issue 3 Pages
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Ryoichi Wakuta
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2015 Volume 17 Issue 3 Pages
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Ichiro Takahashi, Kenichi Shimizu
Article type: Article
2015 Volume 17 Issue 3 Pages
3-8
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A companywide estimation repository assists estimators trying to improve quality of their estimation especially when they have not experienced a similar project. If there are a lot of records in the estimation repository, it is important to guide estimators to proper past records including postmortem records which help estimators' case study, and to proper statistical information with graphs and control limits which help estimators judge whether their estimated cost and estimated term of work are adequate. Therefore, an estimation repository connected to a project results database gives a lot of information to estimators. And that will improve not only estimator's numeric estimation skill but also their risk management skill by understanding past projects' troubles.
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Naoto Yoshimura
Article type: Article
2015 Volume 17 Issue 3 Pages
9-14
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Of late, the importance of software, which is the core of the ICT systems supporting social infrastructure, has grown. The capability to deliver high-quality software defines the competitive power of an enterprise. ICT project managers must improve software quality within limited time and cost. Project managers are required to rationally judge whether enough effort and duration have been reserved to develop high-quality software. To support project managers, the author has built an effort prediction model and a duration prediction model based on regression analyses, using ICT projects' software development data accumulated in-house. Since the two prediction models are simple models without parameters about effective factors, they have certain accuracy. For project managers, the effort prediction model and the duration prediction model are presented as regression curves with prediction intervals in the scatter charts of the project data used for the analyses. The models enable project managers to validate their effort plans and duration plans.
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Kenji Terao, Jun Nakamura, Masaki Kigure, Eisuke Ootsuru
Article type: Article
2015 Volume 17 Issue 3 Pages
15-20
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In order to reduce the efforts of the IT system development projects while maintaining high quality, we have been engaging in standardization and improvement of processes for more than 10 years. In 2007, we set up quantitative project management processes based on CMMI high maturity process areas. These enable project managers to manage their projects in a more proactive manner by utilizing statistical prediction models and quantitative data. This paper describes a practical case about improvement of quantitative project management in our organization. In order to improve the effort prediction model by reflecting upon the unique characteristics of various projects, we examined estimation processes and developed a new model by utilizing stable tendency between the effort variance of a certain development phase and that of a whole project. As measures to reduce the work time spent on prediction, we established automated tools. These improvements are effective for institutionalizing quantitative project management in the organization.
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Tokiharu Miyahara, Takahiro Kishino, Maika Inaba, Hiroki Tanabe, Jun N ...
Article type: Article
2015 Volume 17 Issue 3 Pages
21-24
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Work Breakdown Structure (WBS) is very important in project management; however, it is not easy for beginners to construct it well. Therefore, a virtual project was set up as training material to construct WBS for a team of university students. Diamond Mandala Matrix (DMM) was used as a tool to make WBS. The method of making WBS with DMM was easy to understand for beginners such as university students. The training proved quite helpful to them in executing the actual graduation work project. The WBS constructed by them and the communication management plan led them toward success even without any permanent project leader.
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Satomi Tsuji, Nobuo Sato
Article type: Article
2015 Volume 17 Issue 3 Pages
25-31
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In current fast-changing markets, firms are obliged to advance a development project in the midst of uncertainty and anxiety about feasibility and loosely defined requirements. This study aims to create a process index for projects entailing uncertainty, and proposes to use a "communication frequency index" focusing on face-to-face communication between members. We apply this index to an actual development project that went through a change of plans, and we acquired quantitative communication frequency data of vertical and horizontal pathways using wearable sensors. The results show that communication frequency represents the particular behavior that contributes to a project's success, and that it corresponds to project members' actual behavior. The study confirmed the usefulness and validity of the proposed index.
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Article type: Appendix
2015 Volume 17 Issue 3 Pages
32-35
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Masaaki Deai
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2015 Volume 17 Issue 3 Pages
36-37
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Shigeaki Tanimoto
Article type: Article
2015 Volume 17 Issue 3 Pages
38-39
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Hidetaka Nakajima
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2015 Volume 17 Issue 3 Pages
40-41
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Taichi Nakamura
Article type: Article
2015 Volume 17 Issue 3 Pages
42-43
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Kohtaro Shibata
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2015 Volume 17 Issue 3 Pages
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Article type: Appendix
2015 Volume 17 Issue 3 Pages
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Article type: Appendix
2015 Volume 17 Issue 3 Pages
46-47
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Article type: Appendix
2015 Volume 17 Issue 3 Pages
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Article type: Appendix
2015 Volume 17 Issue 3 Pages
49-51
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Article type: Appendix
2015 Volume 17 Issue 3 Pages
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Article type: Appendix
2015 Volume 17 Issue 3 Pages
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Article type: Appendix
2015 Volume 17 Issue 3 Pages
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Article type: Cover
2015 Volume 17 Issue 3 Pages
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