IPA White Paper: Human Resources Development in ICT industry 2014	Cat: ICT Pub: 2014 #1407b
	IPA (Information Promotionn Agency, Japan)	14529u/18208r

Title	IPA White Paper: HRD 2014	情報処理産業機構 IT人材白書2014
Index	Introduction: Business shift of IT industry and IT HR: Globalization of IT industry and IT HR: Web engineer: Diversity Management: Mobility of IT HR: Creator of new business or new services: IT security specialist: Industry segmented specialist: Agile software development specialist: IPA Passport Test: Evaluation of Practical education: HRD target of Academia and IT Vendor:	序文: IT企業のビジネスシフトとIT人材: グローバル展開とIT人材: Web技術者: ダイバーシティ・マネジメント: IT人材の流動性: 新事業・新サービスを創出する人材: 情報セキュリティ人材; 職種別能力: アジャイル型開発人材: パスポート試験: 実践的教育評価: 教育機関とITベンダが重視する能力:
Why?	The envrionment of HRD in ICT industry in Japan is remarkably changing, due to: proliferation of cloud computing, smart phone & tablet. decrease of work force by the trend of aging society of Japan. IT HR is required by many related industries. being more creative new ideas or producing new business through active utilization of ICT technologies than passive usage of the given product.	日本におけるIT産業のIT人材を巡る環境は著しく変わりつつある。その理由は クラウド、スマホ等の普及 少子高齢化による労働力減少 IT人材は他の多くの産業に関連 ソフト製品の単なる利用からｒIT技術の積極的な利活用を通じての新規アイデアおよび新ビジネスの創出

Original resume	Remarks
>Top 0. Introduction: Research through Oct 4-23, 2013 from many organizations: IT Vendors: CSAJ, JISA, JUAS, and regional organizations Return of questionnaire: 27%; 790 out of 2959 0rganizations IT Users: JEITA, JUAS, etc. Return of questionnaire: 12%; 348 out of 2978 organizations Academia: Universities, Post-graduates, Vocational schools Return of questionnaire: 12%; 348 out of 2978 organizations	0. 序文: 情報処理産業機構が、ITベンダ、ITユーザ、大学研究機関等に精力的にアンケート調査を行い、IT人材育成についての白書を発表した。
>Top 1. Business shift of IT industry and IT human resources: IT Vendor: Globalization, new business, service oriented, agile management, new value creation. shift to making full use of company's strengths. creativity matters, than simple repetition of making. diversity management and mobility of HR. IT User: Globalization and new business development fusion of IT and business; interdisciplinary new market Academia: Super ICT HR. HR who has basic knowledge and broad horizon. IT human capital model: being professional who can create new value. global and future-oriented personnel HR who can create or innovate valuable future. Employment Diffusion Index (DI): IT HR is sufficient: 2009 -2011/10 IT HR is insufficient: 2011/11 - IT HR in IT Vendors in category and levels: <Chart-1> Private sector statistics Estimation   Classification of IT HR in IT Vendor # of Companies # of employee # of IT HR (a) % or (a) Customized SW development 14,832 746,825 565,347 69 Data processing service 2,453 151,143 91,593 11 Electric appliance manufacture 8,432 230.418 62,365 8 Embedded SW development 1,843 53,111 29,530 4 Computer manufacture 467 137,579 28,109 4 Package SW development 724 34,035 26,343 3 Memory devices manufacture 696 17,923 4,929 1 Total 29,447 1,372,034 819,000 100 IT HR in IT Vendors: <Chart-2> Category of IT HR in IT Vendor Industrial leaders Leaders Total # of IT HR % of IT HR Application engineer 21,122 64,054 297,494 36 Project Manager 8,567 25,978 120,655 15 Consultant 7,119 