In the latest PMBOK^® Guide, key performance domains for project management are specified; however, methods for measuring and analyzing those performances are not described. In practice, Earned Value Management (EVM) is the primary and useful measurement tool. But various project-specific environments and constraints inhibit multi-view, multi-faceted statistical analysis of EVM data, and the full potential of statistical methods is not realized. This paper, Part 1 (i.e., in Theory), presents a theoretical introduction to techniques for overcoming inhibitions and the application of statistical methods in project management, and provides information on the findings and insights needed to improve performance.

The Part 1 (i.e., in Theory) , which was posted simultaneously with this paper, shows that various project-specific environments and constraints inhibit statistical analysis, but also shows that there are statistical mathematical techniques that can be applied to overcome these inhibitions. However, it is hard to understand at first, because the content in its theoretical part is beyond the framework of a general textbook introduction to statistics. But by looking at practical applications of the methods and concepts described in the theory, it becomes easier to understand the theory and its implementation techniques with a System Thinking approach. This paper, Part 2 (i.e., in Practice), provides information on the findings and insights needed for statistical analysis and evaluation in the performance areas by presenting specific practical examples and explaining the theory and techniques applied.

In a junior high school class, a project management (PM) exercise was conducted by making paper airplanes. This exercise introduced the concepts of quality, cost, and delivery to the team competition, and we confirmed that even junior high school students were able to improve their business sense to consider the balance of complex QCD.

For many years, the manufacturing industry has prioritized operational efficiency, leading to the formation of vertically integrated organizations within each company. However, recent trends such as low-cost development, rapid delivery, and digital transformation (DX) have emerged as significant management challenges. Consequently, the manufacturing sector is now focusing on enhancing agility and efficiency. There is an imperative to continually deliver high value, foster innovation through ''creating new business,'' and undertake ''business transformation.'' Conversely, despite the existence of established rules, processes, and assets accumulated over the years, initiating a new business venture or advocating for change can be impeded by organizational barriers. Such obstacles may manifest as sentiments like, ''I agree with the general idea, but I disagree with the specific points.'' To navigate these challenges within Japan's manufacturing industry, we will explore the role of PMO (Project Management Office) by referencing the guidelines provided in the 7th edition of the PMBOK^® Guide.

As an additional 25 million project specialists are needed by 2030, the rapid development of these professionals presents a significant challenge. Particularly, the cultivation of soft skills in project managers, which is crucial to the success or failure of projects, lacks established and clear methodologies. In response to this challenge, our company developed an innovative training program named "Rebootcamp." This program successfully enhances project managers' soft skills in a short period by integrating quantitative skill assessments, experiential project-based learning, and data-driven coaching. Our program demonstrated a 30% average improvement in participants' assessment results, indicating the potential for further refinements to the program to develop project managers' soft skills even more rapidly in the future.

Based on my decades of experience in a large corporation, explanations are provided on approaches and considerations for incorporating broad range of systematic practices into an organization. While recognizing the importance of project management, it is not easy to institutionalize it as organizational efforts. This paper describes the activities, structures, and concepts necessary to utilize externally established disciplines and practices across an organization to adapt to a changing business environment and to improve individual and organizational capabilities.

Chuo University’s Faculty of Global Informatics has been offering a course entitled “Project Management” as a specialized undergraduate subject since 2021, and this year marks the third year the course has been offered. Each year, the number of students who registered in this course was about 10, and careful small-group education was being promoted. However, this year, there were nearly 50 students who wanted to take the course, and the method used until last year could no longer be applied. Therefore, we devised ways to increase efficiency while maintaining the quality of education. This paper reports on its outline and aims.

Autonomous societies are characterized by a paradigm shift from individuals to communities, and from material to spiritual focus, within an era of rapidly changing values. Effective community management in such times requires novel approaches. This research investigates methods for effective community management through the role of individuals known as 'Source', who act as the wellspring of community activities, and the application of Agile practices. The Source provides the community with vision and initiatives, while community coaches offer support to materialize this vision. By applying Agile planning methods, this work promotes sustainable management practices. The study proposes a methodology for community management within autonomous societies and provides insights into its practical application.

