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Editorial Board of International Association of P2M
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Published: 2015
Released on J-STAGE: July 01, 2017
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Editorial Board of International Association of P2M
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Contents-1-Contents-8
Published: 2015
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[in Japanese]
Pages
IS-0-1-IS-0-9
Published: 2015
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[in Japanese]
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IS-1-1-IS-1-3
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[in Japanese], [in Japanese], [in Japanese], [in Japanese]
Pages
PS-1-PS-5
Published: 2015
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Keiko KAMIOKA
Pages
1-32
Published: 2015
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In order to obtain a competitive advantage through strategy implementation, we need not only a framework of the decision of investment for ICT， but also a management process that monitor progress of the 'value acquisition' and take corrective action if necessary. In this study, based on ICT investment evaluation framework for ICT Investments as a strategy program approach, we developed a ICT investment management, and then we validated its validity and effectiveness by using the case.
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Atsuo Miwa
Pages
33-56
Published: 2015
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PPP/PFI is positioned as an important policy instrument for the effective and efficient carrying out of social infrastructure development and operation, with regard to such things as the ”Basic Policies for the Economic and Fiscal Management and Reform 2014” which is the guideline of our country's macroeconomic policy framework. Setting the policy objectives and verifying the level of achievement is important from the viewpoint of effectively and efficiently ensuring the benefit to the public.
In this study, we carry out an examination of the indices and methods that will lead to the optimization of the overall social infrastructure development and operation, from
small-scale PFI projects to large-scale PFI projects with the Right to Operate Public Facility etc. (Concession Projects), based on the concept of Project & Program Management (P2M), and aiming for consistency in the indices and methods used in the operation and management of individual companies.
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Kazuyo MOROFUJI, Masao TOYAMA
Pages
57-70
Published: 2015
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The purpose of this study is to present an improvement plan and extraction issues of program management in small business management. I rely on the framework of program management in the P2M knowledge system. I studied a corporation that is not organized. It is assumed that it is effective to use a body of knowledge P2M to prevent management judgment is biased in the organization that has not been organized. I regarded as a strategy type program that terminates in every fiscal year with respect to corporate management. I attempts to incorporate the theory of P2M to normal corporate management. And I compared it with the business strategy that you selected without using a framework such as knowledge system.
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～ Comparison between Eastman Kodak and FUJIFILM ～
Hiroaki KANEKO, Hiroshi KUBO
Pages
71-87
Published: 2015
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In this research, two companies, FUJIFILM and Eastman Kodak, are compared and the R&D program management with the strength to an environmental change is proposed. In the beginning of the 2000s, digitization of the photograph progressed quickly and it was expected that a silver halide film relevant market decreases quickly. Then, the strategy of two companies was contrastive. Kodak rearranged management resources positively aiming at acquiring an occupancy status in the domain of digital imaging. On the other hand, FUJIFILM aimed to create new business by applying the existing film pertinent art. As the result, although Kodak failed, FUJIFILM remained. It is thought that the contrastive result of these both companies has a cause in the difference of the R&D program management based on each management strategy.
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- Implication of P2M framework for R&D -
Isao KATO, Morihiro KAEDE, Ichiro KOSHIJIMA
Pages
88-100
Published: 2015
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In previous paper of the authors, the authors have discussed that the following three problems faced by research and development (R&D) of companies; (1) “To eliminate a gap between the R&D process and a business strategy”, (2) “To promote exploitation of the R&D process” and (3) “To improve an ability for creating innovation in the R&D process”. Further, in order to resolve these challenges, we have applied Balanced Scorecard (BSC) to a corporate R&D process, and proposed “the multi-program platform structure” for collaboration with “Client’s perspective research program” and “Internal process research program”. In this paper, we focus on “the multi-program platform structure” which play an important role in the co-creation of client’s value, discuss to the relationship of each programs and tried to clarify a structure in the creation mechanism of client's value. Based on the consideration results, we discuss to the management methodology which is the “Value co-creation program.” As a result, we have presented that “Client’s value co-creation program” for managing “Client’s perspective research program” and
“Internal process research program” is an important structure for the R&D process.
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Masayuki NAKAYAMA, Yamato OYAMADA, Hideo KAMEYAMA
Pages
101-112
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As for the citizen-based model project for the purpose of the local problem solution, it is necessary for a citizen to take all management from the design of the project to value acquisition. However, project in itself cannot often start because there being little know-how about the management and the burden on project manager are big. In addition, I have the problem that a goal of the project itself becomes vague by the participation in planning of a variety of stakeholders. I indicated the program unification management to a local characteristic to solve this problem and, by 3S standard model, carried out the grand design of the program and planned solution while studying proof. As a result, I report it because I was able to confirm the value acquisition beyond the limit of the single project by letting plural projects carried out cooperate as a program organically in areas.
