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Article type: Cover
2006 Volume 8 Issue 1 Pages
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Article type: Appendix
2006 Volume 8 Issue 1 Pages
I-II
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Article type: Index
2006 Volume 8 Issue 1 Pages
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Article type: Index
2006 Volume 8 Issue 1 Pages
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Keijyu Matsushima
Article type: Article
2006 Volume 8 Issue 1 Pages
1-
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Shinzo Enomoto
Article type: Article
2006 Volume 8 Issue 1 Pages
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Atsushi Seto
Article type: Article
2006 Volume 8 Issue 1 Pages
3-8
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Reinforcing the guard of Nagasaki Port was planned by Saga-Han in 1850. For this purpose, cannon manufacturing facility including reverberatory furnaces to be used for casting strong and long range iron made cannon was built at Chiiji. In order to develope own technology of manufacturing iron cannon, a special independent team was organized, and the team succeeded production of cannons to be set onto the new forts. This paper presents analysis of the organization and developing schedule of this successful project.
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Akira Tominaga, [in Japanese], [in Japanese], [in Japanese], [in Japan ...
Article type: Article
2006 Volume 8 Issue 1 Pages
9-12
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There are varieties of R&D projects in their characteristics among the enterprises whose products and services are different. Hence sometimes there are difficulties to deal with the phenomena general. Recently we formed a working group for about one year to pursue effective project management deployment in R&D area, where the categorization need for R&D projects was found to generalize the R&D projects. In this paper, the categorization method developed and the effects are discussed.
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Yuichi KANDA
Article type: Article
2006 Volume 8 Issue 1 Pages
13-16
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In paradigm change in the twenty-first century, technology innovation is demanded strongly. In particularly, there is very large thing on the importance of the role which the R&D field in future sustainable development. In third science and technology basic plan decided in the total Council for Science and Technology, the plan which invested 25 trillion yen for R&D by 2010 was decided. The some viewpoints which must consider the project management of R&D field which must be made to succeed in new tidal current are discussed.
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Kazuhiko Kato, Shinzo Enomoto
Article type: Article
2006 Volume 8 Issue 1 Pages
17-22
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In the case of Japan, industry-university cooperation research and development (R&D) project are utilized as a policy which aims at improvement in the management of manufacturing industry. However, in industry-university cooperation R&D, it is said that the economical effect over investment capital is low. It is said that there are problem the uncertainty of project leader authority, cooperation recognition of a participating organization, the different existence of the participation purpose in an industry-university cooperation R&D project. Furthermore, a success or failure of the industry-university cooperation R&D project can consider being strongly influenced by these problems. By this report, it is commented on a remedy and an improvement case study of these problems.
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Nobuyuki Ozaki, Takashi Ishikawa
Article type: Article
2006 Volume 8 Issue 1 Pages
23-28
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This paper presents the practice of the project management dealing with concurrent multi-systems development. The orthodox approach is first to develop the reference system and after to diverse it into customized systems according to users' request. However, the restricted environment forced us to develop all the multiple, almost ten, systems concurrently. Although, this experience, both in business context and development size, was new to us, we conducted the project by focusing on risk identification and taking all the major risk responsive steps just before the execution. We divided the whole phase into two phases: centralized concurrent phase where requirement through implementation cycle took place, distributed concurrent where after testing and integration cycle took place. We turned the first phase into centralized sequential, which was more convenient to handle, by unifying all systems as consolidated software. During the second phase we focused to construct the information sharing system on the Web for both version control for the unified consolidated software and faulty detection & fix report. This information sharing system run on web and could be accessed from anywhere through the public line by the authorized users so that it was used after the shipment until the user acceptance test. With this adaptive project management, we could deliver high quality system.
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Kiyomi Tatebe, Tetsurou Seki
Article type: Article
2006 Volume 8 Issue 1 Pages
29-32
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To get the on-time finish date or to compress the project-schedule is an important subject to lead the software project to success. It will be a source of customer satisfaction and of expanding business opportunity. The idea of CCPM is one of the effective consideration ways to get an answer of those subjects, but it is not always meaning the practical tool. In this paper, the project status evaluation with EVA to CCPM-Scheduled software project is proposed. This proposal provides the visualized evaluation of CCPM-Scheduled software project, and it becomes fundamental information that supports the precise and agile actions of project managers.
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Munenobu Hashizume
Article type: Article
2006 Volume 8 Issue 1 Pages
33-
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Taketoshi Yokemura
Article type: Article
2006 Volume 8 Issue 1 Pages
34-37
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It is important for the success of product development projects to have the well defined product development system such as an organization/team, processes, tools, and information/knowledge, in addition to having the project management skills and capable project managers. IBM uses the product development system called IPD(Integrated Product Development) for all product development projects including hardware and software. IPD can be viewed as a management system for a product development. IPD views a project as a contract between executive managers and a product development team on the investment by executive managers and the commitment for the completion of the product development and for the profit by the product development team. The base concept for a project can be depicted with the relationship between investors and a primary contractor in a construction project as an analogy. This paper shows that core concepts in IPD can be explained based on the base concept for a project such as contract, investment, and commitment, with the help of project management knowledge.
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Nobuyuki Yajima
Article type: Article
2006 Volume 8 Issue 1 Pages
38-39
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[in Japanese], [in Japanese]
Article type: Article
2006 Volume 8 Issue 1 Pages
40-41
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Article type: Appendix
2006 Volume 8 Issue 1 Pages
42-
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Hisashi Toyama
Article type: Article
2006 Volume 8 Issue 1 Pages
43-44
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Tsutomu Konosu
Article type: Article
2006 Volume 8 Issue 1 Pages
45-
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Article type: Appendix
2006 Volume 8 Issue 1 Pages
46-51
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Article type: Appendix
2006 Volume 8 Issue 1 Pages
52-
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Article type: Appendix
2006 Volume 8 Issue 1 Pages
52-
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Article type: Appendix
2006 Volume 8 Issue 1 Pages
53-55
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Article type: Appendix
2006 Volume 8 Issue 1 Pages
App1-
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Article type: Cover
2006 Volume 8 Issue 1 Pages
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