The 2023 Agile project management fact-finding survey showed that organizations' efforts toward agile remained the same as last year, and progress was at a standstill. The Net Promoter Score (NPS) for Agile among those with Agile experience was -8. The fourth consecutive year of negative results shows that there needs to be more successful experience with agile practices. In this survey, we added questions inquiring about self-assessment of whether they had sufficiently implemented the 12 principles of the PMBOK^® Guide. Responding to these questions, more respondents said they could "very well implemented'' principles in agile application work than in non-agile development, in all 12 principles.

Furthermore, although the number of people with agile experience who answered that they were ``very well implemented'' for any of the principles was small, the results showed that their NPS was high. This paper recommends using the software life cycle process, which provides knowledge and techniques specific to software development, to better implement the principles of the PMBOK^® Guide.

The Human Resource Development Study Group produces output once every one to two years as a result of its activities. In 2023, we will incorporate some agile thinking and methods into our activity methods. By reviewing and sharing the results of our activities, we examined whether agile could be used as a driving force for other Study Group activities and other activities outside of our core business. As a result, Agile thinking and methods are useful, and in the future, people who are responsible for multiple tasks in their main job, side jobs, community activities, etc. will diversify, collaborate across organizations and roles, and create new ideas. I have come to believe that it can be expected to contribute to the realization of a society that fosters innovation.

Advanced Institute of Industrial Technology is a graduate school and engaged in the development of practical human resources needed by industrial society. As project management subjects, courses include a basic project management course based on the PMBOK^® Guide, a simulated project manager experience using a simulator, and other courses. This paper reports on scenario-based group learning related to efforts to improve project management power skills using "Human Skills Development Book for Project Managers," published by the PMI Japan Human Resource Development Study Group.

In 2022, with an approval of PMI Asia Pacific, PMI Japan Chapter concluded a joint project implementation agreement with Japan NPO Center and a project management training course for NPO was launched for further development of the project management community in Japan. The training course was planned and teaching materials were prepared to help participants from NPO, who are not familiar with the project management, to effectively learn contents of the training course. We provided lectures and practical exercises in which participants applied the project management skills to their own projects. We received comments from all participants that they want to utilize what they learned in the training course. We received a request from Japan NPO Center to continue our activities and are continuing in 2023. Here, we report insights and outcomes obtained through the experience of providing project management training course.

The outcome of enterprises affects society. Social impact can be positive or negative，intended or unintended. The influence of negative social impact is increasing seriously，and the United Nations has determined Sustainable Development Goals (SDGs) in September 2015. Many companies are trying to start the "SDGs business". However，almost all SDGs guides are for large multinational enterprises. The Project Management Institute Japan Chapter SDGs Startup Study Group has developed the methodology of SDGs business. One of our objectives is to create a Social Impact Assessment (SIA) guide for small-scale organizations，such as programs or projects. This paper aims to create social impact categories for SIA. We created social impact categories mapping between human rights in the current Japanese Constitution and three existing categories (GRI，Impact Radar，and SIMI). We also created questionnaire sheets for social impact identification in SIA to verify its effectiveness.

To find a new PM competency to apply today’s changing environment, we proposed KI-SHO-TEN-KETSU Type Individual Model in last paper (PMI Japan, Report of Project Management Research Vol.3) [1]. The proposed model was referenced from KI-SHO-TEN-KETSU Type Person Model. To move forward the research, we continued discussions. However, we sometimes faced difficulty due to confusion with both models ( KI-SHO-TEN-KETSU Type Person Model & Individual Model ) .To improve the situation, we tried to align both model’s character ( Organization vs Individual) with MACRO and MICRO which are generally recognized. Also, since we need to show our discussion should be focusing to PM’s daily operation, we renamed it to KI-SHO-TEN-KETSU Type PM Individual Model. In this pater, we show consideration of PM’s daily operation based on clarified KI-SHO-TEN-KETSU Type PM Individual Model.