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Hironori TAKUMA, Masayuki HIYAMA
Pages
113-122
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This paper proposes the indicators for associating projects with programs related to program architecture design. We defined 21 practical indicators based on survey and interview against the three experts according to the four perspectives in the Balanced Score Card. In addition, we report the results of discussion to the method that associating projects with programs while taking into the amount and quality of value indicators.
Finally, we introduce a prototype web tool that could be used in the future to design the pro- gram architecture using these indicators and method.
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Takuro KUBOTA, Hirokazu ODA, Hayato KUSHIDA, Toru NAGAO, Hironori TAKU ...
Pages
123-134
Published: 2015
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University education of our country, the introduction of the Active Learning and extracurricular lesson are required. Because until now because it is necessary to change to self-directed learning from simultaneous teaching. By the way, knowledge and the technique of various specialized fields are necessary because we design it. They cannot learn all of the large specialized field only by the class of the university. As for us, even slightly arranged the opportunity to perform extracurricular learning other than the class of the university to help it. We suggest ”Creative Learning Platform” and report usefulness of Creative Learning Platform” from the consideration of the result that I tried
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Hiroshi Deguchi, Tomonori Takebayashi, Hiroaki Furuta, shigeyoshi Umem ...
Pages
135-150
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Energy management is important matter in many types of program & project management. In this paper we focus on energy management system depending on energy accounting. The system makes it possible to bridge multi stakeholder of energy management in a firm. We show how program & project management for cogeneration by using our energy management system in a concrete case.
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-Innovation Roadmap Methodology-
Tomoyuki KATO, Yoshiaki WADA, Norio TOKUMARU, Ichiro KOSHIJIMA, Tomio ...
Pages
151-165
Published: 2015
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Product innovation is one of the most important challenges for the manufacturing industry against the drastic change of economic environment. In the P2M society, there are a few mathematical discussions of the decision-making method for product innovation. In this paper, the authors therefore propose a mathematical decision-making method for product innovation base on the Evolutionary Game Theory in order to deepen the discussion of our ”Core Product” concept. An illustrative example is also provided to assist the understanding of our method.
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Toshihiro IOI, Hiroshi KUBO, Atsushi SHIMODA, Hironori TAKUMA
Pages
166-175
Published: 2015
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Most of the research and development (R&D) organizations in Japan are getting the creative and useful results by the efforts of good researches. However, systematical management has not often been introduced in these organizations. As the result, the human resource training to do manage R&D project efficiently is insufficient. If the human resource training method which is considered the project and program management (P2M) can be proposed, the training of management skills to obtain surly the creative results and to correspond to the customer expectations is expected. In the research, the human resource training management for the R&D project based on the human resource training management model for the R&D project incorporating the 3S model (Scheme, System, Service) in P2M is proposed. Also the effectiveness of the model is verified by the actual R&D projects.
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Two Practical Break-through Programs
Akihito OKAZAKI, Saori TAKAMI, Yasufumi OGURI
Pages
176-188
Published: 2015
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The authors have reported practical cases of Student Formula Program applied to P2M. The 12th Student Formula Japan competition, 90 universities and colleges have participated. However, competed universities that could be subjected to a dynamic event to examine the driving performance of the automobile are 60 universities. Among the participating universities, 30 universities have not been able to run. Therefore, failure case of program (project) is inferred that there considerable number. On the other hand, the study report what is failure of Student Formula activity is few. In this study, the practice of Student Formula activities discussed perspective of P2M, to clarify the reason why the program (project) does not work. And, we suggest improvements method.
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Nyambayar Davaadorj, Ichiro Koshijima
Pages
189-198
Published: 2015
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In a project management, the alignment of required engineers from available human resources is a key factor to achieve its promised goal. It is, therefore, very difficult to hire new engineers who don’t have enough knowledge and experience for the project. There are, however, very few expertized project engineers in developing countries. Education of the engineers for project specific technologies is very essential to precede the project.
In this research, authors would like to propose a methodology for OJT in project management. In this methodology, a deliverable-oriented planning discloses works that can be assigned to new engineers with or without education of project management skills and techniques. For works that need OJT should be considered for an additional education project. Integration of the original project and the education project is considered in the proposed methodology. In this paper show several interview from Japan industrial and developing country industrial, find out technical skill and no technical skill in the project.
