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Article type: Cover
2001 Volume 3 Issue 6 Pages
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Article type: Index
2001 Volume 3 Issue 6 Pages
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Article type: Index
2001 Volume 3 Issue 6 Pages
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Yuji Takehisa
Article type: Article
2001 Volume 3 Issue 6 Pages
1-
Published: December 15, 2001
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Teruyoshi Kawai
Article type: Article
2001 Volume 3 Issue 6 Pages
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Akinobu Shigeki
Article type: Article
2001 Volume 3 Issue 6 Pages
3-8
Published: December 15, 2001
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Ultra large banking system consists of 80 thousands terminals had developed on multi-vendor based during 10 years from 1988.Project management of this system, which used not only domestic mainframe computers but also typical international mainframe computers, has had a lot of difficulties for preceding example had not been exist. Following 4 points would be the most important ones for project management when this kind of computer system will be developed. 1. Dividing into small sub-system which have independency and autonomy 2. Consistency and integration of design policy 3. Detail description of developing process in advanced 4. Diligently synchronizations of developing process This project had accomplished and started its services on schedule by using these project management know-how.
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Akira Tominaga, Kaoru Nunokawa
Article type: Article
2001 Volume 3 Issue 6 Pages
9-13
Published: December 15, 2001
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There are questions about whether modern Project Management (PM) knowledge is effective or not for the unique environment of large IT systems development project. As the background, there are various IT system styles today. And the development environment, business needs, and IT itself are changing rapidly. Considering the phenomena and the large IT system development characteristics, it is discussed here, what kind of PM knowledge scheme should be ideal for the large IT systems development projects.
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Katsumi Iijima
Article type: Article
2001 Volume 3 Issue 6 Pages
14-18
Published: December 15, 2001
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Kunihiro SUZUKI
Article type: Article
2001 Volume 3 Issue 6 Pages
19-22
Published: December 15, 2001
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SPring-8 was constructed jointly by Japan Atomic Energy Research Institut (JAERI) and the Institute of Physical and Chemical Research (RIKEN) with the time period of about seven years. It was a joint project where two research institutes with totally different structure and system formed a "joint project team" for machine construction. All was unprecedented in construction of large-scale research facilities. The most significant dharacteristics of the joint project team was that it did not have a juridical personality but instead existed just as a "field" where original plans were made and coordinated under the research collaboration agreement between JAERI and RIKEN. It had a complicated and unstable form compared to a joint venture(JV) often seen at building operations. Also this style of joint project team provided the project with characteristics that it had many R&D elements and allowed the management to have certain degree of discretion believing that both institutes would take over their own practice and be responsible for their own task share. Accordingly, this joint project team style was the main contributing factor that hastened the completion of SPring-8 by approximately one year and led the unprecedented joint project to success. Project management of SPring-8 directed mainly by the joint project team should be examined and consulted for the future large-scale/joint projects.
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Kensuke Koishihara
Article type: Article
2001 Volume 3 Issue 6 Pages
23-27
Published: December 15, 2001
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The Chanel Tunnel project linking Britain and France was called the last big project in 20^<th> century, which was required extremely sever technical development drilling for the long distance in the sea-bed located 100 meters below the sea-water level. At the beginning of the boring, they had to face many difficulties to solve troubles. However after overcoming, the speed of boring had been remarkably progressing. Eventually breakthrough was successfully achieved eight months ahead of the schedule due to not only the integration highly developed technology in co-operating with Europe and Japan but also from the project management point of view, the total optimization among stakeholder achieved due to the exceptional contractual scheme, effective lessons learned. Simultaneously that project so-called the 'Project of the century' has extraordinary power enriching the human relationships free from the different culture and nations and willing full all the people who worked hard in their best effort.
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Yasunobu Kino
Article type: Article
2001 Volume 3 Issue 6 Pages
28-33
Published: December 15, 2001
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In the process of risk event identification, the checklist and brainstorming are usually employed to identify the risk events. However, it is difficult to correspond each project characteristic to the checklist, since each project is original and has its own particular set of characteristics. Brainstorming has the risk that some of the existing risk events may not be identified since this method depends on the experience of the members. In this paper, we propose a risk event identification method using a two-dimensional table composed of project components and classified perils. Our method has the following characteristics : first, there are few omissions, and secondly, we can identify risk events even where the members have no experience relative to the project, since we identify all project components and analyze the risk events using every identified project component.
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Mitsuhiro Okada
Article type: Article
2001 Volume 3 Issue 6 Pages
34-39
Published: December 15, 2001
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The object of this paper is to propose the evaluation method of the R&D of the agricultural technology, in light of the types of R&D and the featured economic impacts such as its resulting time, continuation possibility and heredity. Along with the proposal, this paper introduces the related case study whose subject is the agricultural technology which aims to improve the production process, i.e. fertilized egg transplant technology. This study is a part of the project scheme, "Survey Regarding Evaluations Made of Past Technology Development Programmes", set up in 1999 by the Institute of the Society for Techno-Innovation of Agriculture, Forestry and Fisheries to support introducing the administrative procedures related to new agricultural policies. The project had been commissioned to Mitsubishi Research Institute, whose survey results are now referred in this study to analyze the evaluation results of the economic impacts from the policy view. The results verified the validity of the method to evaluate economic effect proposed in this paper.
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Hiroshi Kaneko
Article type: Article
2001 Volume 3 Issue 6 Pages
40-45
Published: December 15, 2001
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Quite a long time has passed since Function Point Method(FPM) first drew attention as a project estimation technique. And it has established its evaluation partly. However, it is yet far from being adopted commonly in the actual projects in Japan. What is preventing FPM from diffusing as a 'method'? How can we promote its wide use in the field? At first, I will show the advantages of FPM through comparison with the conventional estimation method based on program steps. Then, I will make its characteristics and current problems clear by practically counting Function Points. Lastly, I will consider what we should do for development and diffusion of estimation method.
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Teruaki Koresawa
Article type: Article
2001 Volume 3 Issue 6 Pages
46-48
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Chikako Morimoto
Article type: Article
2001 Volume 3 Issue 6 Pages
49-50
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Seiichi Nagao
Article type: Article
2001 Volume 3 Issue 6 Pages
51-53
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Hiroto Masuda
Article type: Article
2001 Volume 3 Issue 6 Pages
54-
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Article type: Appendix
2001 Volume 3 Issue 6 Pages
55-72
Published: December 15, 2001
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[in Japanese]
Article type: Article
2001 Volume 3 Issue 6 Pages
73-
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Article type: Appendix
2001 Volume 3 Issue 6 Pages
73-
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Article type: Appendix
2001 Volume 3 Issue 6 Pages
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Article type: Cover
2001 Volume 3 Issue 6 Pages
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Published: December 15, 2001
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