NIN2 P2M

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NIN2 P2M

経済産業省の事業NIN2. としてスタート。現在はJAPI（日本国際化推進協会）が運営。
PMAJの書籍からプロジェクト/プログラムマネジメントをわかりやすく紹介する、2016年から掲載している。

経済産業省の事業であるNIN2（Nippon New Network for INnovation）において、PMAJ/P2MのFacebookページとしてスタート。現在はJAPI（日本国際化推進協会）が運営。
PMAJの出版書籍から、プロジェクトマネジメントやプログラムマネジメントをわかりやすく紹介するもので、2016年から週1回のペースでメッセージを掲載している。

13/10/2026

□ Communication Management , Fundamentals of Communication

Projects have a beginning and an end. Each project is composed of a diverse group of people, with members participating either for the entire duration or only for the period required. Executing a project under these conditions presents a challenge: ensuring that team members obtain necessary information reliably and in a timely manner.

Communication management is responsible for addressing this challenge. Major issues leading to project failure often stem from a lack of communication skills rather than a lack of technical competence. Project success is achieved when stakeholders understand these facts, recognize the importance of communication, acquire communication skills, and deepen mutual understanding.

◆ Sending, Receiving, and Comprehension Skills
Communication skills are defined by the ability to convey appropriate messages—suited to the specific purpose and situation—in a way that ensures the other party understands them. Communication is successfully established only when the recipient also possesses the ability to receive the message correctly. In other words, "two-way communication" requires understanding on the part of both the sender and the receiver.

◆ The Importance of Nonverbal Communication
In interpersonal communication within a project, nonverbal communication has a far greater impact on the message than verbal communication does. This can be expressed by the following formula: Total impact of the message = Words (7%) + Tone of voice (38%) + Facial expressions (55%) Beyond tone of voice and facial expressions, factors such as attitude (gestures, eye contact, etc.), gender, and attire also influence the impact of the verbal message. It is important to note that if there is a contradiction between the words spoken and nonverbal expressions, the meaning of the message becomes ambiguous, leading to frustration among team members.

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06/10/2026

□ Situational Leadership (SL) theory

　Theories focusing on a second type of leadership include transformational leadership　which drives organizational change　and servant leadership, which prioritizes ethics and spirituality while emphasizing support for team members.
　　
　Additionally, “authentic leadership” is garnering attention; this approach involves leaders valuing their own ethical principles, values, and ideas, sharing them openly with team members, and leading by building trust rooted in empathy. Such leadership styles　which leverage member diversity and foster strong trust through continuous communication　offer valuable insights for programs and projects aimed at driving change.

　Theories focusing on a third category—relationships with others—include followership theory and contingency theory.

　Situational Leadership (SL) theory is a prominent example of the contingency approach. This theory defines optimal leadership as the use of appropriate methods—specifically, providing direction and support　tailored to the individual capabilities, motivation, and maturity levels of each team member. Subordinates are categorized into four types, and the leadership approach is adapted to the specific type based on two axes: directive behavior and supportive behavior. Directive behavior encompasses giving instructions, issuing orders, supervising, and exercising control; supportive behavior involves questioning, active listening, providing assistance and aid, offering praise, and giving encouragement.

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29/09/2026

□ Overview of the Definition and Study of Leadership

　Various definitions and studies regarding leaders and leadership have been put forward. It is rich in polysemy and diversity, with meanings that vary depending on the situation or context.

Regarding the evolution of leadership research, studies can be categorized based on their primary focus: (1) leader selection and development; (2) leadership types and styles; and (3) the relationship between the leader and other group members.

The first category—focusing on leader selection and development—examines a leader's inherent qualities (trait theory) and actions (behavioral theory), as well as the process of growth through experience and learning (leadership development theory).

A representative example is the PM theory proposed by Jifuji Misumi and his colleagues. This theory broadly classifies the functions essential to leadership into two categories: "P (Performance) behavior," aimed at achieving goals, and "M (Maintenance) behavior," aimed at maintaining group cohesion. Leadership is then mapped across four quadrants based on these two axes. (as shown in Fig 5-2-8)

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22/09/2026

□　Experiential learning

　Experiential learning is the process of repeatedly applying lessons learned from one experience to the next. This process of learning through experience is known as the learning cycle.

　Simply accumulating more experiences does not automatically lead to growth. To transform these experiences into valuable learning and foster growth, it is essential to understand *how* to learn from them. By engaging in the cycle of learning from experience, one can build a foundation for growth using those experiences as a resource.

