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2015 Volume 17 Issue 5 Pages
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2015 Volume 17 Issue 5 Pages
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Article type: Appendix
2015 Volume 17 Issue 5 Pages
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Article type: Index
2015 Volume 17 Issue 5 Pages
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2015 Volume 17 Issue 5 Pages
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Ryoji Tanaka
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2015 Volume 17 Issue 5 Pages
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Atsushi Kyura
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2015 Volume 17 Issue 5 Pages
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Takashi Ichiryu
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2015 Volume 17 Issue 5 Pages
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In SAP implementation project, short-delivery/low-cost/high-quality is serious need from customers. For quality improvement, it is necessary to find out measures independent on personal skills of developers. In this SAP implementation project, 1) Standardization of deliverables and 2) Standardization of development processes are conducted as measures for quality enhancement. Self-checking sheet is introduced to 1) Standardization of deliverables. Also, in 2) Standardization of development processes, standardization of work flow on review timing towards each contractor is done. As a result of introducing these quality improvement measures, that many defects can be detected before unit testing phase is definite effect. This standardization measures is highly significant from the perspective of developer level management. There is an issue on how to implement the measures that are defined on the project side to all-in contractors and it must be resolved in the future.
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Jumpei Kihara, Kunihiko Suzuki, Takaaki Ogura, Toshiyuki Hamasaki
Article type: Article
2015 Volume 17 Issue 5 Pages
9-14
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Certainly, many project managers (PMs) have racked their brains over the question of how to assure quality in a legacy software-migration project. In recent years, these project cases, intended to modernize legacy systems, have been increasing, reflecting the customers' needs. Some of these projects are facing an uphill battle because it is difficult to assure the expected quality. As a PM, the author has had the experience of managing a project to modernize a legacy system of approximately 400 K lines of code, which consisted of a mainframe and COBOL under the supervision of a senior manager. The project finished on time and within budget, and the system has been in operation without any problems since the service launch. It is believed that this is not a coincidence, but the result of actions taken by the project management. This paper reports the results of this project and describes the lessons learned about better project management.
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Yoshitaka Yoshioka
Article type: Article
2015 Volume 17 Issue 5 Pages
15-18
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For project quality assurance, we used a variety of rules and checklists. However, the team building could not be hierarchical because of the declining population of young people in a recent project. For both managers and leaders, there was a gap of team members and experience levels. In addition, the project employed multiple sub-contractors. Thus, it was difficult to bring quality awareness to the entire team. As a result, it increased the trouble caused by SE works. This text reports on an actual example of the cause and the realistic measures taken.
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Kazuyuki Akahoshi
Article type: Article
2015 Volume 17 Issue 5 Pages
19-22
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For times when IT projects are confused, it is desirable to advance to the design process after finding frequently occurring problems during the testing process, such as memory leaks or design insufficiency. Theoretically, the requirements should determine all the software duties for the application project development. However, advances in the follower process make it difficult in practice. Therefore, some design items must be left undefined in order to keep to the schedule. If a will to solve an unsolved problem is weak, by tentativeness coping in process of manufacture, reworks increase, and the project is confused. So it is important that the project design contents and the people concerned be inspected properly before being assigned or implemented. And it is possible to find design quality by defining the subparts and work assignments and measuring them specifically.
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Hitoshi Tsunoda
Article type: Article
2015 Volume 17 Issue 5 Pages
23-28
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In recent years, the term DevOps, which means collaboration between the development and operations departments, has become an IT trend. However, although DevOps is now a success story as a concept, documented case report are not yet available. In this paper, I examine the definition of nonfunctional requirements as an example of the collaboration between both departments. This study's hypotheses is "Collaboration between the development department and the operations department can reduce system failures due to inadequacy of nonfunctional requirements by the development department." This hypothesis is supported by analysis results. Specifically, I considered the case of Tokio Marine & Nichido Systems and analyzed the collaborative relationship between both departments and system failure in detail. Further, I find that the operations department's deep involvement constitutes a major success determinant.
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Takashi Fuji
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2015 Volume 17 Issue 5 Pages
29-
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Article type: Appendix
2015 Volume 17 Issue 5 Pages
30-33
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Hirofumi Sugaya, Joji Katsura, Kenichi Yamaguchi
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2015 Volume 17 Issue 5 Pages
34-36
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Kichie Matsuzaki
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2015 Volume 17 Issue 5 Pages
37-38
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Emi Higashiono
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2015 Volume 17 Issue 5 Pages
39-40
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Kenji Hiraishi
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2015 Volume 17 Issue 5 Pages
41-44
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Article type: Appendix
2015 Volume 17 Issue 5 Pages
45-49
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2015 Volume 17 Issue 5 Pages
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Article type: Appendix
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Article type: Cover
2015 Volume 17 Issue 5 Pages
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