Proceedings of International Association of P2M
Online ISSN : 2432-0382
ISSN-L : 2432-0382
2021 Autumn
Showing 1-31 articles out of 31 articles from the selected issue
  • Editorial Board of International Association of P2M
    Pages Cover_1
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
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  • Editorial Board of International Association of P2M
    Pages Cover_2-Cover_5
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
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  • [in Japanese]
    Pages IS_1-IS_12
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
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  • [in Japanese]
    Pages PS_1
    Published: 2021
    Released: October 16, 2021
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  • [in Japanese]
    Pages PS_2-PS_7
    Published: 2021
    Released: October 16, 2021
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  • [in Japanese]
    Pages PS_8-PS_12
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
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  • [in Japanese]
    Pages PS_13-PS_14
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
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  • [in Japanese]
    Pages PS_15
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
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  • [in Japanese]
    Pages PS_16-PS_23
    Published: 2021
    Released: October 16, 2021
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  • Kazuto Otani, Akira Kamoshida
    Pages 1-19
    Published: 2021
    Released: October 16, 2021
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    Since 2015, Japanese engineering companies have executed contracts for plant construction Projects(PJs) in the United States and other countries through international construction joint ventures with peer companies in the partner country, but PJs in the United States have failed, and those outside the United States have almost succeeded. The fact that can be said was seen. Regarding the impact of IJV on results, we reviewed previous studies from the perspective of (1) IJV organizational management (2) risk management (3) consensus building in different cultures. From those perspectives, it was shown that information sharing and consensus building within the JV have an impact on success or failure. However, the mechanism is not simple and includes many mediating and interacting effects between explanatory variables. Based on the reviews of these existing studies, as a future study, it is necessary to clarify an analysis model that integrates the above three viewpoints and clarify it by the organizational governance of IJV as a factor analysis of success / failure of IJV.
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  • - Focusing on the development of academic detailing activities -
    Satoka YAMANE
    Pages 20-38
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    The Japanese government considers optimizing medical costs with the advent of an aging society and tight medical finances. A promising initiative to reduce medical costs is academic detailing activities by pharmacist. Academic detailing is the outreach method for the physician. Academic detailing activities support and promote choice medicine and pharmacological therapy based on not commercial judgment but accurate clinical judgment. This judgment is from a scientific and fair, and neutral viewpoint considering safeness and cost-effectiveness. This activity has continued for over 40years in America. On the other hand, Japan has just started. This study verifies the function of P2M to perform academic detailing projects from the shared-leadership, management control system, and platform.
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  • ―New Approach of Balanced Score Card for P2M-
    Honghua Jin, Youichi HIRAMATSU
    Pages 39-54
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    In recent years, the emphasis of corporate response to SDGs and integrated reporting, and the importance of constructing a long-term value creation story has increased from the emphasis on the sustainability orientation. The source of corporate value creation shifts from tangible assets to intangibles, and can be interpreted as the increasing importance of multifaceted, multidimensional, and heterogeneous integrated management. In this paper, we will apply P2M theory to explore the business ecosystem and integrated management among various stakeholders from the relationship between corporate sustainability and management control. Furthermore, we consider from regarding the relationship between the financial and non-financial indicators incorporated in the BSC and the key performance indicators of the SDGs, the non-financial information required by investors and the relationship between the information in perspective of value indicator management in the integrated management of program management.
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  • -Program Management that connects Dynamic Capability and Ordinary Capability-
    Youichi HIRAMATSU
    Pages 55-66
    Published: 2021
    Released: October 16, 2021
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    Pandemics make the environment surrounding an organization very uncertain. For a future that can be predicted to some extent, P2M theory will work effectively. But does P2M theory work well in turbulent and unpredictable situations? Targeting this uncertainty, discussions on Dynamic Capability (DC) have been actively conducted in the research area of Strategic Management. In this study, we would like to discuss the conditions for the effectiveness of P2M theory under turbulent situation. First, we will do previous research on P2M and DC. We consider how relevant they are in situations of high uncertainty. Second, Program Management achieves greater effectiveness in resilient organizations.
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  • Hiroyuki OHNO
    Pages 67-81
    Published: 2021
    Released: October 16, 2021
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    Intoday'sworldofintersectingcomplexity, diversity, andmultiplicity, it isimportanttorapidlydesign, implement, andoperateabusinessstructureagreed uponbystakeholders. Inthisstudy, Iproposeanuncertainty-resistantbusinessdesignplanningmechanismbasedontheanalysisandsynthesisofthe SystemsApproachtothemissionorientationof P2M. Thismechanismincorporates” analogicalmodification”and” inspirationandreflection”learned fromtheactionofartistsandathletesintothemechanismof ”ideas”inindividualandgroup. Thismechanismencouragesiterativeanalysisandstructuringof ideas, andderivesaprojectscenarioforthebusinessunderanappropriateevaluation”accommodation” ofthegroupofideasgeneratedthroughthe diversification andelaborationofideas. Thismechanismshowsthedirectionoftheschememodelinthe3Smodel.
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  • Takefumi FUJIHIRA, Masaki KITAZAWA, Satoshi TAKAHASHI, Atsushi YOSHIKA ...
