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2006 Volume 8 Issue 4 Pages
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Article type: Appendix
2006 Volume 8 Issue 4 Pages
I-IV
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2006 Volume 8 Issue 4 Pages
V-VI
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2006 Volume 8 Issue 4 Pages
VII-VIII
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Article type: Appendix
2006 Volume 8 Issue 4 Pages
IX-XII
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Article type: Index
2006 Volume 8 Issue 4 Pages
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Article type: Index
2006 Volume 8 Issue 4 Pages
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Takeo Ishimatsu
Article type: Article
2006 Volume 8 Issue 4 Pages
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Akira Sakakibara
Article type: Article
2006 Volume 8 Issue 4 Pages
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Misa Fujinuki, Toshirou Nishio, Takeshi Hayama
Article type: Article
2006 Volume 8 Issue 4 Pages
3-6
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Remarks for utilizing past productivity data in software project planning are presented. Generally, software project data vary widely. It is difficult to characterize a set of data simply by its average or median. We discussed some approaches to facilitate utilization of productivity data in projects from practical point of view based on our daily activities as corporate staff.
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Kouji Kanzaki, Ryoji Tamura, Yoshiko Yamamoto
Article type: Article
2006 Volume 8 Issue 4 Pages
7-12
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Improving the accuracy of the estimation and planning is one of the key factors to complete projects successfully. If we could establish highly accurate estimation and planning based on our capability at the early days of project, the probability to execute the project as planned is increased and we can complete the project successfully. In order to enhance the accuracy of the estimation and planning, it is very effective to use organizational process asset in which performance data of quality, cost, and delivery date, lessons, and templates, etc have been stored. These are also written in PMBOK and CMMI. In this paper, we introduce a case example about our activity improving the estimation process by using performance data of quality, cost and delivery date.
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Noboru Hattori, Chizuru Soejima, Shuichiro Yamamoto
Article type: Article
2006 Volume 8 Issue 4 Pages
13-16
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Four hypotheses are described that explain the structural differences among software development projects in terms of the relationship between team size and productivity and in terms of the differences between new and modification-oriented software development. Methods are proposed for verifying these hypotheses.
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Atsushi Matsuzono, Makoto Kurashige, Rie Kobayashi, Satoshi Awane, Yuk ...
Article type: Article
2006 Volume 8 Issue 4 Pages
17-20
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Recent tendency in IT-Industry of developing contracted business application software is use of so called "package software", in place of making everything in house. Industry standard estimation method of effort with "package software" is not fully established, compared with "in-house development." Hitachi, Ltd., has specially devised a method to estimate the efforts of software design phase to the test phase, based on customize coding estimation, re-use estimation, and package component related information and now testing the effectiveness. In this paper, we will show this estimation method with "package software."
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Kenji Hatsuda
Article type: Article
2006 Volume 8 Issue 4 Pages
21-24
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Whether a software project will succeed is strongly dependent on the pre-project estimation activities. It is because the framework of a project is determined at the estimation stage. Although in these days active discussions have been done for estimation technologies and effective data accumulation, estimation is still evaluated with implicit knowledge such as experience or intuition in many cases. Especially for enhance projects, reliable estimation method has not been established. Also in enhance projects, some risk factors which can be disregarded in development projects should be considered. This paper studies an approach to eliminate ambiguity and improve rationality, objectivity, and validity of the estimation for the enhance projects.
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Koji Okada, Asahiro Kuni, Tatsuya Suzuki, Jyun Kadowaki, Morio Mori
Article type: Article
2006 Volume 8 Issue 4 Pages
25-30
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In order to sustain providing high quality products and services, it is essential to improve the processes producing them. We developed a prototype of quality management system evaluation method that can evaluate quality of product development processes, identify the weak points, and guide the improvement actions. In this paper, basic concepts and details of the method such as its questionnaires, input items, quantitative evaluation procedure, output forms to facilitate improvement actions, are described. Moreover, we address the results of feasibility verification by applying to seven piloting business units.
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Toshihiko Fukushima, Shigeru Yamada
Article type: Article
2006 Volume 8 Issue 4 Pages
31-36
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In order to develop high quality software and increase the chance for user acceptance, organizations need to respond to project risks in a hurry. Tried and true risk management techniques are effective to hunt down all risks that could eventually bring down a project. The quality management division of Nissin Systems Ltd. has been utilizing risk management for over five years. This paper discusses the reasons for managing risk of our company and the methods to implement a risk management system within an organization, and analyzes the correlation between risk and the metrics of project management. As a conclusion, it will be suggested that mitigating the risks in the early stage of development has high correlativity to the QCD result.
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Yasuhide Sato
Article type: Article
2006 Volume 8 Issue 4 Pages
37-38
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Yonekazu Sakurabayashi
Article type: Article
2006 Volume 8 Issue 4 Pages
39-42
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When we construct a computer system, it is necessary to install additional hardware or change configuration in a short time. And I also realized the growing importance of management in hardware construction. I consider points about that management on a gateway system that has 42 million users of cellular phone on this research paper.
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[in Japanese]
Article type: Article
2006 Volume 8 Issue 4 Pages
43-44
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[in Japanese]
Article type: Article
2006 Volume 8 Issue 4 Pages
45-47
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Taizou Nauchi
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2006 Volume 8 Issue 4 Pages
48-49
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Article type: Appendix
2006 Volume 8 Issue 4 Pages
50-
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Kiyoshi Watanabe
Article type: Article
2006 Volume 8 Issue 4 Pages
51-55
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When deploying project management at an enterprise level, one faces the challenge of how to spread it throughout the company and make it part of each and every employee's everyday life. This paper proposes a model of an organization to effectively deploy Enterprise Project Management(EPM). The organization involves a project management office(PMO) and the formation of a community by the individual project managers. This cross-functional PM community lists up the current issues / problems of PM deployment, clarifies the action plans, and drives toward the improvement. The community promotes members to share experiences, knowledge, and other PM related information among each other to improve the overall PM skill of the community as well as the skill of the individual members.
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Kaoru Nunokawa
Article type: Article
2006 Volume 8 Issue 4 Pages
56-
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2006 Volume 8 Issue 4 Pages
57-
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2006 Volume 8 Issue 4 Pages
58-
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2006 Volume 8 Issue 4 Pages
58-
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Article type: Appendix
2006 Volume 8 Issue 4 Pages
59-61
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Article type: Appendix
2006 Volume 8 Issue 4 Pages
App1-
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Article type: Cover
2006 Volume 8 Issue 4 Pages
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