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Editorial Board of International Association of P2M
Pages
Cover_1
Published: 2016
Released on J-STAGE: July 01, 2017
CONFERENCE PROCEEDINGS
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Editorial Board of International Association of P2M
Pages
Contents-1-Contents-6
Published: 2016
Released on J-STAGE: July 01, 2017
CONFERENCE PROCEEDINGS
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[in Japanese]
Pages
IS-1-IS-5
Published: 2016
Released on J-STAGE: July 01, 2017
CONFERENCE PROCEEDINGS
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[in Japanese], [in Japanese], [in Japanese], [in Japanese], [in Japane ...
Pages
PS-1-PS-12
Published: 2016
Released on J-STAGE: July 01, 2017
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-Quantified Visibility Tools for Architect Jump Methodology –
Shigenobu Ohara
Pages
1-16
Published: 2016
Released on J-STAGE: July 01, 2017
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High hurdles of social issues in Japan are featured by the four attributes of program by P2M theory. Creative reforms of projects have been subsidized by national policy and communities are being faced with governance of multiple projects or program execution stages to activate industries and human resources in globalized interfaces. The creative integration management for program management is vital to account for governance role to policy makers or managers. Here, the “Architect Jump” methodology of antecedent researches is focused to explore and apply “Value Design Window” for quantification and “Architect Canvas for visibility in practice.
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Akira YAMAZAKI, Atsushi SHIMODA, Hironori TAKUMA, Yoshikazu YAMAGUCHI
Pages
17-26
Published: 2016
Released on J-STAGE: July 01, 2017
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The importance of program management for R&D has been widely pointed out up to now, and study has also been progressed in P2M, aiming for the improvement of the theory, by putting R&D in scheme model preceding product development and commercialization. On the other hand, it can be possible to regard R&D itself to be the main target of management, and to realize that R&D should be positioned in scheme model, system model, or service model in a higher level of 3S model, in some cases. In this paper, how R&D should be positioned in program management has been reorganized for further discussion, expecting to support the improvement of theoretical framework in the future.
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MASANORI FUJISAWA
Pages
27-35
Published: 2016
Released on J-STAGE: July 01, 2017
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Business reform of the business is, so far, in order to achieve the target, primarily, efficiency with a focus on the inside and the division of labor, has been promoted in such a review of business processes. In recent years, information infrastructure are in place, efficiency and search capabilities and self-originating force improved result of, changes in the business environment has become quickly a wide range and speed. As a result, in the conventional how to proceed, objective target of the original will not match at PJ completion, events that can not be resolved, such as not lead to business models from PJ are increasingly.
This time, ”mission so far has been working with the” effort that goes beyond the framework of the industry (construction of the framework) ”than the two practical examples of” business reforms in the home-meal replacement manufacturing PJ ”, as a program that can adapt to change We tried to build the accomplishment of the framework. ”
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Ryujiro Sasao
Pages
36-47
Published: 2016
Released on J-STAGE: July 01, 2017
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Effectiveness of program approach in Official Development Assistance was repeatedly discussed in the lnternational
Association of Project & Program Management. In this thesis two groups of projects implemented are recognized as
programs and presented as successful cases. One is the case in Bolivia’s water supply sector and another is the case in Vietnam’s transport sector. As common points for two cases good management was practiced in terms of project
management, program design and relationship management of P2M. Besides, it is necessary to establish sustainability for programs to be successful and both of two studied programs adopted measures to maintain or improve the sustainability.
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Takeshi KAKINOKI, Hironori TAKUMA
Pages
48-58
Published: 2016
Released on J-STAGE: July 01, 2017
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The standards for program management have been set by multiple organizations during the last two decades. The concept of program management has gained popularity in business and among academics, which has resulted in increased research in this area. However, these studies tend to focus on case studies and academic themes, failing to clarify the following two points: 1) the common problems enterprises face in terms of program management; and 2) the issues corresponding to these problems that need to be resolved in practice.
This study analyzes practical program management problems using field studies on actual programs. In addition, it defines the issues and proposes solutions corresponding to these problems in order that they may be applied to other programs, thus, expanding existing program management standards.