    Pages 82-89
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    The trading team of a financial institution consists of traders with various experiences and knowledge, and they trade according to their market views. A leader leads the team, and intervenes in the members' decision with his/her own views on the market. Although the trading team is initially diverse, it can become a uniform or a diverse team depending on the leader's intervention. This study will utilize Agent-Based Modeling (ABM) techniques to model the effects of leader intervention on organizational characteristics to clarify the impact of leader behavior on trading team performance. This study will report the results of interviews conducted with trading team leaders on the actual investment situation, keeping in mind Agent-Based Modeling (ABM) techniques, to clarify the impact of leader behavior on trading team performance and organizational characteristics.
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  • Yuko IWASAKI
    Pages 90-99
    Published: 2021
    Released: October 16, 2021
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    The impact of disasters on business operations is serious and ensuring business continuity through appropriate preparedness is essential for economic recovery. Risk finance, as a method of disaster risk preparedness, is designed to mitigate or quickly recover from damage by facilitating the smooth functioning of finance. However, to promote risk finance, risk assessment and countermeasure methods are being proposed by several financial institutions, and there is no one type of business that can provide a one-stop risk solution. In order to solve these problems, this paper proposes a disaster finance framework that utilizes P2M for enterprise-wide management of programs and projects.
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  • ―Proposal of Stakeholders Analysis Method to Build Business Ecosystem―
    Koji SEKIGUCHI, Koji OKADA
    Pages 100-119
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    Toward the sustainable development, it is expected for companies to transform their business models by themselves. Therefore, program management, especially the scheme model type project, is essential to design business models with considering business ecosystem, then the methodology/process to design business models is required. In the previous paper, we proposed business boundary analysis method as a portion of the methodology/process. In this article, we propose a business ecosystem stakeholder analysis method to build business ecosystem with various stakeholders outside of boundary. Furthermore, we confirm the availability of the method by analyzing the actual company's activities related with building business ecosystem, based on our proposed method.
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  • Issei SHIMIZU, Koji SEKIGUCHI, Koji OKADA
    Pages 120-139
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    For sustainable development, corporate-led social innovation would be required. Projects & programs are essential for successful innovation, and project & program management studies on corporate-led social innovation programs, based on a constructive (virtual experiment by computer) approach, would be expected. The importance of business environment simulator, in addition to project simulator, as a component of the virtual experiment environment, has been pointed out. In this article, to build business environment simulator effectively, we propose an extension of the simulatable business model description framework, based on surveying and analyzing SDGs business cases.
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  • – The dynamism of effectuation and caution in 3S model –
    Tsembeldulam ZAGDKHOROL, Youichi HIRAMATSU
    Pages 140-152
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    Abstract: This research explores the integrated management of Mongolian venture And Global's business during the period of rapid business expansion through case analysis by applying P2M theory. Specifically, the business process of the business entity is reinterpreted from the development of 3S scheme model → system model → service model, and the entrepreneur's business understanding there has received a great deal of attention in recent years in entrepreneurship research, and it has become influential. Consider using the effect approach that has been used.
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  • Akiko KOBAYASHI, Masaki KITAZAWA, Satoshi TAKAHASHI, Atsushi YOSHIKAWA
    Pages 153-164
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    The mission of service providers is to maximize the value of their business by repeatedly interacting with the market and adapting their services to the market, starting with a hypothesis. This study proposes a design to construct a business hypothesis testing tool for service providers. Specifically, we will design a concept for a tool that combines bottom-up multi-agent simulation and participatory game simulation methods based on the P2M framework. In this study, we will examine what can be simulated and where the difficulties lie in the tools in such a design, using an actual project as an example.
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  • Extracting Risk Triggers in Most Projects
    Kana NITTA, Toshiki MORI
    Pages 165-181
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    As system development projects become larger and more complex, quantitative project management becomes more important. In recent years, evolving management tools and development environments enables us to store enough project data. Using this data, we have tried predicting project failure applying machine learning, and confirmed that the accuracy has reached a level where it can be used in actual operations. On the other hand, it turns out that predicting failures is not enough to improve the project situation. This study aims at the early recovery of high-risk projects. We systematically extract risk triggers which lead many projects into trouble, and validate them by comparing with several cases studies.
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  • [in Japanese], [in Japanese]
    Pages 182-185
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
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  • Takefumi YAMAKITA
    Pages 186-197
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    Companies that are forced to carry out value creation programs in drastic changes, in the environment are trying agile development while proceeding with projects aimed at improving productivity and seeking new forms of business promotion (DX). There is most of the software development is outsourced to SI companies, and although resources are unreasonable and wasteful, a waterfall type method with less risk is selected. However, it is said that agile development is suitable for the realization of DX. In this paper, we show the difference in leadership when practicing waterfall development and agile development and consider the change in management when P2M is applied to agile development.
