The Official Development Assistance (ODA) aims at creating value, which has not existed in the recipient countries, through mutual cooperation between donor and recipient countries, each of which has different social and economical backgrounds, and leading to sustainable operation. The environment of its implementation is under dynamic complexity. In this paper, the structure of ODA programs will be modeled by incorporating P2M framework as combination of a number of systems for “value creation through the collaboration and mutual assistance between independent actors”. Then, this paper will analyze the risk and opportunity attributed from the structure and necessary conditions and input elements for better results with reference to P2M theory. Finally, the feasibility of the framework discussed in this paper in programs other than ODA will be referred.

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Usage of ICT has undergone a change with the development of ICT technology, the role and purpose of ICT was changed to gain competitive advantage through the implementation strategy in Internet penetration and later. Use of ICT has changed in this way, but the development of a method to evaluate the ICT investment is not enough. In this study, from the fact that a variety of resources, including ICT is exploited for competitive advantage and acquisition strategy realization, we propose a concept of ICT investments as a strategic program with operational reforms and new value creation, introduce evaluating Framework for ICT Investments as a Strategic Program Approach

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For ICT system integration projects to be successful, it is essential that not only CEOs exercise strong leadership at the strategic planning stage but also project leaders, who are responsible for executing the project, carry out their roles effectively at the goal-oriented performance stage. Drawing evidence from five actual computer system integration cases, this paper shows that the performance of project leaders is a key factor in taking projects to successful conclusions. Project leaders who understand the vision and the strategy of the organization, as determined by their CEOs, have to set up “Ba”, which is either a real or a virtual space where collaborative work with project members on project execution is carried out in order to deal with various incidents by means of an SECI process. SECI comprises four inter-exchanges of explicit knowledge and tacit knowledge transformation modes: socialization, externalization, combination, and internalization. Given today’s fickle and complex business environment, a project leader in an SI firm needs to play the role of program manager, supervising the overall program, in addition to managing a particular project.

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The programs dealing with environmental issue of high uncertainty are dominated by psychological influenced consensus, and are often with reduced resilience over the lacked flexibility of thoughts. The former program management measures aiming stabilities lack the flexibility of entire programs. On this paper, we introduce the dynamic instability as a concept of complexity onto the program management and examine the management measure to increase the resilience of future society. Corresponding to climate change issue, we arrange related information using the integral thinking, and generalize the method how to introduce the dynamic instability. This paper indicates new possibilities of program management theory constructing sustainable society by applying resilience to the management measures.

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In the previous report, I proposed a four-phase framework model for industry-academia collaborative research, which consisted of: I. Conceptualization; II. Construction of collaborative research; III. Industry-academia collaboration; and IV. Industrialization. In this report, I revised this framework model and constructed a management model by adding the collaboration elements of “system arrangements” and “alliance activities” to phases I, II and III to extract the factors for the success of collaborative research. I then requested universities to present cases where the intended outcomes had been achieved, and to identify collaboration elements that contributed to these cases. As a result of analyzing 108 cases, I found that they placed greater importance on “alliance activities” than “system arrangements”, and pointed out some related findings.

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In IOE(Internet of Everything) Era, Intelligent agents as human, things and software connect on the Internet and work as autonomous distributed cooperative system, that execute tasks of a complex workflow a project and program. The management for the workflows of a project and program on the Internet and resource management for the workflows and its supporting system become one of the core social technology for the socio-economic and industrial system of the IOE Era. In this paper we introduce the architecture called “Real World Operating System(OS)”, that supports the design, deployment and management for a project & program over the Internet. We also clarify how the Real World OS changes the traditional information processing and socio economic system in IOE Era.

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Large-scale urban development represented by smart city, project is configured in the consortium form multiple companies and organizations from different fields to participate. In such projects, the entire management is an important point. In order to increase the flexibility in the future, there is a need to strengthen the integrated risk management that focuses on the uncertainty of the project by cooperation of companies and organizations of multiple. In this paper, we were evaluated by the case study of the smart city project of Japan, the effectiveness of the mechanism of integrated risk management in P2M that we propose.

