Abstract
The purpose of this paper is to propose a project management methodology for activating corporate culture and to illustrate how the methodology worked in a Japanese company. Most project management methodologies developed so far are essentially formal and targeted at "hard" projects where the goals and methods are assumed well-defined. On the other hand, soft systems methodology (SSM) is excellent at handling the "soft (ill structured)" problem situation. This paper proposes a project management methodology, called SSM-CR (Cultural Reform), based on multimethodology, which is appropriate for activating the corporate culture. SSM-CR employs SSM combined with the "issue maps" and "quantitative analysis frameworks" of corporate culture for integrating thoughts and languages of the participants. We also apply it to a consultancy case of a Japanese manufacture company to show its validity.
