In Japanese organizational climate, there exists the negative cycle against innovations. Assuming the premise, P2M theory implies the key of basic principles of integration to convert to the positive one. In the former part, the legitimacy is argued by citing the common views written by the leader experience in "Sample Return by Hayabusa " experiment program. The success could be explained logically in every part of practical process by P2M creative integration management. In the latter part, lessons of the revolutionary type innovation are applied to the high performing manufacturers to explore the essence for innovative business and technology managements. The patterns are commonly observed in the growth strategy of domain packaged with creative business models. The context transformation is reflected to program management. The targets are triggered to the fusion of hard and soft systems for enhancing profitability and growth. In this research, seven prominent companies have been selected for the cases in the angle of corporate strategy, business models in relation with high performing financial results and disclosed the plus dynamics mechanism to capture the first class added value.

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Japan has been a leading development partner for Vietnam since 1995 until now. JICA is conducting Technical Cooperation projects, Grant Aid projects and ODA Loan provision in Vietnam. This paper aims to analyze and draw the comprehensive structure related to JICA's ODA projects/programs, especially by focusing on "3S model" framework. ODA can play leading role in development under "scheme" and "System" models only, however "Service" model portions are most important for the people of recipient country. Under the understanding, this paper analyzes the result of specific technical cooperation project in Vietnam to clarify the issues to be tackled and challenges, for sustainable utilization of JICA's cooperation results, for our further consideration to improve the operation.

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It was determined at the COP18 of UNFCCC in 2012 to start a new framework of post-2020 climate regime. The participation of developing countries is essential to establish the new regime. Therefore, the MRV (measurable, reportable,verifiable) scheme has been introduced to ensure great reductions in GHG emission from developing countries. Although the MRV scheme has been discussed since 2007, the practical model of MRV scheme is not specified yet. Here we aim to discuss the application of P2M (3S model) to constructing a practical model of MRV scheme which has the same structure (PDCA-cycle) as the ISO certification system, which is prevailing through the world using private sector resources. The new model of MRV (ISO-MRV) scheme will be accepted easily by many developing countries.

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In this paper Iwill discuss about the significance of extension P2M theory by the theoretical approach of economics. First of all,it has been pointed out so far in P2M theoretical studies the necessity of demand-side factors in the theoretical framework, such as 'owner' and so on. It seems to be useful methods of neo-classical economics. Second, it has been pointed out so far in P2M theoretical studies the necessity of time series analysis,such as '3S model' and so on. It seems to be useful economic dynamics method. As an introduction about the extension of P2M theory, Iwill discuss about the implication of figures so called 'patterns of international specialization', based in international economics, theory of international specialization.

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The challenge for breakthrough project needs accumulation of organizational knowledge and the establishment of framework using organizational knowledge. Project gathers organizational knowledge from the past projects which are several categories or generations. Organizational learning is the function, which promotes accumulation of knowledge and utilization of knowledge. Organizational learning in New Product Development Project includes investigation of scope and depth. Project needs several important factors to promote investigation of scope and depth in project management, these factors are organizational ability, unlearning, dynamic capability, the utilization of consortium, and leadership. In this study, I will verify the needs of organizational learning in P2M applying New Product Development Project with new material in the dock industry.

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Regional vitalization is formed into share value by coexistence of economical and social value, and is adapted for the social system by it. However, in the area where many and unspecified stakeholders exist, the structure or technique of sharing various value were not established. Then, the P2M platform management suitable for the local community characteristic of Japan was applied that the management technique in which share value creation is possible should be established by the elucidation of structure or a local growth mechanism which results in the value share between stakeholders. As a result, the platform to which share value creation of the area is urged is formed, and a project began to start emergent. Thereby, the validity of the P2M platform management which promotes regional vitalization was suggested.

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In this study, Product-Customer Matrix is introduced after thorough literature review on the advanced concept of the value, in order to investigate how Japanese manufacturers have built the development management while emphasizing the program integrative management. For the analysis, KAO Corporation, a Japanese leading company in a household goodsindustry is chosen as an example. A series of analyses has been conducted such as a situation analysis, a situation comparison between 50 years ago and current, a comparison every ten years, and a comparison with other companies after having KAO's products input in the Product-Customer Matrix. As a result, KAO's business model boosting the synergy effect between B-to-B Processed Products market and B-to-C Completed Products market has been clarified. Moreover, it is also understood that KAO's products group for B-to-C Completed Products market has wide characteristics, therefore, KAO has established the development management in accordance with it.

