| Item type |
Journal(1) |
| 公開日 |
2012-04-15 |
| タイトル |
|
|
タイトル |
Integrating Wearable Sensor Technology into Project-management Process |
| タイトル |
|
|
言語 |
en |
|
タイトル |
Integrating Wearable Sensor Technology into Project-management Process |
| 言語 |
|
|
言語 |
eng |
| キーワード |
|
|
主題Scheme |
Other |
|
主題 |
特集：インタラクションの理解および基盤・応用技術 |
| 資源タイプ |
|
|
資源タイプ識別子 |
http://purl.org/coar/resource_type/c_6501 |
|
資源タイプ |
journal article |
| 著者所属 |
|
|
|
Hitachi, Ltd.／Waseda University |
| 著者所属 |
|
|
|
Hitachi, Ltd. |
| 著者所属 |
|
|
|
Hitachi, Ltd. |
| 著者所属 |
|
|
|
Hitachi Government & Public Corporation System Engineering Ltd. |
| 著者所属 |
|
|
|
Hitachi Government & Public Corporation System Engineering Ltd. |
| 著者所属 |
|
|
|
Hitachi, Ltd. |
| 著者所属 |
|
|
|
Waseda University |
| 著者所属(英) |
|
|
|
en |
|
|
Hitachi, Ltd. / Waseda University |
| 著者所属(英) |
|
|
|
en |
|
|
Hitachi, Ltd. |
| 著者所属(英) |
|
|
|
en |
|
|
Hitachi, Ltd. |
| 著者所属(英) |
|
|
|
en |
|
|
Hitachi Government & Public Corporation System Engineering Ltd. |
| 著者所属(英) |
|
|
|
en |
|
|
Hitachi Government & Public Corporation System Engineering Ltd. |
| 著者所属(英) |
|
|
|
en |
|
|
Hitachi, Ltd. |
| 著者所属(英) |
|
|
|
en |
|
|
Waseda University |
| 著者名 |
Koji, Ara
Tomoaki, Akitomi
Nobuo, Sato
Kunio, Takahashi
Hideyuki, Maeda
Kazuo, Yano
Masao, Yanagisawa
|
| 著者名(英) |
Koji, Ara
Tomoaki, Akitomi
Nobuo, Sato
Kunio, Takahashi
Hideyuki, Maeda
Kazuo, Yano
Masao, Yanagisawa
|
| 論文抄録 |
|
|
内容記述タイプ |
Other |
|
内容記述 |
A sensor-based project management process, which uses continuous sensing data of face-to-face communication, was developed for integration into current project management processes. To establish a practical process, a sensing system was applied in two software-development projects involving 123 and 65 employees, respectively, to analyze the relation between work performance and behavioral patterns and investigate the use of sensor data. It was found that a factor defined as “communication richness,” which refers to the amount of communication, correlates with employee performance (job evaluation) and was common in both projects, while other factors, such as “workload,” were found in just one of the projects. Developers' quality of development (low bug occurrence) was also investigated in one of the projects and “communication richness” was found as a factor of high development quality. As a result of this analysis, we propose a four-step sensor-based project management process, which consists of analysis, monitoring, inspection, and action, and evaluated its effectiveness. Through monitoring, it was estimated that some “unplanned” events, such as changing specifications and problem solving during a project, could be systematically identified. Cohesion of a network was systematically increased using a recommendation of communication, called WorkX, which involves micro rotating of discussion members based on network topology.
------------------------------
This is a preprint of an article intended for publication Journal of Information Processing(JIP). This preprint should not be cited. This article should be cited as: Journal of Information Processing Vol.20(2012) No.2 (online)
DOI http://dx.doi.org/10.2197/ipsjjip.20.406
------------------------------ |
| 論文抄録(英) |
|
|
内容記述タイプ |
Other |
|
内容記述 |
A sensor-based project management process, which uses continuous sensing data of face-to-face communication, was developed for integration into current project management processes. To establish a practical process, a sensing system was applied in two software-development projects involving 123 and 65 employees, respectively, to analyze the relation between work performance and behavioral patterns and investigate the use of sensor data. It was found that a factor defined as “communication richness,” which refers to the amount of communication, correlates with employee performance (job evaluation) and was common in both projects, while other factors, such as “workload,” were found in just one of the projects. Developers' quality of development (low bug occurrence) was also investigated in one of the projects and “communication richness” was found as a factor of high development quality. As a result of this analysis, we propose a four-step sensor-based project management process, which consists of analysis, monitoring, inspection, and action, and evaluated its effectiveness. Through monitoring, it was estimated that some “unplanned” events, such as changing specifications and problem solving during a project, could be systematically identified. Cohesion of a network was systematically increased using a recommendation of communication, called WorkX, which involves micro rotating of discussion members based on network topology.
------------------------------
This is a preprint of an article intended for publication Journal of Information Processing(JIP). This preprint should not be cited. This article should be cited as: Journal of Information Processing Vol.20(2012) No.2 (online)
DOI http://dx.doi.org/10.2197/ipsjjip.20.406
------------------------------ |
| 書誌レコードID |
|
|
収録物識別子タイプ |
NCID |
|
収録物識別子 |
AN00116647 |
| 書誌情報 |
情報処理学会論文誌
巻 53,
号 4,
発行日 2012-04-15
|
| ISSN |
|
|
収録物識別子タイプ |
ISSN |
|
収録物識別子 |
1882-7764 |
IPSJ-JNL5304019 (3.3 MB)