21,588 100,262 12 Operation service engineer 5,918 47,947 83,353 10 Infrastructure engineer 5,705 17,300 80,349 10 Instructor, etc. 3,981 12,074 56,075 7 System Architect 3,265 9,900 45,979 6 Corporate business planning 2,032 6,162 28,617 3 Data & contents analyst 441 1,338 6,216 1 Total 58,150 176,340 819,000 100 IT HR in IT Users: <Chart-3> Category of IT HR in IT User Small Bz (101-300) Mid Bz (301-1000) Large Bz (1001 -) Total employee Manufacturing 1,158,413 1,120,907 2,244,896 4,524,216 Wholesale & Retail 747,280 699,277 904,989 2,351,546 Public service 104,913 280,562 1,958,979 2,344,454 Medical & Welfare 747,702 579,503 574,362 1,901,567 Transportation & Post 470,221 336,642 69,4541 1,501,404 Other services 341,916 344,846 421,629 1,108,291 Finance & Insurance 85,357 146,696 832,646 1,064,699 Construction 202,772 187,514 326,752 717,038 Education 123,724 137,060 295,179 555,963 Multi services 72,270 124,239 258,272 454,881 Professional service 143,110 143,659 164,869 451,638 Real estate & Rental service 105,325 108,266 145,127 358,819 Hotel & Restaurant 117,258 8,4527 118,041 319,826 Daily Life & Entertainment 140,621 93,889 83,348 317,858 Telecommunication 65,537 53,550 140,449 259,536 Electricity, Gas & Water utility 10,868 11,503 155,680 178,051 Agriculture & Forestry 8,540 7,830 1,803 18,173 Mining 3,030 2,337 5,736 11,103 Fishery 3,803 352 0 4,155 Total 4,532,375 4,172,178 7,360,880 16,065,433 Ration of IT HR 2.8% 2.0% 0.9% 1.7% # of IT HR 126,907 83,444 66,248 276,000 IT HR in IT Users in category and levels: <Chart-4> Category of IT HR in IT User Industrial leaders Leaders Total # of IT HR % of IT HR IT Strategist 2,071 6,343 30,607 11 Application engineer 21,122 64,054 297,494 36 Project Manager 8,567 25,978 120,655 15 Bz Process Designer 2,732 8,368 40,377 15 System Architect 3,265 9,900 45,979 10 Consultant 7,119 21,588 100,262 12 Operation service engineer 5,918 47,947 83,353 10 Infrastructure engineer 5,705 17,300 80,349 10 Instructor, etc. 3,981 12,074 56,075 7 Corporate business planning 2,032 6,162 28,617 3 Data & contents analyst 441 1,338 6,216 1 Total 58,150 176,340 819,000 100 Total IT HR: There are 819 K (75%) in vendor side, while 276 K (25%) in user side. Advent of cloud computing: 2006: jargon of Cloud computing appeared: 2008: Google App engine EC2; Microsoft Azure published; Salesforce.com was awarded Good Design. Users show interest in using SaaS, PaaS, and IDC services. But IT vendors stick to make customized software. Customization of cloud services, including integrating peripheral subsystems is still high. Customization tends to shift from central system to peripheral subsystems, probably due to users business shift. Propose-base marketing is growing (about 29%) from conventional one (still 71%). Ratio of customized SW development by IT Vendor: <Chart-5> Size of IT Vendor # of employee Ratio of customized SW development 0 -20% 21 -79% 80 -100% 30 ≦ 34.0% 30.5 35.5 30 - 100 29.1 40.6 30.3 100 -300 18.9 44.7 36.5 300 -1000 22.8 47.4 29.8 1000 ≧ 15.8 52.6 31.6 The ratio of HRD for non-conventional customized SW development in IT Vendor: <Chart-6> Prime contractor ratio Not consider Planning HRD Doing HRD Others 0 - 20% 57.7 14.8 24.8 2.7 21 -79% 46.5 17.4 31.4 4.7 80 -100% 44.1 21.7 31.9 2.4 In the above 'Not consider' response, why they are not considering HRD for non-conventional customized SW development in IT Vendor?: <Chart-7> Prime contractor ratio No bz model No HR No skills No chance Imp. by exist HR Other 0 - 20% 57.3% 3.1 7.3 11.5 14.6 6.3 21 -79% 46.4 2.4 6.0 19.0 21.4 4.8 80 -100% 48.8 13.8 6. 