In order to obtain a competitive advantage through strategy implementation, we need not only a framework of the decision of investment for ICT, but also a management process that monitor progress of the 'value acquisition' and take corrective action if necessary. In this study, based on ICT investment evaluation framework for ICT Investments as a strategy program approach, we developed a ICT investment management, and then we validated its validity and effectiveness by using the case.

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The importance of the implementation of “program” and “program management” is increasingly recognized as an efficient and effective tool for inducing R&D outcome in Japan. However, there are few empirical discussions due to the limited implementations of R&D program and management. The objective of this study is to examine the co-evolutional program management for trans-disciplinary R&D program of JST-RISTEX in the area of environment and energy. In light of the P2M program management framework, we found that the co-evolutional management was efficient and effective to induce R&D outcome that the program aimed. Nevertheless, there are some “co-evolutional” challenges remained in terms of program lifecycle management and value management in relation to internal and external program evaluation.

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Methodology of big data analysis consisting of statistical analysis and mathematical analysis is highly specialized in wider range of application, so therefore, problem of program management which includes big data analysis is difficulty of management by non-specialized manager. Proposal for this issue was made by utilizing simplified framework of big data analysis in scheme model, and the efficacy was explained while showing imaginary examples in fields of healthcare, energy, environment and so on. Moreover, the way of proceeding program with big data analysis was investigated even though there is a bottle neck of technology and business. As a result, it was suggested that both short-term and long-term outcome can be easily planed by using the simplified framework. An utilization of data base from serendipity platform in stage-gate and policy making for ROI were investigated, and its affinity in P2M was confirmed.

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The guide to the project and program management has been providing that multiple project is managed in accordance with the situation by the program. It is important to manage the multiple projects concurrently in order to achieve large missions and the business continuity. The complexity associated with globalization and large scale business is increasing these days. Based on these factors, the execution of multi organizational projects is increasing the diversification of risk. Amid the situation as above, the management scheme should be determined by taking into account the strengths and weaknesses of each organizations to maximize each other’s organization of the value. In the previous paper, the authors proposed scenario design method based on the SWOT combined with IDEF0 that discloses the causes of uncertain situations. In this paper, the authors discuss to extend the concept of risk management of P2M, to be performed methodologies of the situation management in the multi organizational project.

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In order to gather clinical case data efficiently, it has been suggested that creating opportunities for communication among coworkers, comprising the medical doctors, patients with the disease, clinical researchers and clinical research coordinators, is important based on a detailed examination of the four different types of drug development processes investigated in a previous report. Unfortunately, the collaborative approach to progressing a new drug development program does not work well in Japan because the existing clinical trial system does not provide communication opportunities for the coworkers participating in the drug development program to meet together in one place. The objective of this paper is to explain the planning process needed to set up a clinical communication platform for a new drug development program, covering the stages from the basic research into drug development up until commercial release. With reference to the MMRF (Multiple Myeloma Research Foundation) / MMRC (Multiple Myeloma Research Consortium) in the U.S, which have excelled in new drug development, the necessary functions of the clinical communication platform will be discussed. Several issues will then be considered in relation to how a new drug development program should be managed, considering the status of industry-government-academia collaboration for regenerative medicine development in Japan.

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In order to make successful research-and-development (R&D) program management, after looking down at the whole project combined organically, it is necessary to perform timely management in the suitable timing of a program. However, such panoramic management is not performed timely in many cases. One of causes is because the method of practicing R&D program management is not offered with the form which can be performed. Therefore, this research proposes a process model, in order to practice R&D program management. By using a process model, the program manager can grasp when it should be cautious of what kind of thing, and should manage in accordance with the progress of R&D program. As a result of analyzing record of an actual R&D program using the created process model, the knowledge of management has been grasped systematically. We think that this result suggests the usefulness of a process model.

