-
Article type: Cover
2005 Volume 7 Issue 3 Pages
Cover1-
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2005 Volume 7 Issue 3 Pages
A1-A2
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2005 Volume 7 Issue 3 Pages
A3-A6
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2005 Volume 7 Issue 3 Pages
A7-
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Index
2005 Volume 7 Issue 3 Pages
Toc1-
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Index
2005 Volume 7 Issue 3 Pages
Toc2-
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Toshikatsu Miki
Article type: Article
2005 Volume 7 Issue 3 Pages
1-
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Kenji Hatsuda
Article type: Article
2005 Volume 7 Issue 3 Pages
2-
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Yasunobu Kino
Article type: Article
2005 Volume 7 Issue 3 Pages
3-7
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
To control project risks, risk identification process is executed to develop list of identified risks. At that time, it is unexpectedly difficult to describe identified risks appropriately. In particular, when multiple persons are involved in risk identification process, same risks are often listed many times because the same risks are expressed differently by different person. Also, there are often times when items listed as risks are actually problems or issues. The reason for these results seems to be the gap of risk recognition by each person. This paper discusses the standardized risk description, with reference to some existing risk models, which will reduce latitude in risk expression.
View full abstract
-
Hirotoshi Kanba
Article type: Article
2005 Volume 7 Issue 3 Pages
8-13
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
It is necessary to perceive the risk quickly that to remove the risk phenomenon already passed with the progress of the project, to add the risk phenomenon noticed newly and to inspect them, evaluate them scrupulously. This work, be very bothersome and to become useless if it does not happen, is needed to be defined as a daily management activity and procedure. Without noticing at all, or knew risk previously, it would be great difference to leads the actions after when it happened. However, there are yet few cases that are able to plan a risk management plan effectively as such a project management policy to carry out. In this paper, I examine considerations to establish effective risk management plan.
View full abstract
-
Mikiko Sawada
Article type: Article
2005 Volume 7 Issue 3 Pages
14-19
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
In project management, there are many risk factors that may cause a serious loss for the project. Quantification of those risks is extremely important especially for project managers in order to make right decisions and take relevant actions. Otherwise they may underestimate the impact of the risk factors or even when they detect risk, it could be too late to take actions. Monte Carlo simulation is one of the methods that make possible for project managers to quantify and analyze the risks. Such quantitative risk assessment helps project managers to make decisions and reach the solutions in the project.
View full abstract
-
Takeshi Yokota, Kaoru Kawabata, Tsuyoshi Niino, Takahide Kawasaki
Article type: Article
2005 Volume 7 Issue 3 Pages
20-25
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
A business process necessary to support a contract risk assessment in overseas projects was examined, and ContRAct RISk assessment support system (CRARIS) that was a knowledge management system concerning the contract risk management was developed. CRARIS is based on a contract checklist made in a legal affairs section, and it characterizes in a presentation of knowhow information that relates to each check item and automatic evaluation of risks according to content of checklist inputs. Moreover, about 2000 knowhow information has been extracted from hearing results to specialists in an operation division and the legal affairs section, the minutes of the evaluation of actual projects, and so on. In addition, an examination of a business process and an organizational structure effective to evaluate the contract risk was executed.
View full abstract
-
Hajime Hayamizu
Article type: Article
2005 Volume 7 Issue 3 Pages
26-29
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
The distinction between the trust contract and undertaking contract is indefinite, and in SI project of the customer in Japan, might it more or less execute as a proxy for the project coordination even if it is originally work of the customer and work be executed in undertaking contract. The idea of the contract in case of such a case and roles with the customer are discussed by the viewpoint of the risk management. In this text, the following two measures practiced in SI project of the customer who is for the consideration of this problem are described. 1) Trust details of contract that provides for third party's roles, 2) Method of contracting SI that contains customer agency work. The result of the profit and loss improvement was achieved to the section as a project manager by executing these measures, it became consequential for the customer for the best system development cost, and customer satisfaction measurement rose.
