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2007 Volume 9 Issue 6 Pages
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2007 Volume 9 Issue 6 Pages
i-iv
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2007 Volume 9 Issue 6 Pages
v-
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2007 Volume 9 Issue 6 Pages
vi-viii
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Article type: Appendix
2007 Volume 9 Issue 6 Pages
ix-xii
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Article type: Index
2007 Volume 9 Issue 6 Pages
Toc1-
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2007 Volume 9 Issue 6 Pages
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Akira Tominaga
Article type: Article
2007 Volume 9 Issue 6 Pages
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Kazunori Yamamoto
Article type: Article
2007 Volume 9 Issue 6 Pages
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Satoru Hira, Kazuo Imai, Tadashi Arakawa
Article type: Article
2007 Volume 9 Issue 6 Pages
3-6
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It is widely used, to prevent failure in software development projects, project management and control techniques such as project reviews or project diagnosis. Unresolved problems and issues occurred in upstream phases such as requirements and specifications, could bring significant impacts on the project at downstream phases such as coding and testing. In response to our several non-trivial project failures, caused by such "escaped issues", we have designed our own diagnosis techniques and have implemented them in our project processes, which are to detect issues remaining in the project, before proceeding to downstream phases. In this paper, we discuss the technique, implementation, and its case studies on our real-life projects.
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Shoso Yamato
Article type: Article
2007 Volume 9 Issue 6 Pages
7-12
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NEC has established Project Management Office whose mission is to lead organizationally projects success. The PMO mission covers the following functions: Project assessment, Consultation on a project start-up, Escalation and Help with projects, and Lessons Learned and Systematizing. This paper touches a set of PMO competencies required to operate above functions.
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Tsuyoshi Yoshida, Masaaki Hashimoto
Article type: Article
2007 Volume 9 Issue 6 Pages
13-18
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High risks are usually included in information systems projects to achieve high performances of manufacturing systems. In the early stage of the projects, good feasibility study (FS) is important in order to reduce the risks. Therefore, we discuss what process is needed for implementing the FS. TOC (Theory Of Constraint), BSC (Balanced Score Card), CMM (Capability Maturity Model) are effective methods to innovate and describe the FS process. In the discussion, we show that a vision free from current constraints is important, and that TOC thinking process is effective to find, analyze and solve the problems.
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Eiichi Miyajima
Article type: Article
2007 Volume 9 Issue 6 Pages
19-23
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Recently, many clients call for to reduce developing cost and speed up development time in the IT industry. Then it's very difficult to gain profit on the business. In thus business Environment, it's required to shift the paradigm of development process from traditional waterfall model to new method, just like RAD. But it's difficult to restructure in short time. Consequently, we should improve the existing process of system development and gain strength in order to restore the soundness of our business. In Fujitsu Mission Critical Systems Ltd., we develop the quality process named CSLC (Customer Solution Life-Cycle management) to revise system development process and reconstruct PDCA process. The process includes not only development phase but also contract matter. In this paper, we discuss an effort of improvement of the quality process and how we can eliminate loss-making projects.
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Kenji Hiraishi
Article type: Article
2007 Volume 9 Issue 6 Pages
24-27
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In this paper, brief summary and features of OPM3 (Organizational Project Management Maturity Model), certification of OPM3 assessor and consultant, and some topics on future improvements are described. PMI standard OPM3 has been developed to align the projects, conducted individually, with the organization's strategies. In this standard, organizational project management processes are described and best practices to conduct the processes are defined. The maturity is defined as the level of best practice accomplishment. The processes consist of project, program and portfolio management processes and the PMI standards specifying these processes will be updated in 2008. It is expected that four PMI standards including OPM3 becomes fully consistent.
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Fumiko Kubota, Yutaka Inamori, Masaru Nakano, Keiji Mitsuyuki, Yoshiyu ...
Article type: Article
2007 Volume 9 Issue 6 Pages
28-33
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This paper proposes a manufacturing system design task model and a navigation system for helping manufacturing system designers to realize a project goal while shortening the lead-time of design. In a collaborative manufacturing system design project undertaken by multiple departments or multiple companies, task structure is complicated and unclear. This makes project management more difficult. We have developed DPIO-Model (Development process and interconnected object model) for decision support systems. This model consists of a manufacturing system design task model linked with manufacturing system objects and their parameters. It assists in design task structure acquisition and avoids errors due to miscommunication. In order to test our approach, we created a task knowledge accumulation and design navigation tool called "Design Agent II (DA_II)", based on the DPIO-Model. To verify DA_II, the tool was applied to a demonstration manufacturing system design project of a motor factory. DA_II was able to provide a suitable environment for collaborative design and for storing task information. This study was carried out under the MISSION project funded by the IMS program.
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Yasunori Fujita
Article type: Article
2007 Volume 9 Issue 6 Pages
34-39
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The present study, paying attention to product lifecycle and uncertainty, formulates product lifecycle strategy as optimal stopping problem and examines the properties of the optimal lifecycle strategy Main conclusions are summarized as follows. The more the market uncertainty or the stronger the product against other firms' invention is, the longer is the product cycle. As for the relationship with Boston Matrix, 'Cash cow' has the longest product life cycle. Product life cycle becomes shorter as product shifts from 'Cash cow' to 'Dogs' or 'Star'. 'Problem child' has the shortest product life cycle.
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Takaharu Matsui
Article type: Article
2007 Volume 9 Issue 6 Pages
40-
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Norio Jida
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2007 Volume 9 Issue 6 Pages
41-42
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Article type: Appendix
2007 Volume 9 Issue 6 Pages
43-44
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Tadamasa Fujita
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2007 Volume 9 Issue 6 Pages
45-46
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Naoki Ohshima
Article type: Article
2007 Volume 9 Issue 6 Pages
47-
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[in Japanese]
Article type: Article
2007 Volume 9 Issue 6 Pages
48-49
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Nobuyuki Yajima
Article type: Article
2007 Volume 9 Issue 6 Pages
50-52
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Taizou Nauchi
Article type: Article
2007 Volume 9 Issue 6 Pages
53-54
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Tetsurou Seki
Article type: Article
2007 Volume 9 Issue 6 Pages
55-
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Article type: Appendix
2007 Volume 9 Issue 6 Pages
56-57
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2007 Volume 9 Issue 6 Pages
58-
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Article type: Appendix
2007 Volume 9 Issue 6 Pages
59-61
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2007 Volume 9 Issue 6 Pages
62-63
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2007 Volume 9 Issue 6 Pages
64-
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2007 Volume 9 Issue 6 Pages
65-
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Article type: Appendix
2007 Volume 9 Issue 6 Pages
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2007 Volume 9 Issue 6 Pages
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Article type: Cover
2007 Volume 9 Issue 6 Pages
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