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Article type: Cover
2006 Volume 8 Issue 2 Pages
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Article type: Index
2006 Volume 8 Issue 2 Pages
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Article type: Index
2006 Volume 8 Issue 2 Pages
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Yuichi Kanda
Article type: Article
2006 Volume 8 Issue 2 Pages
1-
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Shin-ichiro Yokoyama
Article type: Article
2006 Volume 8 Issue 2 Pages
2-3
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Yoshiharu Kato
Article type: Article
2006 Volume 8 Issue 2 Pages
4-9
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Although the need to learn the fundamental of project management at universities or companies is dramatically increasing, it is found to be a difficult task to develop an effective curriculum to teach project management. This is not only because the projects are diverse and the project management is based on a wide range of knowledge and experiences but also because a beginning student may not be well motivated in taking the course due to the lack of actually involved in the projects. This research has therefore addressed a method which integrates mini projects or toy projects into the project management education so that the students can understand the importance and necessity of project management through the project-based learning.
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Masayoshi Matsumoto
Article type: Article
2006 Volume 8 Issue 2 Pages
10-15
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While the demand of the society for IT that based on open architecture becomes severe, the difficulty of the open system SI projects increase and expectations to project manager have risen. However, project manager in this area runs short, and immediate development is requested. In this thesis, considering the development of project manager who take part in the open system SI projects, both sides of technology and management skills as systems engineer are discussed. The characteristic and relation between technology and management skills required for SI projects are clarified, followed by some tips and specific approach to acquire both skills in a balance manner.
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Tetsurou Seki
Article type: Article
2006 Volume 8 Issue 2 Pages
16-21
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In this paper, the educational method of project management in software development is discussed that based on project-based learning. As the introduction, some discussions of project education and its recent missions are described. According to the requirement, educational course with simulated software development project for freshman-class learner is proposed. According to the evaluation of educational result, some problems are provided. As countermeasures for the problems, the guide-line system, which can present various support document and tips for project management, is proposed. This system shows good result in practice.
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Akira Tominaga
Article type: Article
2006 Volume 8 Issue 2 Pages
22-27
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Earned Value Management (EVM) techniques are applied in large projects, particularly in the public sectors of the advanced countries. EVM benefits such as disinterested progress tracking, clear cost outlook and avoided ambiguity have been demonstrated in actual projects for many years. The EVM advantages are usually recognized only in large complex projects that require management of complex WBS. However, it would be worth trying to fully apply EVM even in very small projects, because it aims at being applicable to all kinds of projects, irrespective of size. The author has used EVM in extremely small projects and found that it gives the same advantages as in large size projects, and that little PM-overhead is added even in personal-scale project management without special effort to adopt EVM. In this paper, two actual application examples are shown and EVM's effectiveness in personal project management is discussed. One of the perceived inhibitors to applying EVM in small projects has been the high PM-overhead required. However, the conclusions of this paper are that there is no reason not to use EVM in small projects even in personal project management and that EVM's advantages are equally valid and can be utilized in such environments, where the key success factor is simply familiarization in applying WBS and EVM techniques.
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Akira YAMAZAKI, Mari SAKAGAWA, Tetsurou SEKI, Shinzo ENOMOTO
Article type: Article
2006 Volume 8 Issue 2 Pages
28-33
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The peer review method is widely utilized to select publicly funded research themes affecting society and the industrial world. This type of evaluation method has been employed in many overseas countries, and its use is also spreading in Japan as well. The peer review method is a very useful technique for theme selection, but it can be further developed as there is still room for improvement. In this paper, the present status and problems of the peer review method as well as its future direction are examined from a program management viewpoint based on the actual experience of utilizing peer reviews for theme selection in proposal-based R&D projects.
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Takahiro Chida, Hideo Kamiko, Kiyohisa Okada, Mitsuo Higuchi, Seigo Sa ...
Article type: Article
2006 Volume 8 Issue 2 Pages
34-36
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In the 11 National Conference of the SPM 2005, we announced that the key capability of the project manager(PM) is the human management skill that much exists as unknown knowledge. Mentoring technique is effective to build up the PM skill. Support of mentor can succeed to the PM skill. This paper propose the practical Scheme of Mentoring that referred to case study of information technology enterprises.
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Nozomu Nakatsu, Hiroshi Ishizaki, Mitsuaki Nakamura, Sadahiro Ishikawa ...
Article type: Article
2006 Volume 8 Issue 2 Pages
37-42
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Complexity and rapid delivery requirements make project management difficult. To meet deadlines, it is essential to promptly identify problematic elements of a project, and to take immediate corrective actions. To realize this, the latest progress has to be obtained. However, time management based on reported progress has two problems. One is that it takes a lot of time to obtain progress The other is that the reported progress may not be in touch with the actual condition of deliverables. These issues are critical, especially in large projects whose development sites are distributed. This paper presents measures for assessing progress based on the actual conditions of deliverables in a timely manner using PRO-NA VI which supports project management.
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Nobuyuki Yajima
Article type: Article
2006 Volume 8 Issue 2 Pages
43-44
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[in Japanese], [in Japanese]
Article type: Article
2006 Volume 8 Issue 2 Pages
45-46
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Taizou Nauchi
Article type: Article
2006 Volume 8 Issue 2 Pages
47-48
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Article type: Appendix
2006 Volume 8 Issue 2 Pages
49-
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Yoh Matsuura, Mika Ishida
Article type: Article
2006 Volume 8 Issue 2 Pages
50-51
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Seigo Saruya
Article type: Article
2006 Volume 8 Issue 2 Pages
52-
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Naoki Ohshima
Article type: Article
2006 Volume 8 Issue 2 Pages
53-
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Article type: Appendix
2006 Volume 8 Issue 2 Pages
54-63
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Article type: Appendix
2006 Volume 8 Issue 2 Pages
64-
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Article type: Appendix
2006 Volume 8 Issue 2 Pages
64-
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Article type: Appendix
2006 Volume 8 Issue 2 Pages
65-67
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Article type: Appendix
2006 Volume 8 Issue 2 Pages
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Article type: Cover
2006 Volume 8 Issue 2 Pages
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