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Globalization guided by International Financial Circles led to transfer mass-production Industry from developed countries to emerging countries like BRICs. As a result, Japan must find something new business in the global market. Infrastructure business, industry pollution control business having excellent achievement in Japan are adequat candidates for developing countries. In domestic market, Japan must develop to new suatainable market as the first country to be aging society in the world, We have already recognized that P2M is most suitable program management for global Market, having diversity, extensional, complex, uncertain character. We, however, have not experienced developing such new market. We intend to develop advanced P2M for new market. Purpose of this article is to inform outline of new study to develop advanced P2M and to expect new comer for this study.

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In recent years, Japanese companies establish the development spot in many different world places, and stand at the big turning point. Employee's mobilization is promoted by these changes and sharing of the knowledge through people is difficult like before. We clarify in an organization the conditions between which knowledge is shared by a self-supporting failure knowledge use model. This model defines knowledge to share and clarifies the procedure to registration. And the knowledge is included in the design development process and sharing of knowledge is promoted.We applied this model to a manufacturing company. Then, the usefulness of shared knowledge increased, knowledge was registered certainly, and availability improved. Furthermore, we checked without a specific person promoting by checking the registration record and use record of knowledge in a design development process, and sharing them between an organization, a design developer registers knowledge and utilizes.

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Series of decision-makings strongly affect the corporate sustainability under rapid changing economical environment. Especially, Japanese production industry is affected by wide and cheap imitated products from LDCs, and specific product innovations from US and EU. Each production corporation is facing to set up a just-in-time decision making system for innovative products. In this paper, the authors focus on a "Core-Product" concept that should be a fundamental to draw out quick and focused decisions for product planning. The proposed framework to create "Core-Product" is also shown with illustrative examples.

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For the purpose of additional spread and standardization of P2M theory, we study the requirements needed to building the ICT platform to support P2M. Survey requirements of platform to encouragecommunity formation and program integration, further interviewed about the requirements utilization of platform to experts P2M. On the basis of these, defined the requirements of P2M supporting platform using ICT. As a result, definedrequirements that buildingweb contents to creation and sharing the Logic Model, incorporating the subcontentsthat sharing information and various analyzes in the Logic Model, and registration information according to hierarchy of members and the progress of the program. I will more specifically the requirements by developing a prototype based on the survey results from now.

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The creation of entirely new business value will be required in the era of knowledge society which will make a significant leap within one or two decades, accelerated by the rapid progress of the computer technology. It is a competition to find the future. The special feature of P2M program management is the process to create new knowledge byinspiring the organization members by exchanging the tacit and formal knowledge each other. The managers are required to have such capabilities in value creation. The essential role of the tacit knowledge in P2M and the meaning of the manager's capabilities putting much value on the experience are discussed comparing to the case of the top down program management. Finally the role of the community is discussed as the field of the value creation, contrasting the three different approaches of organizations, teams and communities, to handle groups of people effectively.

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System development projects and large building construction projects are managed on the basis of QCD (=Quality, Cost, and Delivery time) by means ofa project management methodology such as PMBOK. The existing project management knowledge has been developed by system engineering and operations research, which are based on modeling the actual problems intothe conceptual model. But it is difficult to manage an innovation program, such as a large-scale scientific research program or new social system development, by QCD because at thestart of the program the actual problems cannot easily be formulatednumerically, and the outcomes of the program, such as the scale of the impact on the society, are strongly dependent on the economic situation and consumer behaviorat the end of the program. We have to make some assumptions about the future, right from the initial stage when we start to manage an innovation program.In this paper, management issues relating to innovation programs are discussed, showing the characteristics of innovation programs compared with building construction projects. From the viewpoint of bridging between social scientific theories and actual business, a particular emphasis is placed on the introduction of the soft systems methodology in action, proposed by Peter Checkland, at the initial stageof an innovation program, in addition to use of the existing project management knowledge.

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Every company has to play a key role to achieve a social development and harmonic society..It is certain that a relationship between CSR and value creating activities inside companies has to be persistently connected. Some studies, however, reveal that there are so small contributions of CSR on business operation. It is necessary to discussed CSR on the context of business scope and strategy. In this paper, the authors review previous papers and setup problems that has to be solved under the P2M Framework

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The EVM (Earned Value Management) method is recognized as a core tool for cost and schedule management in the Project Management Research. When we carried out the EVM in an actual project of the Japanese Plant Manufacturing company-A, however, it was insufficient for cost management, while the EVM was effective for schedule management. In this paper, therefore, we advocate applying the ABC (Activity-Based Costing) method to the EVM to make up the insufficiency and we confirmed effectiveness of the application of the ABC based on an action research in company-A.

