To succeed, IT projects require deep involvement of the business sector. Failure in meeting terms, such as those regarding participation and low degree of project participation, results in system failure, cost overruns, and delays in the project schedule related to quality, cost, and delivery (QCD) time. These are however, not likely to actually lead to a project being abandoned. The Tokio Marine Group introduced the Application Ownership System, in 2000 as a measure to resolve such issues, while conducting repeated trial-and-error experiments over the years to promote the deepening and the fixing of this system, and it has now successfully implemented this system developed in collaboration by business and IT throughout the Group. In this paper, we report a case study of the Application Ownership System, and describe the technique of "owner man-month" devised for fixing the system. Through the knowledge gained from the trial and error experiments, we consider four success factors.

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Recently, there has been an increase in the implementation of large-size ERP packages. The methodology used for managing mid-size projects is not suitable for implementing such large packages. To tackle the problems and challenges that occur in large projects, new project management measures must be created. This is more so in the case of ERP packages, where technological innovations are very frequent and we need to be sensitized towards the latest technology. This project is termed "NEC V2 project." This can be a typical case study of creating new measures to manage ERP package implementation in a large-size organization such as NEC. With this project, IFS Application (ERP package) was implemented in NEC's Division 1, which produces super computers, IA servers, and storage devices. This case had four significant limitations and conditions. Special new measures were created to cover these limitations and control the project. As a result, both cost and schedule were kept under control and the project was able to go live successfully.

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This paper describes ICT Project cases of Japanese Multinational Companies (JMNCs), focusing on the difference in the characteristics and the value systems by ethnic groups. Due to the current "Globalization" trends, Project Managers have to manage the cultural gaps between stakeholders. Then Author summarizes lessons learned how to understand mutually with multinational team members, and guide to the goal successfully as a team though the idea of Semi-Globalization, after experiencing the conflict between Anglo-American Standards and Japanese Strands.

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Knowledge management in projects and project-based companies has been discussed in the context of partial optimization topics such as the capture of best practices, database construction, and knowledge codification. There are numerous examples of major investments made in these areas that have yielded little benefit to host organizations. Knowledge management is neither a separate management function nor a separate process, but rather a set of cross-disciplinary organizational processes that seeks the continuous creation of new knowledge and thus has to be integrated with the strategic perspective of the company's management. Based on such understanding, this paper presents a project knowledge management model by integrating a project management model and a knowledge management model.

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Many creative and sustainable projects have a common point in that they are devised by an individual and are developed in social empathy. This point is emphasized in "Theory U," which is a practical theory to focus on the inside and develop social innovations, and in "My Project," which is a social entrepreneurship education method devised by Hideyuki Inoue, a professor at Keio University. In this study, I interviewed Prof. Inoue and his students, to closely analyze the resemblance between "Theory U" and "My Project." I recorded the points that everyone can practice in daily life.

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A group with diversity is considered creative. Knowledge management in overseas projects has become increasingly important in a globalized knowledge society. On the other hand, there are reports that managing overseas projects is difficult owing to cultural differences. We propose project knowledge management from a perspective of enterprise knowledge management for superior execution of projects in countries with different cultures. We present a comparative case study on projects in Japan and China. Based on the analysis results, we propose a new concept of knowledge management style. We also find that cultures affect the style of knowledge management, and thus, knowledge creation. The findings are expected to contribute to project success in different cultures.

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