In the system maintenance phase, it is required not only to maintain stable operation but also to continuously execute project and program management (P2M) to improve system functions that respond immediately to changes in the business environment and contribute to business and service improvement. In order to exe-cute P2M efficiently and effectively, it is important to have platform management that enables appropriate knowledge flow management and smooth communication between the system utilization organization and the maintenance organization. This paper focuses on the exchange of information and knowledge between the system's user and maintenance organizations, and after identifying individual behavioral patterns and challenges, proposes an inter-organizational collaboration platform that combines knowledge flow manage-ment and platform management.

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Authors have discussed extensions to program architecture with product development at the center of the discussion. The program architecture in the previous paper shows a structure in which the program value spirals up through the project, focusing on the life cycle of the product and the life cycle of the manufactur-ing plant. Programs must also consider factors that were not originally expected in the VUCA environment. Therefore, it is difficult to respond flexibly to changes unless the program has scalability. Some projects deployed to deal with VUCA. However there has not been much discussion on how to logically determine projects whether a program or a multi-project. In this paper, authors propose a structure of the relationship between the product lifecycle and the lifecycle of the enabling systems so that it is possible to distinguish between programs and multi-projects, while at the same time providing scalability.

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There are many educational programs on SDGs and Fairtrade. However, none have introduced a “manage-ment” or “profit-seeking” perspective. The purpose of this study is to develop a platform for SDGs/Fairtrade education utilizing P2M. To this end, we will consider the philosophy and mission from the P2M structure, and consider program/project development to realize them. Five projects were set up, and from the perspective of the 3Ss, the way of proceeding, the development structure, and the issues and prob-lems for the completed version through partial implementation were clarified. By researching and develop-ing this educational platform, students were able to build a business model to pursue profit. They were also able to understand the uncertain rate of return and contribution. We believe that this research will lead to further understanding of SDGs and Fairtrade.

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Although regions are rich in natural resources, they face problems such as financial difficulties, depopula-tion, and industrial imbalance. On the other hand, DX (Digital Transformation), which utilizes digital tech-nology to reform organizations or business, has been attracting attention in recent years, and several DX projects have been launched with the aim of resolving regional issues. On the other hand, digital technology itself is expected to continue to diversify and evolve, and regional constraints such as distance, time, and location will be reduced, creating an opportunity for a paradigm shift. Therefore, there is a need for an evo-lution in management that supports the reproduction and expansion of the results of regional prob-lem-solving projects. Therefore, the purpose of this research was to take up examples of DX projects that solve regional issues in Japan, analyze them using management frameworks such as P2M, and organize the results. Based on this result, we proposed a general-purpose management that aims to respond to the evolu-tion of digital technology and to raise the productivity, robustness, and niche creation of regional problem solving throughout the country.

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For sustainable development, corporate-led social innovation would be required. Program management is essential for successful innovation, then it is especially critical that both building consensus in scheme mod-el projects in P2M theory. In the computer virtual experiment environment to promote studies related to them, it would be a key to build business context simulators that represent various business environment. Business context simulators mainly differ from physical phenomenon simulators, in that various stakehold-ers take actions based on their own decisions and affect each other. In this paper, we discuss the embedding stakeholders' decision logic into business context simulators and confirms its effectiveness by conducting a simulation experiment with embedded each stakeholders' decision logic, applying a parcel delivery industry as an example.

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The rapid expansion of ICT infrastructure that began at the end of the last century is making the IoT and Metaverse a reality, accompanied by advances in AI and big data analysis. In order for companies to sus-tainably maintain their competitive advantage in this era of futuristic city orientation that is now being real-ized around companies, they will be required to effectively manage projects from both the DX (Digital Transformation) and SX (Sustainable Transformation) perspectives in a multidimensional manner. This article explores the effectiveness of P2M Integration management, or the appropriate management of change programs, as an essential management method for successfully leading companies to realize DX and SX in this era of VUCA (Volatility, Uncertainty, Complexity, Ambiguity). We will explore the effective-ness of P2M integrated management, which we believe is indispensable for the successful realization of DX and SX. Furthermore, we will construct a hypothetical model that incorporates the perspectives of DC (Dynamic capability) and Effectuation into Program management in the realization of DX and SX, and conduct a quantitative survey of Mongolian Startup companies to verify the relationship between them.

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It is necessary to tackle the issues arisen from the declining population in Japan and increasing global de-mand for infrastructure for the digitization of society in the world through public-private partnerships. The implementation of ICT, responding to various social issues, is indispensable for the sustainable develop-ment of society. Therefore, the export of ICT infrastructure promoted by the Japanese government is one of the important initiatives that will lead to Japan's economic growth. On the other hand, public-private part-nerships for ICT infrastructure exports and their issues are complex. This paper focuses on the case of ICT implementation in the disaster prevention field in Peru, a region where Japanese companies have been de-layed to enter the market though it shares some of the common social issues with Japan. Through the analy-sis of the case, the paper proposes the Value Creation Model through the Public-Private Partnership for Exporting ICT Infrastructure using 3S model.

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