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Hirokazu ODA, Hironori TAKUMA, Toru NAGAO, Takuro KUBOTA
Pages
199-211
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The design meaning is shifting from a narrow sense, such as aesthetics, to a broad sense that include value of mechanisms and service experience. Also the design thinking is becoming to be known as one of the tools for the innovation. However sometimes we tend to emphasize using such tools and processes. In this paper, we describe the Program Thinking, using the P2M models, for the making innovation from the relationships between P2M model and the design. Also we present a direction for the future of research through the case.
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- P2M-OJT practice and assessment -
AYAKO NISHIDA, ICHIRO KOSHIJIMA
Pages
212-240
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Akira YAMAZAKI, Yoshihiro KUDO, Shigenori HATA, Atsushi SHIMODA, Hiros ...
Pages
241-252
Published: 2015
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我が国の経済構造改革を推進する上で、革新的な技術を活かした新産業分野を切り開いていくことが不可欠である。大学・企業等での研究成果を事業化する場合、実用化研究開発等のための資金調達等の「死の谷」の問題が、大きい障害と指摘されている。従って、「死の谷」克服のための公的資金投入の重要性は高く、特に、研究開発型ベンチャー等の有する有用な技術について、効果的な公的資金の活用により、その技術が社会で確実に実用化に至ることを可能とする方策が重要である。本研究では、我が国において実際に公的機関が実施した研究開発の公募事業における申請及び審査の結果の分析と、民間ベースで資金提供を行っているベンチャーキャピタルの状況を踏まえ、研究開発型ベンチャー等に対する公的支援の方向性を考えるに当たり、P2Mの導入の有効性を提示する。
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Mamoru KIYOTA, Hiroshi KUBO
Pages
253-275
Published: 2015
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In a product maker when we lead research and development technology output to the new product, so-called Death Valley is known to exist. In this study we improved IPD, or project management system of IBM, to a new method of project management system for R&D as means to overcome Death Valley, and show the result case that new method was applied to themes of R&D section transversely in RICOH Co.,Ltd.
As a result, project management method applied to R&D brought efficiency to the R&D theme, and the fact was shown that the method is effective for transfer of technology to product from R&D section.
In addition for further improvement, P2M and 3S viewpoint between R&D and product division are indispensable to have a project in product division to set an organization for example to accept the output technology from the R&D section.
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Yumi YAMAMOTO, Hideo YAMAMOTO
Pages
276-290
Published: 2015
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In developing a drug, it is essential to conduct a clinical trial to confirm that it is safe before commercial release for use in hospitals and clinics. In Japan, considerable time and effort is required to recruit study subjects and gather clinical case data for a clinical trial for a newly developed drug. The more quickly and efficiently a clinical trial can be conducted, the sooner the drug in question can reach the waiting patients and their families, and the lower the drug development cost incurred by the pharmaceutical company concerned. We have closely examined the process of gathering clinical case data for clinical trials for four different types of drugs. We found that the conventional approach of regarding the disease conditions of study subjects as clinical “case samples” does not work well. Rather, we should regard the series of processes from the start of a clinical trial to reporting of the analysis results to the Ministry of Health and Welfare as a “clinical trial program“ and consider study subjects as coworkers in this program. It is important to make sure that the study subjects understand the objectives, background and rules governing the program.
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Morihiro KAEDE, Isao KATO, Ichiro KOSHIJIMA
Pages
291-303
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Currently in the lead to recognize the importance of the majority of companies CSR, as the guidelines, the International Organization for Standardization: there is (ISO International Standardization Organization) has issued ISO26000. When performing each company CSR management this as a guide, must be clarified organic relationship with the value creation activities and CSR companies. Therefore, attention is paid to the case where customer value is reflected in the internal processes of the company, it is necessary to perform the originating what towards social effective whether analysis. This time, it was extracted more detailed elements for reflecting the value co-creation process P2M framework was discussed measures to system operator internal system towards the construction of additional value chain.