11.4 10.6 8.9 In performing HRD, it should define the necessary knowledge and capability, as well as the quantity of HR. But it is difficult to promote it without establishing business model, which is typical for the secondary contractors. Even certain portion of prime contractors responded that they didn't recognized the necessity of challenging new business. They still stick to their current business of customized SW development. However user companies are needed to pursue strategic use of IT technology, for which they should have definite strategy to perform their strength. Thus, HRD is also essential for user companies. It is key for the top of both vendor and user companies to have strong message and exert strong leadership in HRD	1. IT企業のビジネスシフトとIT人材: ITベンダ   ITユーザ   教育機関   IT人材像   雇用動向 雇用DI：日銀短観より 2011/11より改善 <表１> ベンダ企業におけるIT人材総数 82万人           <表２> ベンダ企業におけるIT人材の職種・レベル           <表３> ITユーザ企業におけるIT人材総数 (職種別) 28万人 製造業 卸売・小売業 公務 医療・福祉 運輸・郵便業 IT人材は平均1.7%                   <表４> ITユーザ企業における職種・レベル別IT人材内訳：     結局IT人材の分布 ベンダ側に82万人(75%)、ユーザ側に28万人(25%)存在 米国とは比率が逆転 クラウドコンピュータ到来 2006以降 IT人材の役割の意識変化 但しまだ従来型SW開発中心 70% 以外に着手しているか                 <表５>ITベンダにおける受託開発比率 (対売上) 小規模ITベンダほど受託開発比率が高い 但し、中堅規模ベンダ(300-1000)では逆転あり 中堅規模ベンダは、１次受託比率が高い→受託開発に依存 <表６>受託開発以外での人材開発実施検討中ベンダ 一次受託比率が高い→企業安定→やや新たな人材育成の検討余裕？   <表７>受託開発以外の人材開発￥未実施ベンダの理由 ビジネスモデルなし 人材量不足 人材の知識スキル不明 育成の場なし 既存人材では対応不可 →未実施の理由はいろいろ 今後ビジネスシフトは不可避：その理由は クラウドCpの進展 グローバル化の進展 受託開発規模の縮小 海外ベンダとの価格競争 ベンダの生き残り策必須
>Top 2. Global development and IT HR: Ratio of business activities of IT Users in overseas and domestic: Overseas activities is done in 67.0% of user companies; globalization in user companies are almost comprehensive. <Chart-1> IT User Doing Not doing NA Domestic sales 87.9% 9.6 3.4 Domestic production & procurement 82.2 12.1 5.7 Overseas sales 60.3 32.5 7.2 Overseas production & procurement 53.7 36.2 10.1 Overseas R&D 19.0 62.1 19.0 Overseas other activities 5.7 43.4 50.9 In global IT User companies, whether they have IT division (53.5%) or IT staff in overseas? (41.4%) Who is responsible of IT management, HQ or overseas office?: <Chart-2> IT User Domestic (HQ) Overseas Overseas Overseas IT Strategy & Planning 52.5% 38.4 6.1 3.0 IT Investment Management 31.3 61.6 4.0 3.0 IT HR Strategy 21.2 69.7 4.0 5.1 System Development & Operation 15.2 71.7 9.1 4.0 IT HRD 14.1 75.8 3.0 7.1 Recruiting of local IT HR 8.1 889 0.0 3.0 Insufficiency of global IT HR in IT Vendor & IT User: <Chart-3>   Quality & quantity sufficient Quantity insufficient Quality insufficient Quality & Quantity insufficient IT Vendor 7.2% 12.6 5.4 74.8 IT User 8.9% 5.2 5.2 80.9 Capability required for global HR: <Chart-4> Capability IT Vendor IT User Communication 67.0% 68.7% Foreign language 63.4 47.4 Management 46.4 48.3 Technology 42.0 27.5 Leadership 41.1 50.2 Negotiation 38.4 49.3 Diversity acceptance 37.5 26.1 Local commercial customs 33.0 22.7 Overseas business knowledge 30.4 43.1 Stress tolerance 29.5 22.3 Idea & Planning 15.2 18.5 Local history & culture knowledge 11.6 5.2 Overseas experience 6.3 5.7 Others 0.9 1.9	2. グローバル展開とIT人材: <表１> ITユーザ企業のグローバル展開状況： 70%が海外展開中             <表２> グローバルITユーザ企業の国内・海外の役割分担         <表３> グローバルIT人材の不足感 ほとんど(80$)が質・量共不足       <表４> グローバル人材に求められる能力