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  • - Investigation and Analysis of Bridge Functions in European Automotive Engineering Companies -
    Kentaro ICHIMURA, Atsushi SHIMODA
    Pages 198-216
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    Due to the globalization of the economy, the industrial structure is changing to horizontal specialization. These changes are also occurring in the research and development of automobiles, where global collaboration is accelerating. In this paper, a model of success factors in overseas outsourcing projects of research and development was clarified through research and analysis of bridging functions in European automotive engineering companies. Although the bridging function is important for global collaboration, there have been few reports on the definition of the role of the bridging function in R & D projects and the relationship with the success factors of the project. Therefore, in this paper, an interview survey was conducted with experienced people who were responsible for the bridging function. As a result, it was clarified that the important role of the bridging function is to link the technical output of the company to maximize the outcome of the customer program.
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  • : Consideration of Profiling Management Practiced in Situations of High Uncertainty
    Sadayo HIRATA
    Pages 217-234
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    Manufacturing and production technology continues to evolve. The market is saturated with products, and customer demands are diversifying and becoming more complex. There is concern that the competitive advantage and profits of companies will decline, and the purchasing and satisfaction of customers will also decline, as companies will eventually become more commoditized and lower in price just by making efforts to mass-produce, reduce costs, and improve performance. In order to avoid such problems, startups that create and provide new value are required. In this paper, in order to derive new value, the inference process was complemented in situations of high uncertainty in profiling management, which is the starting point of the program. As a result, it was possible to suppress the overweight of technology and experience, extract the requirements, restrictions, advantages, etc. of each stakeholder in the current situation in Japan, and show a scenario for designing a new product. Furthermore, the procedure of this research was presented as a profiling management process for creating value for both customers and companies. This research can be expected to contribute to the support of start-ups such as entrepreneurship and innovation creation within companies.
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  • An Attempt at Elucidating Problems, Proposing Framework for Analysis, and Illustrating the Application
    Shin-ichiro KISHIMOTO
    Pages 235-249
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    In traditional P2M for research and innovation, it has been a common practice to physically concentrate personnel in a lab for efficient multi-person experimentation, stimulation of discussion, and transfer of knowledge and skills. However, the spread of COVID-19, which started at the end of 2019, has forced industry, academia, and government to limit the practices to prevent infection. Under this adversity, the proposal of contactless open agile P2M for RI is an urgent issue. In this study, we conducted qualitative research on the case of a research outsourcing project between companies in order to find clues to overcome these issues. We attempted to clarify the conditions for the establishment of ”non-contact open agile” mainly from the perspective of knowledge creation management.
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  • Takuto MURAI
    Pages 250-269
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    In this age of ultra-VUCA [Volatility, Uncertainty, Complexity, Ambiguity], where the future is uncertain due to frequent natural disasters and the global outbreak of new coronavirus infections, what is required of human resources is to further. in this era of ”Uncertainty, Uncertainty, Complexity, Ambiguity”, what is required of human resources is to improve their skills so that they can exercise their creativity, act on their own, and create new values. In this context, the need to incorporate the concept of art into the P2M system has begun to be proposed. In this study, we conducted a depth interview survey of artists and analyzed the results through text mining and coding analysis to determine whether the tacit knowledge that exists within artists can be formalized so that information can be obtained from the outside and applied to human resource development for program managers, the core of P2M.
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  • Study of Environmental Activity Cases at the Retail Store
    Yuriko YAMAMOTO, Yuji NAGAI, Hisanori OKADA, Akira YAMAZAKI
    Pages 270-286
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
    The SDGs have been established, and coexistence between people and nature is being regarded as an important social issue. Environmental conservation activities by volunteers in each region are often carried out together with others such as local schools, NPOs, and families, rather than alone. In order to protect the environment, local residents cooperate with the people who are close to them to tackle environmental issues unique to the region. On the other hand, it has been reported that volunteers' environmental efforts are not well known throughout the region, making it difficult to expand their activities. Accordingly, the idea of using a P2M (Project and Program Management) approach was adopted to solve this problem. This study proposes a framework that promotes the activities of community-based environmental NPOs by sharing and utilizing retail stores in the area as ”places” for connecting volunteers and residents. It was assumed that the environmental NPOs would see significant results through the cooperation of nearby retail stores and their employees. P2M was considered to be applicable in mainly volunteer platform management for promoting the environmental conservation activities of environmental NPOs.
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  • Kunihiko TANIGUCHI
    Pages 287-296
    Published: 2021
    Released: October 16, 2021
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    I have observed the shifts of the cores for regional growth as follows: the materials in the industrial age followed by information in the information ages and cyber-physical in Society 5.0. After graduating , I started working for a manufacturing company in the industrial period. I learned that three major elements of industry are “men” , ”materials” and “money”. However, I felt that “Information ” would come to the fourth in the future. Society 5.0 was included as one of the core policies in the 5th Science and Technology Basic Plan in December 2015 similar to Industrie 4.0 announced by Germany in 2012. The SDGs were set forced in Agenda 2030 by the United Nations in September 2015. This report discusses the future trends and the problems in the region.
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  • Editorial Board of International Association of P2M
    Pages Ex_01-Ex-03
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
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  • Editorial Board of International Association of P2M
    Pages Ex-04
    Published: 2021
    Released: October 16, 2021
    CONFERENCE PROCEEDINGS RESTRICTED ACCESS
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