Japan faces the twin structural problems of a declining birthrate and aging population. The complexities to come have led to varied and ill-defined stakeholders and they have hampered arrival at an optimal solution overall. Amidst these continuing societal phenomena, Japan was faced with the extreme uncertainty of the COVID-19 pandemic. A project must deal with various factors such as complex demands, uncertain condi-tions, and expanded areas of business , which is what led to the development of the concept of project and program management (P2M). Given this historical background, the aim of the current work was to examine the effectiveness of P2M in the face of extreme uncertainty. This work conducted an exploratory case study analysis of cases involving healthcare organizations. Dynamic capabilities are actively discussed in the area of strategic management. Drawing on that concept, this work describes the effectiveness of P2M by ex-ploring P2M from the perspective of dynamic versus ordinary capabilities.

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In today's world of intersecting complexity, diversity, and multiplicity, it is important to rapidly design, implement, and operate a business structure agreed upon by stakeholders. In this study, I propose an uncer-tainty-resistant business design planning mechanism based on the analysis and synthesis of the Systems Approach to the mission orientation of P2M. This mechanism incorporates ” analogical modification ”and ” inspired reflection ”learned from the action of artists and athletes into the mechanism of ”ideas” in individual and group. This mechanism encourages iterative analysis and structuring of ideas, and derives a project scenario for the business under an appropriate evaluation ” accommodation ” of the group of ideas generated through the diversification and elaboration of ideas. This mechanism shows the direction of the scheme model in the 3S model.

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The impact of disasters on business operations is serious and ensuring business continuity through appro-priate preparedness is essential for economic recovery. Risk finance, as a method of disaster risk prepared-ness, is designed to mitigate or quickly recover from damage by facilitating the smooth functioning of fi-nance. However, to promote risk finance, risk assessment and countermeasure methods are being proposed by several financial institutions, and there is no one type of business that can provide a one-stop risk solu-tion. To solve the problem, this paper proposes a disaster finance framework that utilizes P2M for enter-prise-wide management of program and project.

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Toward the sustainable development, it is expected for companies to transform their business models by themselves. Therefore, program management, especially the scheme model type project, is essential to de-sign business models with considering business ecosystem, then the methodology/process to design busi-ness models is required. In the previous paper, we proposed business boundary analysis method as a por-tion of the methodology/process. In this paper, we propose a business ecosystem stakeholder analysis method on various stakeholders outside of boundary as a portion of business ecosystem. Furthermore, we confirm the availability of the method by analyzing the actual company's activities related with building business ecosystem, based on our proposed method.

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For sustainable development, corporate-led social innovation would be required. Projects & programs are essential for successful innovation, and it is critical that consensus building in scheme model projects and goal setting for system model projects in P2M theory. In order to promote the studies on them, the im-portance of business environment simulator, in addition to project simulator, as a component of the virtual experiment environment, has been pointed out. In this paper, to build business environment simulator effec-tively, we propose an extension of the simulatable business modelling framework, based on surveying and analyzing SDGs business cases.

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The Internet Society has made Digital transformation (DX) feasible, and even in Mongolia, interest in entre-preneurship has increased, centered on IT, and national efforts are underway. This research explores what kind of management is required for venture companies in a rapidly changing and uncertain situation to re-spond quickly to changes in the business environment and survive in the market. In particular, the concept of effectuation, which is attracting attention in Entrepreneurship research, will be taken up, the applicability to P2M theory will be discussed, and the research will be linked to the achievements of companies. Therefore, we will explore the closeness of the concept of Program management and Effectuation, and the integrated management of the business of Mongolian venture company AND Global during the period of rapid business expansion through case analysis applying the 3S model and Effectuation. As a result of the analysis, it was suggested that AND Global are applying the P2M approach and that AND Global are effectively utilizing the Effectuation approach at the stage of the Scheme model of the 3S model. In addition, the closeness of Pro-gram management to the concept of effects suggests the applicability of P2M theory to Entrepreneurship research.

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In P2M program management, managers are forced to control multiple projects which progress at the same time. However, it is difficult for them to manage all the projects by their hands. We tried to apply machine learning to program management so that we can get predictions of project failure. Due to the trial, we con-firm the accuracy has reached a level where it can be used in actual operations. On the other hand, it turns out that predicting failure is not enough to decide the risk will affect program’s failure and take some actions for its early recovery. This study aims at supporting program managers to deal with program risks. We systematically extract risk triggers which lead system development projects into trouble, and validate them by comparing several case studies.

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In the automotive industry, where global collaboration is accelerating, the horizontal specialization is also progressing in R&D. This paper discusses the role of bridge person in overseas R&D outsourcing projects through a case study of European automotive engineering service providers (ESP). Although the role of bridge person is important in global collaboration, there have been few reports on the role and desirable behavior of bridge person in R&D projects. Therefore, in this paper, an attempt was made to conceptualize experiential knowledge through an interview survey of experienced bridge person. The results showed that the role is challenging in that it requires management of R&D uncertainty and technology management in addition to building trust with customers through mutual actions with customer automakers and European ESPs.. In addition, from a P2M perspective, ”the role of linking the company's technical output to maxim-izing the outcome of customer programs” was identified.

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Manufacturing and production technologies are evolving, and customer demands are diversifying and be-coming more complex. There is concern that the efforts of mass production and cost reduction by compa-nies will eventually start to commoditize and lower prices of products, reduce the competitive advantage and profits of companies, and reduce the purchase and satisfaction of customers. In order to avoid such prob-lems in the life cycle of the manufacturing industry, there is a need for a paradigm shift to a manufacturing servitization that creates and provides value, not just manufacturing products. In this paper, using P2M profiling management as a framework, we presented a hypothesis of the value design process in a situation with high uncertainty that must be started from the search for goals, and considered the necessary manage-ment through verification based on the practice. As a result, this paper could show that this value design process is useful for general purposes to support companies that are starting to work on manufacturing services. Also, it could organize and present the ideas and points to keep in mind in their practice. This re-search is expected to contribute to the promotion of Japanese manufacturing services.

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We are currently living in an age of VUCA [Volatility, Uncertainty, Complexity, Ambiguity] with an un-certain future. In such an era, programs to solve social issues and to create new values require questioning the existing norms, unlearning is necessary in order to get out of the comfort zone, and “Art Thinking” that creates original ideas is attracting attentions. In this paper, we will clarify the mindset and skills necessary for the human resource development of P2M program managers from prior research, and propose a new method for developing the mindset and skills required of P2M program managers based on a survey and analysis of the process of developing “Art Thinking.”

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The SDGs have been established, and coexistence between people and nature is being regarded as an im-portant social issue. Environmental conservation activities by volunteers in each region are often carried out together with others such as local schools, NPOs, and families, rather than alone. In order to protect the environment, local residents cooperate with the people who are close to them to tackle environmental issues unique to the region. On the other hand, it has been reported that volunteers' environmental efforts are not well known throughout the region, making it difficult to expand their activities. Accordingly, the idea of using a P2M approach was adopted to solve this problem. This study proposes a framework that promotes the activities of community-based environmental NPOs by sharing and utilizing retail stores in the area as ”places” for connecting volunteers and residents. It was assumed that the environmental NPOs would see significant results through the cooperation of nearby retail stores and their employees. P2M was considered to be applicable in mainly volunteer platform management for promoting the environmental conservation activities of environmental NPOs.

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