In recent years, value creation has been emphasized in project management. But projects that involve requirements development, requirements definition, and design thinking to define value are exploratory, and it is easy for value definition to become difficult due to differences in values among project members. Tuckman's team-building model is well known from the team-building perspective, but in exploratory projects, teams rarely grow in a linear fashion, and it is a process of trial and error, going back and forth. This paper describes the team-building process at the fuzzy front end of an exploratory project and points to keep in mind in communication, using the "Co-Design Project" conducted in cooperation between the town of Oshamanbe, Hokkaido and the Tokyo University of Science as an example.

We envision innovation, etc. through step-by-step abstraction, starting with the introduction of integrated management of portfolio management, program management, and project management into the construction industry. Considering the scope from the cosmic level, I will discuss the following content. 1) Example of portfolio/program/project management structure in the construction industry. 2) Portfolios/programs/projects are also required for field staff. 3) The cost estimation tree is exactly like WBS. 4) The key to finding a solution lies in gradual abstraction. 5) Breaking down stereotypes through gradual abstraction. 6) Consider gradual abstraction from the cosmic level. 7) From trinity management to gradual abstraction. From these ideas, “diverse ideas”, “awareness”, and “innovation” merge, providing a foothold for finding solutions to challenges in the construction industry and global environmental problems.

The Department of Medical Secretarial Arts at Kawasaki University of Medical Welfare has introduced project management education as part of its medical secretarial training since 2014. This education equips students with knowledge and methods applied in their off-campus training, qualification pursuits, and club activities. As a result of this study, there has been a notable change in the students' awareness and behavior. They can now plan schedules in detail by breaking down structure, always considering risks, thinking of countermeasures before they happen, and viewing communication from the viewpoint of information exchange. These results suggest that university students can effectively utilize project management education in their daily lives when preparing procedures to proceed with their projects.

Japan has the fastest aging population in the world and is losing economic and social vitality due to labor shortages and increasing social security burdens. Many previous studies related to solving problems in an aging society have pointed out that underlying social connections (referred to as exchange networks in this paper), such as relationships between individuals, communities, and companies, are essential. However, it turned out that there is not enough research on specific measures to achieve this.

This paper applies the SDGs startup methodology to formulate expectations for elderly people living in an era of 100-year lifespans and recommendations for local governments and companies that support them. By allowing the elderly to work if they are physically and mentally fit, this will compensate for the labor shortage and reduce the social security burden.

In recent years, the business environment has undergone a major transformation due to the “increasing complexity of projects” and “diversification of work styles.” As a result, there is an increasing number of issues in organizational and project management that cannot be solved by traditional change leaders and project managers alone. As a means of responding to these new challenges, many organizations have established PMOs (Project Management Offices) within their departments and projects to provide support in an increasing number of cases. This paper provides recommendations for PMOs to adapt to this new trend. The first half of the book examines the PMO's organizational agility and specific approaches to agile development and discusses how to put them into practice. In the second half, we will discuss agile PMOs that accompany change leaders based on examples of PMOs in other countries.

Japan's declining birthrate and aging population continues unabated. Although various policies have been implemented over the past 50 years, the economy is still stagnant and social issues are mounting. The reasons for this are wide-ranging, but in order to regain vitality, we must create a society where young people can have dreams and elderly people can feel a sense of purpose in life. An analysis of previous cases revealed that there was not enough interaction across generations.

This paper uses the Lean Startup approach to develop a management method that allows participants to participate in actual activities to solve social problems, and from that experience builds a network that promotes interaction between generations. In response to the “different-dimensional measures to counter the declining birthrate” that were suddenly proposed in January 2023, we propose to the three generations of the elderly, working people, and young people (separate from the government's policy centered on financial support) countermeasures against the declining birthrate using a social approach.