Abstract
Japanese Industries have left records for steady revivals to overcome crises encountered with oil shocks, yen appreciations at Plaza Accord, financial bubble in Asia. The capability for reforms is read in the context of "Shikumizukuri". The essential concepts and architecture are transplanted in P2M-Project and Program Management. In Japanese enterprises, collaborative organizational behaviors could function for unique problem solution by identifying expected values if given by implicit and uncertain mission of ambiguity. Climate lies in its roots of collectivism rather than hierarchy awareness. Likewise, collaborative work is more dominant than specialization where functional place is more significant for satisfaction than functional work. This paper underlines capability of self innovation and partnership innovation. This identification are closely relate to the modes for the partial and the total optimization in Shikumizukuri framework. The logical framework and principles are founded by abduction method by literature, case and academic researches in P2M development.