>Top 3. Web engineers: Know-how required for Web engineers: <Chart-1> Web-related know-how Web Company IT Vendor IT User Client Bz Analysis & Planning 71.2% 75.1 69.9 Web technology 46.3 23.8 11.0 Data analysis 30.6 5.3 11.6 Application technology 27.3 46.5 23.8 Smart device 22.3 7.4 6.7 PM methodology 19.0 33.7 29.6 Info. security 14.9 15.1 40.0 Network 12.4 19.7 25.5 Database 12.4 12.1 13.0 System infrastructure 7.4 21.4 28.1 Open Source SW 5.8 10.9 3.8 SW engineering 0.8 5.4 2.9 Others 1.7 1.7 1.2 Human power required for Web engineers: <Chart-2> Human quality Web Company IT Vendor IT User Problem solving 62.8% 69.5 72.0 Self-motivation 43.0 49.2 40.2 Idea & Planning 42.1 25.1 30.0 Agility 33.9 14.2 20.7 Logical Thinking 27.3 24.7 35.8 Collaboration & Teamwork 23.1 35.8 23.9 Leadership 19.0 34.5 25.7 Diversity Acceptance 14.0 10.3 13.1 Stress Tolerance 13.2 15.3 8.7 Management Capability 11.6 12.2 17.2 Others 0.0 0.5 0.9 How and where IT HR are learning? <Chart-3> How IT HR are learning Web engineer IT Vendor IT User Self-education by Web/Books 78.0% 69.3 69.4 External training 27.3 22.0 33.1 Internal training 25.9 31.0 24.3 IT-related Academia 13.8 7.6 11.4 External workshop/community 10.6 2.8 6.4 Internal workshop/community 10.2 7.4 6.8 eLearning 9.2 6.7 6.2 Others 4.0 8.2 5.0 What IT HR are learning about Web technology? Operation of Web services (retrieval, portal, news provider) Web bz consulting and data analysis Web site designing and Web contents making Cloud related application service (SaaS, PaaS) Web IT HR are mostly mid-career recruit OJT of Web technology is difficult due to rapid changing. Creativity, Design powers and Agility are required for Web IT HR.	3. Web技術者: インターネット専門職とSE旧人倍率の比較 <表１>Web技術者に必要な能力 PM手法はITベンダ、ITユーザに比べ重視しない傾向→Webは少人数での開発中心   <表２>Web技術者に必要な人間力 発想・企画力、スピード感が重要 →今までにないWebサービスを期待           <表３> IT HRはどこで勉強しているのか？ 新しい技術は社外から？
>Top 4. Diversity management: Diversity management takes in diversification of age, gender, nationality, life environment, and cultural background to cope with global competition and develop new business in new market. Also Japan shows constant less-children and aging society. Ratio of women: There is no clear correlation between ratio of women staff and company size: <Chart-1> IT Vender: # of employee 5% < 5-10% 10-15% 15-20% ≦ 20% 30 ≦ 31.4% 10.8 15.5 12.4 29.9 30-100 14.4 18.2 23.3 14.0 30.1 100 -300 6.3 17.2 26.4 25.9 24.1 300 -1000 6.0 7.5 23.9 28.4 34.3 < 1000 3.8 11.5 308 34.6 19.2 Utiliazation of Junior/Senior HR in IT Vendor: <Chart-2> IT Vendor: # of employee Use of Junior Use of Senior 30 ≦ 8.8% 6.4 30-100 15.5 6.1 100 -300 18.3 11.1 300 -1000 8.5 11.3 < 1000 8.2 15.2 Only 3.5% of companies have Diversity Promotion Team or Staff: Jobs of Women in IT Vendor: There are specific jobs which show relatively high ratio of women staff: from higher to lower ratio of women <Chart-3> IT Vendor: # of employee 5% < 5-10% 10-15% 15-20% ≦ 20% IDC service (housing, hosting) 3.5% 8.8 24.8 31.9 31.0 Web site operation & Web services 10.0 10.9 19.1 25.5 34.5 Other operation service (remote monitoring, calculation) 6.4 10.0 27.9 25.7 30.0 Web site design & Web contents 14.8 9.9 19.2 20.9 35.2 Purchase & customise PKG SW 10.1 10.5 27.0 23.0 29.4 Develop & sell PKG SW 13.1 10.4 21.9 23.5 31.1 ASP service 12.5 9.2 20.8 30.0 27.5 Smart phone/tablet APP development 11.2 12.8 23.0 26.2 26.7 Operational reform & system consulting 12.4 15.3 20.3 23.2 28.8 Proposal based development (Bz sphere) 14.5 13.0 23.9 20.8 27.8 Proposal based development (Technology) 15.1 14.5 22.4 20.5 27.6 Customized SW development 14.5 14.9 24.1 19.7 26.9 System engineering service (SES) 14.2 19.7 20.9 19.3 26.0 Embedded SW development 17.6 18.7 27.8 17.6 18.2 Important issues of Diversified HR (2013): <Chart-4> Issues to be solved % Awareness of top management 37.0 Awareness of employee (women, foreigners, etc.) 29.0 Corporate support system 27.7 Awareness of middle management 20.6 Establish Career model 14.4 Personnel management system 12.7 Awareness of bz partner 7.2 Others 2.7 Category of higher ratio of women employee: <Chart-5> Higher ratio of women employee % Medical & Welfare 78.4 Hotel & Restaurant 63.6 Life service & Entertainment 59.9 Education & Learning 52.9 Finance & Insurance 52.6 Wholesale & Retail 50.8 Multi services 43.8 Other services 43.0 Academia & Research 35.2 Real estate & Rental 34.8 Manufacture 28.8 IT & Telecom 24.0 Transportation & Post 19.3 Construction 15.0 Electricity, Gas, Water utility 11.1	4. ダイバーシティ・マネジメント ダイバーシティ活用     <表１> ITベンダにおける従業員規模別女性活用度 女性従業員は企業規模と相関関係なし       <表２> ITベンダにおける若手／シニア活動度 若手抜擢も相関関係なし 中高年活用は大企業ほど多い     <表３> 女性比率の高いIT企業の事業内容 表の上部ほど女性活用度髙い                 <表４> Diversity推進に関する意識変化 Diversity推進の課題         <表５> 産業別女性の活用比率 ITベンダを含む情報通信業は24％で他産業と比較しても低い 女性IT技術者のキャリア形成の困難 管理職の割合：どの年代も女性管理職は10%未満→女性のキャリアが閉ざされている？ 30代以降管理職は男性傾向大
>Top 5. Mobility of IT human resources: Wher are capable IT HR? Ratio of Mid career recruit: (Chart-1) Mid career IT HR / total IT HR (2012) % # of IT HR Mid Career IT HR IT Vendor 3.4 819,000 27,846 IT User 3.6 276,000 9,936 Web Bz 27.1 NA NA Total   1,095,000 37.782 Just before job of mid career recruit: (Chart-2)   IT Vendor IT User Non-IT User Web company Others NA IT Vendor 76.2% 7.3 3.0 2.2 8.5 2.8 IT User 51.5 9.9 5.9 2.0 4.0 26.7 Web Bz 22.8 4.9 2.4 32.5 6.5 30.9 Job category of mid career recruit in IT Users: (Chart-3) Job category of mid career recruit in IT User % Application engineer (APS・SWD) 60.2 Infrastructure engineer (ITS) 19.0 Operation service (CS・ITSM) 15.6 Project Manager (PM) 13.1 System Architect (ITA) 7.7 Any job 7.1 Bz Planning 6.1 Consultant (MK・SL・COS) 4.8 Education (EDU) 3.8 Data Analysis, Contents service 1.2 NA 2.0 How to recruit IT HR by Company size: Bigger companies decrease md career recruit. (Chart-4) Company size New graduate Mid career recruit Recruit from partner Others 30 ≦ 32.8% 47.1 12.3 7.8 30-100 60.8 31.0 6.1 2.1 100 -300 74.4 18.3 5.6 1.7 300 1000 90.1 8.5 1.4 0.1 < 1000 93.9 6.1 0.0 0.0	5. IT人材の流動性: 優秀なIT HRはどこにいるのか？   <表１> 中途採用比率 中途採用規模は年間約38,000人 Webビジネス企業が多く中途採用した。     <表２> 中東採用者の直前業種       <表３> ITユーザにおける中途採用の職種           <表４> 企業規模別IT人材の採用方法; 大企業ほど新卒採用に依存
