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Research paper−1−Synthesiology - English edition Vol.5 No.1 pp.1-16 (Jun. 2012) management,” and points out the limitations of the current process-centric management.In the present study, the objective is the construction of methodology for realizing high quality project management. To achieve this object, the whole of the project, and its details, are analyzed to construct the methodology of “seeing both the forest and the trees.” As the specific methodology, the architecture (or the organization of elements that compose the system and the relationships among elements) of the project is clarified. The quantitative management of the project is made possible by using the complexity of the project architecture as an index to gain an overview of the whole project, and by creating indices for the difficulty of individual elements and the relationships among the elements (Fig. 1). Finally, the methodology to realize high quality project management is considered by using the project model for which the architecture is shown. 2 Current state of project management and analysis of relevant issues2.1 Difference between information and objects from the perspective of transfer costInformation and objects have different properties from the perspective of transfer cost. Hereinafter, information is defined as knowledge and know-how that people have or that have been formalized as products or texts; and an object is defined as a physically tangible thing. In this way of thinking, 1 IntroductionAccording to PMBOK,[1] “a project is an organic work conducted to create some original product, service, or artifact.” To create original products and services, it is necessary to synthesize various elements such as technological and human resources. This means that the project itself is synthesis. Under the subject of synthesiology, various efforts have been made to conduct high quality project management and there have been several previous studies. Along with Visualizing Project Management[2] and PMBOK, SWEBOK[3] and Rational Unified Process[4][5] organize know-how into project management and development process methods, and address software development. Nevertheless, the success rates of projects have not improved, particularly in software development. For example, according to a report[6] by the Japan Users Association of Information Systems, the majority of projects on the scale of 500 person-months from 2004 to 2008 are over budget, and this is a trend observed every year. Frank[7] cites the report[8] by the Standish Group that states that “the present status with projects is that 68 % of them are failures,” and questions the effectiveness of current management techniques. Specifically, the standards (such as ISO15288, IEEE1220, EIA632, CMMI, INCOSE Handbook, and PMBOK Guide) for project management and systems engineering are reviewed, and the fact that they are all process-centric is indicated. Frank also states, “The current project management technology and system engineering technology seek methodology for better - A proposal of a basic theory toward a change from process-centric management to information-centric project management-Design information is important for software development projects because it determines their cost and product. In this research, a model has been made which can trace how information moves in a project by paying attention to the design information which is hard to trace by process-centric project management. On the basis of the model, a traceability matrix method has been constructed which quantifies the complexity of the traceability. It has been confirmed that high quality information-centric project management is realized by applying the model and the method to software development projects.Construction of a traceability matrix for high quality project management Keywords : Traceability matrix, complexity, quantitation, information centric, project management[Translation from Synthesiology, Vol.5, No.1, p.1-15 (2012)]Akihiro Sakaedani1,2*, Yoshiaki Ohkami1 and Naohiko Kohtake11. Graduate School of System Design and Management, Keio University 4-1-1 Hiyoshi, Kouhoku-ku, Yokohama 223-8526, Japan, 2. NTT COMWARE CORPORATION NTT Shinagawa TWINS Annex Bldg. 1-9-1 Konan, Minato-ku, Tokyo 108-8019, Japan *E-mail: Original manuscript received July 26, 2011, Revisions received November 7, 2011, Accepted December 28, 2011

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