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In carrying out project-based learning (PBL), an awareness of a team’s QCD and implementation of appropriate support are necessary for effective learning． In this study we propose a management method on the basis of EVM． Once EVM, which primarily manages costs and delivery, is used as a management tool for PBL, the output and performance quality of human resources are quantified． In this paper we report on the educational results of experiments and practice courses at the Project Management Department of Chiba Institute of Technology． We find that quantifying the output and performance quality of human resources allows for the visualization of the human resources contribution to overall team production． Furthermore, this enables continuous guidance without dependence on milestones．

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Every company has to be responsible for the role to achieve the healthy and harmonious development of the society .The company, therefore, is recognized as a social being from this view point. A number of studies have been made for the company's role and scope under the CSR (Corporate Social Responsibility) perspective. There, however, is a very few discussion about linkages of business and CSR operations. Without disclosing these linkages, the company cannot fulfill its accountability of the usage of resources to stakeholders. Therefore, it is necessary to develop a management methodology to design and manage the said linkage. The authors would like to discuss the multi-program frame that helps to transform CSR to CSV（Creating Shared Value).

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Recently, BOP (business for poor people) has been attracting attention. Many multinational companies have entered BOP market. However, because of the differences of business environment of developed countries, there are very few profitable companies. Therefore, in this paper, it is discussed from the point of view of P2M that the BOP’s value-chain should include an educational program. This program has the mission to improve the quality of life for customer (increasing income). A model to achieve both improving BOP’s quality of life and sustaining BOP business, a multi-program framework is proposed with a vocational education as a practical innovation driver.

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For success of IT system development, it is effective to grasp the relation between past failures and those causes, and to cope with upstream causes. This research proposes a method to structure the cause of failure from failure examples of IT system development. The method extracts causal relationship by processing statistically a lot of data showing the relation between a failure example and a management element. Furthermore, ISM generates structure information. As a result of structuring 11 management elements of P2M using 58 failure examples currently exhibited, the tendency of common failure pattern of IT systems development was able to be extracted. That shows a possibility that the factor of upper stream of failure can be extracted with the proposing method.

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Research and development (R&D) processes have important roles to create corporate ”values” and ensure corporate ”sustainability.” However, uncertainties in the business practices have been increasing under the globalization and diversification of the corporate market. It becomes more difficult to make an effective linkage between uncertain corporate practices and R&D processes. In this research, three problems, 1) Elimination of the divergence of R&D process and business strategy, 2) Speedy R&D process and 3) Improvement of innovation capabilities of R&D process were stated to challenge this situation. BSC (Balanced Score Card) was applied to cope with multi-dimensional views defined by the customer perspective and the internal business process perspective. As the results, the authors proposed a multi-program framework that makes a collaborative linkage between customer satisfaction R&D program and internal business process innovation R&D program. By developing the strategy map, Itami’s ”Ba” can play an important role to drive this multi-program framework to share corporate values created in the said two R&D programs.

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In a business creative education using PBL (Project Based Learning) ， systematic business knowledge education， knowledge creative PBL process and productive mechanism of innovation are important． In this research， the present situation and the subject were analyzed as a case of PM (Project Management) experiment and exercise carried out for years in Department of PM， Chiba Institute of Technology． i) The lectures cover required knowledge， ii) Although these subjects agree to a SECI model， the growth check process of PBL needs to be improved． iii) These subjects are insufficient of design driven type business and B2B type business compared with actual venture businesses． In this report， the measures of the above mentioned subjects were proposed， and the validities were examined and verified．

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Each project mission is made from the breakdown of the Program Mission. Under the program, this breakdown structure directs the new value creation through 3S project (scheme, system, service). Under a lot of uncertainties at the earliest stage of the program, the project baseline has a possibility to change. Therefore, under P2M framework, situated actions that cope with the uncertainties have to be planned for recovery. In this paper, the authors propose a situation management methodology extended concept of P2M risk management that assesses possible situations by generating dynamic response scenarios based on SWOT (strength, weakness, opportunity, threat) structure and IDEF0.

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