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The authors, in our previous study, have applied a balanced scorecard (BSC) to a corporate research and development (R&D) process and have conducted a study on a “multi-program platform structure” as one of management structures for the R&D. By applying the PERA (Purdue Enterprise Reference Architecture) to the management structure, we have attempted to reveal its mechanism and explain the mechanism of the “multi-program platform structure” as an example of a finished manufacturer. During this process, we have recognized that this structure should be expanded to time direction in order to correspond to changes in the business environment and situation because a strategy shown by this structure illustrates a particular point in time. Therefore, in this paper, we propose a “scrum framework for R&D program management” that expands the “multi-program platform structure” in the time axis direction.

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In the research and development process, the “Boost-Gate” function has gathered increasing attention by many companies as a valid method of filtering out promising themes out of a variety of alternatives. Also, a great deal of research has been conducted on Serial Innovators, who provide continuous success in the market, and Product Champions, who advocate on behalf of new ideas, as key persons to achieve radical innovations. After searching and analyzing key individuals within the human resources of food manufacturer K, the gate function played by these individuals that lead to the success of the research was then researched. The goal of this study is to illustrate the conditions of human resources and to propose practical project management techniques for businesses. Therefore, the results present a deeper understanding of R&D personnel and their supporters in leading a series of innovations.

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In order to obtain a competitive advantage through strategy implementation, a company need to develop ICT systems in itself and direct various management resources to be related to and perform company activity. As we need a new framework of the decision making of investment for ICT. In the study, for the development of the investment evaluation process of ”the strategic ICT investment” to realize such a strategy, I compared PMBOK©, the P2M standard guidebook and so on, and evaluated identity and differentiation, a problem, the effectiveness., as a result, we obtained some viewpoints of the ICT investment evaluation process

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In the previous reports, we constructed a management model by adding the collaboration elements of “system arrangements”and “alliance activities”to a four-phase framework model based on P2M Ver.2 and then requested universities to present cases where the intended outcomes had been achieved in order to extract the factors for the success of collaborative research. We found some correlations between the grade and the progress of“system arrangements” among universities and considered relationship between system arrangements and collaboration research from he viewpoint of platform management .

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Today, major companies are led to recognize the importance of CSR, it is, therefore, necessary to propose a new approach to obtain economic value while working on CSR. For this purpose, it must be clarified organic relationship between value creation activities and CSR activities. In this paper by applying the P2M framework, it is proposed a framework that can be visualized to realize the economic value and social worth simultaneously. Further, customer value is focused with interior process, we examined important elements for reflecting the P2M framework by cooperating different type of organizations.

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In the fourth Science and Technology plan, ”challenges achieved type” was listed as a way of science and technology innovation policy. On the other hand, in order to strongly aware ”realization”, there is a tendency that basic research centered on the ”discovery” is neglected. So, In formulating the fifth Science and Technology plan, while include ”challenge achieved type”, in of all stages, including from basic research to applied research study, the study of new concepts that contribute to the sustainable growth of our country has been promoted. As one, by science and technology innovation, it is incorporated the ”Future Creation type” has been raised for it of creating the future by nurturing the business to be the next generation of backbone. This study, proposed a value creation process needed to take advantage of the results of such scientific research to innovation to win the value in the market．It is a process of sequentially is performed in conjunction with ” value discovery ”and” value realization ” a ”value acquisition” to each other. The value creation process is described in the 3S model. It was shown by way of example that the scheme model is the ”discovery process of academic and technical value” and the ”discovery process of social and economic value,” the system model is the ”realization process of social and economic value ”, the service model is the ”acquisition process of economic market values ”.

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The activation of Research and Development process is significant challenge for a company to contain a source of competitive advantage. There are many studies about leadership for R&D team. These studies focus on the relationship between the leadership style and each R&D team performance. However, company holds a number of R&D projects and needs to select a project and allocate precious resources. In this study, I will verify the function of management control system to promote R&D process under transformational leadership.

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