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~The concept of P2M underlying all social economic activities~
Hideo KAMEYAMA
Pages
59-68
Published: 2016
Released on J-STAGE: July 01, 2017
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Ministry of Education, Culture, Sports, Science and Technology gave ”a personnel training strategy of science and technology” in last March. In this report, chemical engineering, are listed in the largest of the endangered species. In Asia, finding employment may be so good that the popularity of the chemical engineering is high. Differences in environment where the two countries have led to differences in existence value of chemical engineering. In order to chemical engineering education meet the needs of Japanese industry, it is necessary to evolution adapted to the needs of society. In this paper, we consider the study of the role of engineering system that can win the discovery and market value of the new technology that is being sought in the current Japan's social environment. As a result, P2M was discussed that in case the project of chemical engineering to presenting the methodology of value creation that is the basis of all social economic activities.
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Hideki Hayashida, Hiroki Funashima, Hiroshi Kubo, Akira Yamazaki
Pages
69-81
Published: 2016
Released on J-STAGE: July 01, 2017
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In previous papers, Hayashida, Funashima and et al have shown that it is possible to explain the status of R&D project for the specific cases to execute the quantitative model based on the magnetic model. A simulation was executed by using a large-scale data of follow-up monitoring of the NEDO project. First, by applying the model to the success and failure cases of the chemical companies, we were able to quantitatively identify the characteristics of the data of the success or failure cases. Then the result of applying also this model to research and development cases of different fields was able to demonstrate the universality / effectiveness of the model, with the similar features and trends of the success or failure cases in the chemical-based companies. With even more knowledge of differential analysis of the success and failure cases, the possibility of the feedback for the improvement of R&D projects is suggested.
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-APPLICABILITY OF PROJECT MANAGEMENT MATURITY MODEL-
JAEWOOK KIM, TAKAYUKI ASADA, MAKOTO TOMO
Pages
82-91
Published: 2016
Released on J-STAGE: July 01, 2017
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The objective of this study is to explain the current state of the relations between global networks and management control systems. For our research purpose, we have classified inter-organizational networks into global and local network types, and explored management problems using the management maturity concept. Finally, we develop two hypotheses on the role of management maturity levels in global networks. First, a company with high and low local networks requires a high maturity level of organizational structure and information sharing management. Second, a company with high global networks and high local networks requires a high maturity level of human resource and organization culture management.
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Yumiko Miyake, Naoshi Uchihira
Pages
92-105
Published: 2016
Released on J-STAGE: July 01, 2017
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Software developed in the external project is transferred to the customer. However there are not many guides (project standard, skill standard, among others) specifically indicate the PM capability for knowledge transfer. Therefore, the interview about the transfer was conducted to the 8 project managers belonging to large companies, which are entrusted the information system development. The survey revealed that PM needs not only capability to take over the products but also knowledge gained in the development.
This paper proposes the capability model of knowledge transfer for PM in information system development. The model shows the level of capability of knowledge transfer for PM.
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Global-CEP: Global Cultural Experience Professional for as Total Producer of Inbound “OMOTENASHI“ Comprehensive Service Industry and Employment Creation
Kinya TAMAKI, Toshihiko GONDO, Shinji NOGUCHI
Pages
106-116
Published: 2016
Released on J-STAGE: July 01, 2017
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“Global-CEP (Global-Cultural Experience Producer)” as one of new tourism human resources is proposed in this article. The Global-CEP is going to promote “OMOTENASHI” comprehensive service industry and job creation so as to vitalize regional economies. The purpose of this article describes two issues as the next. The first issue is to describe the business vision of the Global-CEP project activities through industries-universities collaboration. The second issue is to propose the curriculum design for human resources development of the “Global-CEP producer”. Especially, business concept creation based on experience tourism is detailed described among the curriculum design.
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Business Model using Business Model Campus
Hiroyuki TAKAGI, Motohiro HAYASHI
Pages
117-128
Published: 2016
Released on J-STAGE: July 01, 2017
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Japan Professional Football League (J-League) had established with a boom in Japan. And it became one of the three major sports in Japan. But some Japan Professional Football Team (J-Teams) are bad financial condition. Therefore, we tried to construct a New Business Model using some methodologies to solve the matter. Among them, focusing on Business Model Canvas, it discussed its usefulness.