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For a system development and introduction program to be successful,it is extremely important to set the project's goals during its initial stage.An outcome-oriented,deductive style of project management that shares to-be-achieved goals within a project team is required. However,there have been some instances where project members' achievement of goals is not necessarily equating to the projects' goal achievement,as a structure to derive the members' goals and to evaluate their results is not established. For cause of such circumstances,arbitrary disassembly and evisceration of the upper organization's goals at the execution level,as well as incompatibility between the existing organizational goal setting/evaluation process and P2M,are identified. In order to solve such problems,steps to facilitate promotion of mission- and program goals-sharing,and translation of such project goals into individual-level goals will be proposed. In addition,a structure that enables control of human and knowledge resources at the program-level,depending on the goal achievement status at the mid-term,will be proposed.

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Applying P2M framework forbusiness continuity program, thebusiness lifecycle has to be broken down intomultiple stages ofsub-businesses and each sub-businessis executed as a program that has a dynamic value-chain of 3S project models. Becauseordinary BCP methodologies are expecting steady state condition before applying BCP, it cannot be fully applicable them tothe sub-business on the undergoing program. In this paper, the authors propose a business lifecycle continuity methodology that covers overall business lifecycle based on risk management methodologies for program management.

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Water supply systems are an important part of infrastructure that is essential to contemporary civil life. Operational management of water filtration plants requires critical control systems to appropriately manage quality and quantity of water, and highly skilled operators to run them. In recent years there have been a great number of skilled operators retiring from the workforce, which has led to a heightened need to not only manage daily operations, but also develop emergency response capabilities in case of plant accidents. In an attempt to resolve this problem, one of the authors has developed an education and training system that emphasizes collaborative training using role-playing techniques. This system has been successfully introduced and operated as a training program. This system has employed the P2M concept from its planning stage, and its concept, development, operation and evaluation will be discussed through case studies.

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The theories of Frederick W. Taylor, Elton Mayo and Henri Fayol are said to be the pioneers of modern business strategy. There is no need to argue the existence of the theories of H. Igor Ansoff, Michael E. Porter, etc. that are extremely helpful in various business environments. However on the other hand, many people have experiences that the reality is quite different from the above mentioned strategic theories, especially in an ever-changing business management atmosphere, resulting in faults occurring through various interactions (i.e. communication) among devices-persons-organizations-society-country. In fact, once a serious communication gap (henceforth C-Gap) occurs, not only does it affect routine work, it can also create serious damage to management of projects or programs. This paper summarizes the trigger that causes C-Gap, and then discusses actions that can prevent or mitigate negative impact, even after the C-Gap occurs.

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With growing complexity and uncertainty of environment surrounding us, the making strategies based on mid-long termviews are important. P2M has many research fields of methodology, however, there are few researchesof scenarios providing future societies. This study examines differences between normative scenarios and explorative scenarios theoretically,and shows that the normative approach for the climate change issue (that is, "IPCC type scenario") has apossibility the premise being not true. Our conclusion is that the explorative deductive approach (that is, "Scenario Planning") is suitablefor managing the uncertain and uncontrollable future. This paper indicatesthat developingmethodologies of future social scenario for the environmental administration hasa potential for providing logical and analytical thoughts for decision makers.

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Product development project is mostly composed of four product oriented processes of product planning, product design, product prototyping and evaluation, product preparation and mass migrated. Customer needs that are set in the initial stage are changing while customers are using the product. Therefore product development management that covers changes of customer needs is essential. In this paper, the authors propose a methodology to define product requirement with changing customer needs, and a product development methodology where feedbacks from customer are controlled under the program management framework.

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We reported Student Formula Activity as Monotsukuri-education based on P2M in the previous paper. Recommendations to advance the education create an environment that supports globalization have been made at Education Rebuilding conference. The authors have considered to be necessary in terms of human resource development be made to the overseas experience in education to make things. This time, we apply the P2M to launch the program to participate in overseas competitions of Formula Student. As a result, it was possible to leave good results Formula SAE-A and Student Formula Japan.

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