>Top 6. Creator of new business or new service: Gap of awareness and actual situation: Many companies (75.9%) recognize necessity of HR who can create new business or new service, but few companies could actually secured such HR; 4.4% of IT Vendor, and 4.5% of IT User. Thus discovery, talent training, and utilization of such HR are dragging. In IT industry, HR is the only resource who can create new bz or new service. More investment to HR (or Human Capital) is urged from mid-long viewpoint. Why talent training of HR who create new bz or new service?: <Chart-1> Reasons why insufficient talent training IT Vendor IT User Insufficient investment for HRD 46.5% 40.7 No talent training place through experience 30.2 27.0 No knowledge or skills how to HRD 18.6 20.6 Depend on external HR 18.6 18.6 No idea about quantity of needed HR 7.0 4.9 No idea what to do 2.3 24.5 Others 9.3 9.8 Making creative space or opportunity: <Chart-2> Fostering place or opportunity IT Vendor IT User Free research activity in office hours 19.4% 41.0 Proposal of new bz system 40.0 17.9 Prior investment project 33.5 33.3 New personnel management system 18.7 25.6 Collaboration of different background HR NA 35.9 Key issue of creation of new bz or new service: Enhancement of HR (personal capability) Eliminate fixed or stereotyped idea Eliminate precedent practice IT Fusion-oriented HR: IT+ ??? = Creation of new bz or new service. Internal HR is not enough. Open innovation through collaboration with other company in the same industry or in different industry. Learning in practice method Connecting or joining or tying or fusing engineer (to-be model): understand concept understand useful or available or effective technology imagine the impact apply the technology perceive the limit discover the new issue infer the outcome see into the trend Logical thinking and creative skills Logical thinking: logical or analytical way of thinking abstract the phenomena and exact the essence bird's eye view (look over) from space or time or cognition; system life cycle; or for what? multi view: system of systems, Engineering systems safety or security 7 SW -ilities: "USAMEPS" Usability: how effectively end users can use, learn or control. Scalability: upgrade the nodes in a fixed topology, or to add nodes. Availability (or Reliability); minimize MTBF (Mean Time Between Failure) Maintainability (or Flexibility or Testability); overall maintainability Extensibility; can extend the system Portability: run on numerous platforms Security: resist to unauthorized attempts	6. 新事業・新サービスを創出する人材: 今求められているIT人材     <表１> なぜ育成環境が進まないのか 人材育成投資が不足 育成を行う場がない 必要な人材の知識スキル不明         <表２> 育成の場の重要性 自由な研究活動 異分野との協業 先行投資プロジェクト →混成チーム＋新事業＋出向 新規事業・新サービス創出のキー IT融合人材？？ 繋ぐ技術者の人材像 SWの肥大化、Smart XX、Big data等の傾向に伴い、 Safety & Security重視の技術者 高度IT人材: 2012/3 CSSC (Control System Security Center) ２つのスキル：科学的分析スキル＆創造的なスキル 技術洞察力 概念理解力 技術効用理解力 影響推察力 技術適用力 限界推察力 課題発見克服力 アウトカム推察力 動向変化洞察力