In this paper, we propose a New Management Model; using 'Business Model Campus' with 'Value Proposition', perform a study of Management for J-Team model.
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Yuko IWASAKI, Kenji WATANABE
Pages
129-137
Published: 2016
Released on J-STAGE: July 01, 2017
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In the project risk management methods for risk aversion or risk minimization has been examined from a backward viewpoint. In financial institutions which supplies funds to projects, risks of bankruptcy, deterioration of management increased after Lehman shock. The importance of risk management increased. Therefore the framework of the risk (risk appetite) that financial institutions undertake is suggested from a foreword viewpoint.
In this study, authors propose a risk appetite framework from a viewpoint to undertake risks.to project risk management in P2M
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Isao KATO, Ichiro KOSHIJIMA
Pages
138-149
Published: 2016
Released on J-STAGE: July 01, 2017
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The authors have suggested “multi-program platform” as a strategic framework for achieving corporate vision. By analyzing the function and mechanism of this structure, we have described about the need of conducting dynamic alignment of programs that perform management activities autonomously at customer and internal business process viewpoint for achieving a common value of companies—corporate vision. In the process, it has explained that importance of the super program structure, R&D orchestration, and decision-driving protocol that become core elements of the “multi-program platform”. In this article, the above contents are organized and summarized and are explained about “multi-program platform” by applying the selected examples.
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Toward a specialized department to ensure Kaizen and Kaikaku at programs
Jeferson Shin-Iti SHIGAKI, Ichiro KOSHIJIMA
Pages
150-162
Published: 2016
Released on J-STAGE: July 01, 2017
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The purpose of this position paper is to discuss organizational design based on Program & Project Management (P2M) rationale seeking to better link program strategy and organizational learning. The output is an outline framework to support the development of capabilities at functional departments aiming to foster kakushin, kaihatsu and kaizen (3K) throughout programs. The proposed 3K Catalyst is a specialized unit to support the creation of an enabling environment for innovation at functional level. The design of the 3K Catalyst suggests a slight break with traditional matrix-structures to cross-disciplinary networks that strength functional departments by attracting resources and integrative abilities. This conceptualization attempts to a 3K-driven reform introducing a new element in organizational structures.
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Akihito OKAZAKI, Takayuki KAWAJI, Hiroshi MIYAKE
Pages
163-171
Published: 2016
Released on J-STAGE: July 01, 2017
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Japan’s manufacturing industry are in severe business environment after 10 years bubble economy collapse, reason of the stagnation of Japanese economy and breakthrough of emerging industry.
Consumers feel the added value, and products there is a technical advantage to encourage the willingness to buy, product development with new regulations is an important issue for the manufacturing industry. The authors, scale is small but feature-intensive organization many of the advanced products in the commercial vehicle manufacturer with (the first time in Japan, the world's first) has launched. In the present study, the function-intensive organization that played a major role in the product development, the creation of background, the function of the organization, describing the development practice case.
Subsequently, these were considered from the point of view of the 3S model of P2M, it is proposed for the existence of the organization in the future of the company R & D.
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A Trial Approach of Analyzing the Deviation of Project Outputs
Chikako MORIMOTO, Tohru MATSUODANI
Pages
172-183
Published: 2016
Released on J-STAGE: July 01, 2017
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It is well known that the understanding of the group dynamics is important for an effective program/project team. In recent years, the diversity's trend makes program/projects members cooperate with other members of a variety background. But the grasping the team state is difficult with observing. In this report, we analyzed the Gini inequality index (Gini-ratio) as the team-contribution ratio. At the result, we found that it is easy to grasp the team state by the team-contribution ratio.
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Editorial Board of International Association of P2M
Pages
Ex-1-Ex-2
Published: 2016
Released on J-STAGE: July 01, 2017
CONFERENCE PROCEEDINGS
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Editorial Board of International Association of P2M
Pages
Ex-3
Published: 2016
Released on J-STAGE: July 01, 2017
CONFERENCE PROCEEDINGS
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