View full abstract
-
Preston G. Smith
Article type: Article
2005 Volume 7 Issue 3 Pages
30-31
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Takahiro Inoue
Article type: Article
2005 Volume 7 Issue 3 Pages
32-37
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
This document describes details of adoption of CMMI to the software company, where the ISO9001: 1994 and ISO9001: 2000 had already been authenticated and fully deployed. It also states the evaluation and the coexistence of the CMMI with the ISO9000. The main reason of adoption of the CMMI is the solution of schedule delay and cost up affected by the defect of the project management. Several software development and management processes have been improved through the introduction of the CMMI. We coexist the CMMI and the ISO9001, finally applying the CMMI only to the high-risk projects, while applying the ISO9001 to other projects, since we have found that the CMMI covers the scope of the ISO9001.
View full abstract
-
Atsushi Kubota, Kouji Okada, Kouji Sekiguchi, Fumito Imanoya
Article type: Article
2005 Volume 7 Issue 3 Pages
38-43
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
Business Process Innovation Project had been performed in Hitachi Ltd., Semiconductor and Integrated Circuit Division (Renesas Technology Corp. since April 2003) for two years since 1999. In this innovation project, a new project management method using organization's standard WBS sheets, had been developed, introduced and deployed organizationally. Comprehensive approach, including not only solely proposition of the new method but also preparation of supporting tools and establishment of project management office, had been adopted to introduce and deploy the new method. Finally, 100% deployment of the new project management method into the organization was achieved. As the consequence of it, we achieved the improved results such as: (1) the engineers' rate of essential efforts was improved 55% to 80%, (2) the number of remakes was decreased 29%, and (3) the number of deficit projects was decreased 80%.
View full abstract
-
Communications Management Research Group
Article type: Article
2005 Volume 7 Issue 3 Pages
44-49
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
The importance of the personal communication skills is widely recognized. In addition, the design of communications at the early stage of project is essential for ensuring effective project communications. In this paper, we will suggest the points on the communications design based on the study of communications management methods employed in construction projects and IT projects.
View full abstract
-
Masaaki Hashimoto, Takeo Ishimatsu, Keijiro Araki, Kuninori Adachi, Os ...
Article type: Article
2005 Volume 7 Issue 3 Pages
50-51
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Hitoshi Iuchi
Article type: Article
2005 Volume 7 Issue 3 Pages
52-54
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
This study takes Reviews/Inspections in software development projects as an opportunity for personnel skill training, and covers the affects and steps needed behind an effective personnel skill training based review/inspection.
View full abstract
-
Nobuyuki Yajima
Article type: Article
2005 Volume 7 Issue 3 Pages
55-56
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Kaoru Nunokawa
Article type: Article
2005 Volume 7 Issue 3 Pages
57-
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Yuichi Endo
Article type: Article
2005 Volume 7 Issue 3 Pages
58-63
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
XP is in the limelight. That is because XP can start in on a software development with the incomplete user requirements, and can achieve results for a short time delivery. Moreover, because XP is a developer basis, and has obtained a good evaluation from a developer. However, in view of project management, this methodology raise questions in a software development. For the reason, there are very few examples which the project manager expressed his confidence adopting XP. In this paper, I show you why XP is highly evaluated, however why a project manager wavers to the adoption. Then I will argue how XP should be adopted. Thereby, I could show you how a short time delivery and a high quality software development can be realized by XP.
View full abstract
-
Hisato Hama
Article type: Article
2005 Volume 7 Issue 3 Pages
64-
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2005 Volume 7 Issue 3 Pages
65-67
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2005 Volume 7 Issue 3 Pages
68-
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2005 Volume 7 Issue 3 Pages
68-
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2005 Volume 7 Issue 3 Pages
69-71
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Appendix
2005 Volume 7 Issue 3 Pages
App1-
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS
-
Article type: Cover
2005 Volume 7 Issue 3 Pages
Cover2-
Published: June 15, 2005
Released on J-STAGE: November 15, 2017
JOURNAL
RESTRICTED ACCESS