>Top 7. IT security specialist: IT Vendor & IT User's concern about information security: <Chart-1> IT Vendor's concern IT Vendor IT User Security policy, Security management 30.3% 30.2 Cyber attack, Virus 18.5 27.3 Info. Management, Privacy, IP 18.4 10.8 Security education 13.0 13.8 Response manual, rule 10.8 13.2 Internal fraud 0.9 2.2 Others 0.7 0.5 IT Vendor's fostering Security IT HR program: <Chart-2> IT Vendor size Continuous support Started support Planed but not yet Not considering Total 20.6% 30.4 13.5 32.4 30 ≦ 13.7 25.5 14.7 44.1 30 - 100 19.2 33.1 17.1 28.6 100 - 300 24.4 32.2 13l3 27.2 300 - 1000 32.4 35.2 0.0 26.8 < 1000 33.3 30.3 9.1 18.2 IT User's fostering Security IT HR program: <Chart-3> IT User size Continuous support Started support Support by oth. division Planed but not yet Not considering Total 14.9% 10.6 4.9 21,8 45.1 300 ≦ 11.0 4.9 9.8 17.1 53.7 300 - 1000 9.3 8.1 3.5 29.1 50.0 < 1000 22.7 16.8 3.4 20.2 35.3	7. 情報セキュリティ人材 <表１> ITベンダ/ITユーザの情報セキュリティ関心度     <表２> ITベンダの情報セキュリティの取り組み状況 企業規模によって取り組みに差異あり   <表３> ITユーザの情報セキュリティの取り組み状況 300名以下のユーザ企業では、検討していない、育成計画が実行できていないと回答 ユーザ企業は、全てをITベンダに依存していることの不安あり 各開発肯定にSecurty対策を入れることが重要。 米国にはSecuriy specialistのエリート教育あり Security対策は、費用対効果だけでは判断できない →リスク管理の問題 →原発事故対応も同じ Security Campの実施：13-22歳対象
>Top 8. Technical skill & Awareness for IT HR: Technical skill for IT HR: <Chart-1> Technical Skill for IT HR IT Vendor IT User PM APP engineer IT Planing BP, Design System Induce, OM Client needs analysis & planning 74.9% 59.0 65.4 55.0 43.1 PM methodology 51.8 17.2 33.3 19.3 7.5 Application technology 26.6 53.4 20.5 44.0 30.8 System infrastructure technology 24.6 24.9 21.8 25.7 37.5 Info. Security technology 19.1 15.3 29.5 22.0 32.5 Database technology 12.6 22.3 10.3 13.8 30.3 Network technology 10.1 13.9 15.4 13.8 28.3 Data analysis, Statistics 12.1 9.1 17.9 10.1 14.2 Web technology 9.0 18.8 9.0 19.3 17.8 Human power for IT HR: <Chart-2> Human Power for IT HR IT Vendor IT User PM APP engineer IT Planing BP, Design System Induce, OM Problem solution 71.4% 63.3 74.4 64.2 62.8 Logical thinking 30.7 36.2 37.2 46.8 37.8 Collaboration, Teamwork 29.6 31.9 26.9 28.4 35.0 Idea, Planning 33.2 24.9 43.6 28.4 29.7 Leadership 51.8 27.1 34.6 30.3 21.1 Management 25.1 20.6 20.5 25.7 22.5 Agility 14.6 24.4 14.1 17.4 25.8 Activeness 13.1 25.5 14.1 15.6 16.7 Stress tolerance 10.1 13.1 15.4 6.4 11.7 Diversity acceptance 7.5 7.2 1.3 7.3 8.1 Others 0.5 0.5 0.9 0.9 0.9	8. IT人材の能力と意識 <表１> IT人材にとって現状必要と間上げる技術力               <表２> IT人材にとって現状必要と間上げる人間力
>Top 9. Agile software development specialist: In US 84% of companies adopted Agile SW development; recently, ie, 38% within 2 years and 12% within 1 year. What SW development methodology is used?: <Chart-1> IT HR Waterfall Agile Other Non-WF Total 61.8% 15.4 22,8 IT Vender 71.0 11.0 18.0 IT User 60.8 18.5 20.7 Embedded engineer 54.1 13.3 32.6 Web engineer 53.9 21.2 24.9 What Technology is needed NOW and in Future in using each methodology?: <Chart-2> Technology for IT HR Waterfall Agile Other Non-WF now in future now in future now in future Client needs analysis, Planning 60.3% 15.9 46.1 15.1 53.0 17.2 Application Technology 36.9 12.1 42.9 16.4 32.3 6.8 System Infrastructure 26.1 18.7 31.5 22.1 28.3 18.7 Web technology 17.1 22.0 24.3 20.8 15.8 23.0 Data analysis, Statistics 12.6 22.7 15.1 26.5 19.6 19.6 PM methodology 24.5 14.2 10.7 11.7 15.1 11.5 SW engineering 10.2 10.0 13.2 14.2 10.4 11.7 NW technology 15.4 20.6 20.2 22.1 22.3 22.1 DB technology 16.9 15.0 21.5 18.9 21.5 17.2 Info. security technology 18.9 24.6 17.0 30.3 21.3 36.2 OSS 8.6 18.4 8.5 18.3 11.1 19.1 Smart device 5.8 21.6 