P2M is a methodology to inquire solutions to social issues of high hurdles in terms of the holistic harmony. The essence lies in the unique management for collaboration in sharing social, environmental and economic values. By profiling the ideality for the purpose, the basic approach is the exploration process to parallel sets of issues and solutions emerging in the tracking process in short and long ranges to break through multiplicity and uncertainty. In the midst of the national concerns and pros and cons of the participation to Trans-Pacific Strategic Economic Partnership Agreement (TPP), the government administration formulates the sixth industrialization plan by envisioning the next generation industry. This paper envisages P2M effectiveness on numerous projects based efforts and proposes program based symbiotic industry evolution.

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In the previous paper, the authors focused on the evolutionary innovation for value creation model based on the 3S standard project models and reported the product innovation methodology by referring the evolutionary game theory. In this paper, a management methodology between 3S models in business life cycle is explained with drivers and events in a program life cycle. The product innovation cycle is also presented as a methodology that is related to strategic states regarding present, future, and environment under the evolutionary game theory framework.

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In a corporate innovation program, the alignment of required technologies and available human resources is the key part to promote the corporate reengineering. In the previous work, the authors presented the successful implication of the widely used "Pinch Technology" to the technology and human resource management. It is expected that the elimination of the "Pinch Point" would disclose the human resource development strategy. This paper is concerned that an acceptable framework of human resource alignment for business innovation program and the way of visualizing the said alignment as a practical methodology. An illustrative example is also presented based on a real corporate innovation.

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For projects, including organizational reform, to be successful, it is essential that CEOs exercise strong leadership and that program managers carry out their roles effectively at both the strategic planning stage and the goal-oriented performance stage. In general, program managers can be trained through experiences in various authentic projects. However, in the case of engineer-oriented companies, the technical engineering skills of program managers tend to be given a higher priority than their management skills. In order to cope with this lack of the opportunity, training can be helpful if it provides program managers with chances to simulate and solve realistic problems. This paper shows that actual issue-based training involving discussion in mixed groups consisting of engineering experts, staff members, and program managers is effective in enhancing both "active followership" (understanding and actively supporting a superior's goals) and leadership. This type of training can substitute for a lack of authentic experience as program managers and can help project managers to develop their management skills.

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This paper proposes a framework, activities, and tools for realization of value creation and target quality, cost, and delivery (QCD) in the concept making stage, in operating reform and information systems implementation. This framework, activities, and tools are based on Japanese version project & program management (P2M) and 3S-model, implement available functions performed realization of value creation and target QCD through 3S-model. Especially a process management tool for the outcome acquisition and the value acquisition in the concept making stage is available. Furthermore, this work discusses the practical example of the project which was promoted for the outcome acquisition as target QCD and the value acquisition.

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The primary purpose of project activities under consideration is the activities of changing the mechanism of value creation, and its evaluation should be made on the outcome rather than output and deliverables of the project itself. The initially targeted outcomes, however, were not obtained in some IT projects. One of the reasons is not to emphasize the outcome acquisition and the value acquisition in the concept making stage and to select an easy way of realization of targeted system implementation. When introducing a solution package, the selection of available functions is performed through the fit & gap process based on the function list, without the rational judgment on prioritizing the importance of functions. This work discusses the practical example of the project which was promoted for the outcome acquisition.

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We propose a concept of translational project and program management. Translational research is used in medical sciences for bridging multi stakeholders between basic sciences and clinical medicine. Systems sciences also focus on bridging different disciplines. In this paper we introduce the concept of translational project and program management (TP2M) for social architecture design depending on translational systems sciences and agent based modeling.

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JMTDR(Japan Medical Disaster Relief Team) is dispatched when large-scaled disaster occurs anywhere in the world in response to a request from a disaster affected country to support its emergent relief activity. Each Member is registered to JICA(Japan International Cooperation Agency) as a volunteer and a team is organized in each case with a consideration of expertise, etc. of constituent members to meet the needs of the situation in the disaster affected area. The proper preparation and its mechanism to secure total capacity of a team no matter who are selected as members are required to bring the best of an extemporaneously-formed team in the field to achieve a mission just through short-term and concentrative activities. The framework with a series of activities formed for JMTDR is functioning well as a platform building up total capacity. I would like to propose a model for platform consisting of volunteers formed to attain a specific mission analyzing successful factors of JMTDR in this paper.

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In the previous works, the authors discussed a methodology for sustainable business lifecycle development and proposed a fundamental framework for creating improvement and innovation projects based on the 3S (Scheme, System and Service) project models. Based on the framework, the latest paper presented so-called "Dynamic Evolutionary Approach" with practical implementations for a new product development project and a product defects eradication project. Human resources who comprehend the P2M concept are the key factor to implement and extend our Dynamic Evolutionary Approach. In this paper, the authors point out problems of traditional OJT for developing human resources for the said approach and propose a new "P2M-OJT" methodology. An actual case is also presented to understand and evaluate this methodology.

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In recent years, many urban simulation models are constructed to understand social phenomena that will occur in the real world, such as emergency medical transport problems, infectious disease spreading problems and so on. These constructed models can be used to evaluate policies against targeted social phenomenon in program management. However, almost all models are constructed just to solve the targeted social phenomenon and it is very hard to re-use these models for other purposes. Considering this situation, this paper proposes a concept of the environment for constructing urban simulation models. From this environment, urban simulation models are constructed from two layers: virtual city layer and social phenomenon modules layer, and models can be re-used by changing not only the virtual city layer but also social phenomenon modules.

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