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Article type: Cover
2004 Volume 6 Issue 2 Pages
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Article type: Index
2004 Volume 6 Issue 2 Pages
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Article type: Index
2004 Volume 6 Issue 2 Pages
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Teruyoshi Kawai
Article type: Article
2004 Volume 6 Issue 2 Pages
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Tsutomu Konosu
Article type: Article
2004 Volume 6 Issue 2 Pages
2-
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Tohru Matsuodani
Article type: Article
2004 Volume 6 Issue 2 Pages
3-8
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Project management was developed as a technique of project planning for rational management. Therefore, Almost IT companies are using project management. But, The new management issue of human factor has occurred. This paper explains the human-resources management with the business administration. The elements of human-resources management are the motivation theory and the leadership theory. The organizational behavior in IT Projects was explained by the two theories.
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Yukiko Enokida, Tohru Matsuodani
Article type: Article
2004 Volume 6 Issue 2 Pages
9-11
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It is known well that the cross-cultural problem of project-management at foreign country. However, the cross-cultural problem when adoption of foreign management technique is not recognized well. This paper describe how to solve from this human side problem when adoption of U.S.'s project-management techniques, and describe an example.
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Nami Harada
Article type: Article
2004 Volume 6 Issue 2 Pages
12-18
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Human resources are still essential in Project Management. In order to fully maximize team members' performance, motivation is the key to success. "Partner Satisfaction" is one area of motivation study. That advanced research has discovered 7 factors called "Motivation Drivers", which react to motivation stimuli. As a result of this research, we have utilized the 7 factors outlined in the research to ascertain how they would affect team members' motivation. We have also constructed our own hypotheses and tested them. As a consequence of this, we have devised a course of actions to increase team members' motivation. The "MEH model" has some of those motivation drivers at its core, the model contains a recommended course of action outlining approaches to praise and constructive criticism of team members. In this article, I will introduce our hypothesis and conclusions drawn from our testing. I will also introduce the "MEH mode1" and address what remains to be seen.
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Satsuki Shimada, Yasuharu Nishi, Kazumi Tomizawa, Koichiro Kurita
Article type: Article
2004 Volume 6 Issue 2 Pages
19-23
Published: April 15, 2004
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Motivation is a key factor of project management. Project members can motivate themselves, that is, earnestly hope success of the project with "understanding" the project, the comrades and their contribution and growth. This paper presents a framework for "understanding" of the project in the opening phase, the comrades in progress, their contribution and growth in the closing phase. We also propose "Self-condition sheet" for notification of the comrades' workload and "Self-looking-back analysis" for realization of their contribution and growth to do better human management.
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Hiroki Maeda
Article type: Article
2004 Volume 6 Issue 2 Pages
24-28
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"Balanced Scorecard" is paid attention to a management method of achievement good result as a balanced management. I hypothesize a perspective of a balanced management is also available of a project management. I explain the idea concept of Balanced Scorecard apply to a project management. I pay attention to a human management in back of a business process. I think it is important of "Motivation" based of business outputs excellence and a business processes excellence in a human management, therefore consider it of important point especially.
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Yue Liang, Tsutomu Konosu
Article type: Article
2004 Volume 6 Issue 2 Pages
29-34
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In this research, the evaluation sheet of the competency in a software development project was developed based on the action characteristic of the high performer who produces high achievements officially and the method of social psychology. The evaluation index of a project manager and each software engineer was analyzed by questionnaire method and principal component analysis. And it became possible to measure the individual competency characteristic quantitatively by principal component score.
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Tomoyuki Tamura, Yojiro Tagawa, Toshiharu Hasegawa, Kazumi Tomozawa, K ...
Article type: Article
2004 Volume 6 Issue 2 Pages
35-39
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The outcome of software development projects greatly depends on motivation of the project members as well as the number and competence of them. This paper establishes patterns of problems about communication in the project and makes a communication model focusing on recipience derived from the patterns. We propose the way with recipience for managers to maintain the motivation of the members by Japanesque team management and communication way.
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Ryuzo KANEKO
Article type: Article
2004 Volume 6 Issue 2 Pages
40-45
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It might be not in time for the delivery date in the project by actualizing the hazard. Bugs are those typical examples however; it is very difficult for PM to exclude tens of bugs including the probability bug that relapses very low in immediately before delivery date. The author reported on seven bug shooting technologies that were able to apply also to the bug with a little reproducibility. When the bug classification management method is applied based on a group according to a technical cause, a group according to managed cause, and an insufficient process quality cause patterns, it is effective.
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Keiju Matsushima
Article type: Article
2004 Volume 6 Issue 2 Pages
46-50
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When a project failed, it seemed to be problem on communication. Certainly, so far, the principle of project management is to complete in expected time for delivery, cost, and quality towards a target, and it is the important role that communication management can contribute to this objectives. However, by various environmental changes involving PM, the new role is expected. In this paper we will suggest new perspectives based on Communication Management Research Group.
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Masayuki Nakamae, Ryoichi Fujihara
Article type: Article
2004 Volume 6 Issue 2 Pages
51-55
Published: April 15, 2004
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Our company is promoting the continuous process improvement for the purpose of offering the high quality solution to which a customer is satisfied, and we have achieved the level 3 in some enterprise fields. However, project members are not satisfied still more to an improvement result, as a following stage, they have demanded the improvement of accuracy of estimation by feedback of measurement data. In this report, we present about establishment of the estimated technique, and analysis of measurement data.
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Yumiko Nakayama, Miwa Irie, Tetsu Ohma
Article type: Article
2004 Volume 6 Issue 2 Pages
56-57
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Yumiko Uematsu
Article type: Article
2004 Volume 6 Issue 2 Pages
58-
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Yasunobu Kino
Article type: Article
2004 Volume 6 Issue 2 Pages
59-
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Article type: Appendix
2004 Volume 6 Issue 2 Pages
60-70
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[in Japanese]
Article type: Article
2004 Volume 6 Issue 2 Pages
71-
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Article type: Appendix
2004 Volume 6 Issue 2 Pages
71-
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Article type: Appendix
2004 Volume 6 Issue 2 Pages
72-
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Article type: Appendix
2004 Volume 6 Issue 2 Pages
73-74
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Article type: Appendix
2004 Volume 6 Issue 2 Pages
75-76
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Article type: Appendix
2004 Volume 6 Issue 2 Pages
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Article type: Cover
2004 Volume 6 Issue 2 Pages
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