5.0 22.4 7.4 25/3 Others 3.2 3.8 1.6 3.2 2.3 2.6 What Human Power is needed NOW and in FUTURE in using each methodology?: <Chart-3> Human Power for IT HR Waterfall Agile Other Non-WF now in future now in future now in future Problem solution 64.7% 15.2 59.6 14.8 68.7 13.2 Logical thinking 36.6 19.5 43.2 18.9 43.0 16.2 Collaboration, Teamwork 33.4 14.9 32.2 15.1 26.4 17.0 Activeness 19.4 24.2 22.7 26.2 17.7 18.7 Leadership 34.3 29.4 23.3 30.0 24.7 28.7 Idea, Planning 27.9 34.9 35.6 30.3 34.7 31.7 Agility 20.1 25.0 22.4 27.4 23.8 26.6 Stress tolerance 13.9 16.8 9.8 16.7 11.3 19.1 Management 21.7 35.6 20.2 36.6 23.2 40.6 Diversity acceptance 6.4 22.0 6.6 20.5 7.0 24.7 Others 0.5 1.3 0.6 2.5 0.2 1.1 Where have you learned the methodology?: <Chart-4> IT HR Waterfall Agile Other Non-WF Self education 24.3% 44.2 36.2 Internal learning 19.6 15.1 11.7 OJT 53.1 39.1 47.9 Academia 2.9 1.6 4.3	9. アジャイル型開発人材: 米国では84%の企業がアジャイル型開発を採用してきた。   <表１> 最もよく使用する開発手法       <表２> IT技術者が現在および将来必要とする技術力（開発手法別）               <表３> IT技術者が現在および将来必要とする人間力（開発手法別）               <表４> 開発手法を学習した場所
>Top 10. Result of IPA "Passport Test" IPA's Passport is an official IT test in Japan for the entrance of IT HR. Result of IPA 'Passport Test' by age: <Chart-1> Passport Test # of examinee Average score Total Strategy Management Technology 19 ≦ 222 546 493 521 494 20 - 24 4,840 604 557 585 557 25 - 29 6,983 618 575 599 573 30 - 34 5,046 627 586 602 587 35 - 39 4,698 628 586 602 588 40 - 44 3,540 624 582 598 584 45 - 49 2,487 617 576 590 574 50 -54 1,278 620 587 593 571 55 -59 567 614 582 587 563 60 ≧ 80 613 609 586 542 Total 30,756 618 576 595 575	: 10. パスポート試験 (年代別): <表１> IPAのパスポート試験結果： 年齢と成績とは、19歳未満以外は顕著な差がない →人間は知的には老化はあまりしない？
>Top 11. Evaluation of Practical education: Taxonomy of target: Level-1: Knowledge Level-2: Comprehension Level-3: Application Level-4: analysis Level-5: Synthesis Level-6: Evaluation	11. 実践的教育評価: 教育目標の分類学 レベル１：知識 レベル２：理解 レベル３：応用 レベル４：分析 レベル５：統合 レベル６：評価
>Top 12. HRD target of Academia and IT Vendor: Target of IT Skills by Academia & IT Vendor: <Chart-1> IT Skills Academia IT Vendor Application technology 62.1% 52.3 SW engineering 38.8 25.1 Statistics, Algorithm 32.0 25.7 Info. security 32.0 40.8 Data analysis 14.1 12.3 Infrastructure technology 13.6 26.6 PM methodology 8.3 22.5 Legal, Finance & Management 5.3 Å21.5 Others 2.9 1.8 Capability required for Global HR: Global Capability Academia IT Vendor Communication 66.7% 67.7 Technology 61.3 43.7 Negotiation 48.0 40.8 Collaboration 46.6 40.8 Stress tolerance 43.1 29.4 Diversity acceptance 42.6 29.8 Leadership 33.8 45.8 Knowledge of local history & culture 19.1 9.7 Idea & Planning 17.2 21.0 Overseas experience 15.7 5.0 Management 13.2 42.9 Knowledge of local bz customs 11.3 32.4 Knowledge of overseas branch 4.4 25.2 Others 2.0 2.1 Foreign language - 61.8	1２. 教育機関とITベンダが重視する能力: <表１> 教育機関とITベンダが重視する能力比較             <表２> グローバル人材に求められる能力 (教育機関とITベンダ)

Comment

Human ability is the only source of creativity, which should be enhanced by continuous investment. This will be Human Capital, Also, this Human Capital is exceptionally tax-exempt. Even the state power cannot penetrate in our brain.

人間の能力は唯一の創造力の源泉である。それは継続的な投資によって高めるべきである。これは人的資本となる。この人的資本は例外的に非課税である。国家権力と言えど我々の大脳の中まで浸透できないのだ。