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－Based on Project Management Prospect －
Takao NOMAKUCHI
Pages
304-313
Published: 2015
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As for strategic theory, industry-university cooperation is defined as an essential core functionality of industrial clusters. Industry-university cooperation has been recognized as an important strategy to make innovation happen in an industrial society today. Industry-university cooperation to organize a team that functional organization with a fixed-term of a university and the company, and can be defined as a project to address the purpose and values different from the past. Therefore, all those who have an interest in industry-university cooperation must be a self-transformer. However, the need for self-transformation of individuals has not been strongly recognized up until now. In industry-university cooperation, interest conflicts often exist. Therefore, those interested individuals in industry-university cooperation are faced with a dilemma. The purpose of this study is to reveal differences in values of the company person and the academic person that produce dilemma. On top of that, the promotion of industry-university cooperation, project management methodologies on elimination of dilemma arising from the difference in values are considered.
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-Consensus Building Process through Negotiation-
Tsuyoshi IMANISHI, Ichiro KOSHIJIMA
Pages
314-325
Published: 2015
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Complicating relationships cause conflicts between stakeholders participating projects under the globalization. Conflicts are environmental factors of risks and leading to schedule problems and losses in the project when managers do not handle adequately. Commonly managers negotiate to resolve conflicts. Although ordinary non-zero-sum methodologies are efficient to make alternatives as cooperation and conciliation, it cannot be fully applicable to collaboration such as making renewed alternatives that can convince each other. In this paper, the authors propose a methodology of making renewed alternatives under understanding each value criteria of decision makers as negotiating for collaboration.
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Yuma SAITO, Pracharasniyom KITSANA, Tsutomu KONOSU
Pages
326-335
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P2M has been used on many project and program management as a Japan specific standard。However, Japanese companies expanding overseas for offshore development are still faced with many problems. Thailand is becoming more important market for many Japanese companies. The difference of the attitude between Japanese and Thai workers toward delivery management often becomes a problem. In this study the attitude and behavior of Japan and Thai workers relating to delivery management were investigated . As a result, it was found that Japanese people have a tendency to emphasize processes, whereas Thai people have a tendency to emphasize results. Furthermore, as we considered that the frequent occurrence of delivery delays results from a lack of understanding of management tools. Also, some problems of Thai human resource management from the viewpoint of usability engineering. From these results, the solution for project management in Thailand was discussed based on the time management of P2M standard.
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Yutaro HIRANO, Atsuya UCHIDA, Tsutomu KONOSU
Pages
336-346
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The purpose of this study is to survey the relation between personal personality and consensus building process. The method of forming the team based on the individual characteristic of project member was also investigated. “Jungian Personality type theory” was employed as a classification of personality.
As a result, there is significant difference between complementary group and homogeneous group by the experiments of real educational program. It is effective to activate individual layer of members for effective discussion. It will be able to apply for the method of effective forming actual project. Also, there are significant difference between work attitude and personality. The participants of Emotional type and Norma type tends to require longer session for finding their opinions, also their way of thinking tends to be subjective. On the other hands, the participants categorized as a Flexible type is able to activate group discussion.
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Yuki Hamada, Ichiro KOSHIJIMA, Kenji WATANABE
Pages
347-356
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In P2M, business Strategy has to be divided into multiple project missions. The program simultaneously manages all projects with their value chains that propagate results of activities. At the first stage of the program, execution plans may be settled with uncertainties that spontaneously change the original execution plans. In the previous paper, the authors proposed scenario design method based on the SWOT combined with IDEF0 that discloses the causes of uncertain situations. In this paper, to coop with uncertainties and dynamically change the execution plan, a situation management method that specifies causes of changes and their affected portions through the interfaces among stakeholders is presented with an illustrative example.
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Jaewook Kim
Pages
357-361
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The purpose of this paper is to explain the current state of the management control problems in inter-organizational relationships. In recent years, inter-organizational management has been a major component of competitive strategy to increase organizational productivity and profitability. For the purpose of research, I present a case study on the use of the inter-organizational management control systems (MCS) by a large Japanese manufacturing company. Finally, I find in particular the importance of management control factors associated with the activities in inter-organizational relationships.
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Kazuyo MOROFUJI, Masao TOYAMA
Pages
362-367
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The purpose of this study is that to clarify the advantages and disadvantages of Business Succession. It's considered that starting a business and business succession is project. I create a WBS about the project of Business Succession and starting a business. There is less information of successor's task. Based on the WBS for starting a business, I presented in WBS for task that successor is done. And I compare the WBS for starting a business with the WBS for business succession. One of the benefits of business succession is that able to work together with management who have the knowledge and know-how. It can be expected acquisition of knowledge, including tacit knowledge.
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Editorial Board of International Association of P2M
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Editorial Board of International Association of P2M
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Editorial Board of International Association of P2M
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