　　Experiential learning involves repeating a cycle consisting of four steps: experiencing, reflecting, conceptualizing (putting insights into words), and applying the concepts to new experiences. The first step is to gain experience. Rather than merely following instructions or manuals, the individual thinks and acts independently and accepts the consequences (Concrete Experience). Next, the individual confronts and deeply considers the results of the experience. Whether the outcome was a failure or a success, they review the experience from diverse and broad perspectives (Reflective Observation). The third step involves conceptualizing the insights gained from reflection so they can be applied to future experiences. This means articulating the lessons and internalizing them as personal theories. Sharing these concepts and lessons within an organization can also lead to an improvement in the organization‘s overall capabilities (Conceptualization/Abstraction). Furthermore, these concepts and lessons are applied to new tasks to test their effectiveness and drive further improvements (Active Experimentation).　This active experimentation leads to a new concrete experience, initiating the cycle once again. By repeating this process of experience and reflection, lessons learned from past experiences are applied to new ones, fostering not only the individual's growth but also the growth and success of the organization.

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15/09/2026

□ Practical Competence of Managers Implementing P2M
Roles and Practical Competence

　　In P2M, the common behavioral characteristics of successful program and project managers are outlined through a taxonomy of ten competency elements representing practical capability.　(F 5-2-6)

These behavioral characteristics are driven by knowledge, experience, and skills. Underlying them, however, are even more critical elements such as values, personality, motivations, and innate qualities. While the resulting outcomes are readily visible—and skills, knowledge, and experience can be measured against established standards—the values, personality, motivations, and qualities that drive behavior are less visible and harder to quantify. Insights into these traits are typically gained by observing behavior or analyzing responses to surveys and questionnaires.

Fulfilling the role of a program or project manager certainly requires skills, knowledge, and experience; yet, even more important are the values, personality, motivations, and qualities that enable one to effectively leverage and apply those assets. To use an analogy, skills, knowledge, and experience are the tools for action, whereas values, personality, motivations, and qualities determine how those tools are utilized and directed. Bringing an organization together, influencing people, and creating new value requires this complex interplay of elements.

An individual's mindset, values, and judgment criteria are shaped by their life experiences and career path; they constitute their unique character and define who they are. Manifesting these traits through behavior and enhancing one's practical capabilities not only leads to the success of programs and projects but also fosters personal growth as a manager.

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08/09/2026

□ Talent Management Implementation Process
　 Key Perspectives in Talent Management: Engaging People and the Organization 7S Framework

The 7S framework organizes the elements of an organization into seven components—all beginning with the letter "S"—to clarify the big picture when undertaking organizational transformation.
"Strategy" refers to the direction taken to generate competitive advantage, while "Structure" denotes the organization's form and framework, and "System" encompasses information flows, evaluation processes, compensation, and accounting mechanisms.

As these elements all relate to the organization's structural makeup, they are collectively known as the "Hard 3S.“

"Shared Values" represent the organizational values held in common by members; "Skill" refers to the capabilities possessed by the organization; "Staff" refers to the individual capabilities of the members; and "Style" denotes the organizational climate or culture.

Because these elements relate to the human aspect, they are known as the "Soft 4S.
“ When managing talent and engaging with a group, it is crucial to avoid focusing too heavily on isolated elements, which could lead to "local optimization" (optimizing one part at the expense of the whole). To prevent this, the 7S framework is used to take a holistic view of the organization across all seven elements. Planning and implementation should be carried out by coordinating these elements and ensuring consistency among them. To analyze the current situation, clarify issues, and formulate and implement reform proposals—while recognizing the interconnectedness of the various elements—it is effective to grasp the relationship between the whole and its individual components.

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01/09/2026

□ Talent Management Implementation Process

　　This section outlines the typical workflow of talent management within programs and projects as a structured process.

　　First, management policies are determined, and plans for implementation are formulated (Management Policy and Planning).

　　Second, the personnel required for the program or project are procured, and the organization is established (Program/Project Team Formation).

　　Third, personnel are brought together to form a cohesive unit, performance is enhanced, and the group is developed into a true team (Teaming).

　　Fourth, the status of the program or project is monitored, and issues are addressed to maximize the team's capabilities (Team Management).

　　The program or project manager is responsible for ensuring the effective functioning of this entire talent management process, spanning from planning to ex*****on and implementation.

　　The details of each process are described in the next posting!

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25/08/2026

□ Four Roles for Value Creation

Ulrich identified four roles regarding the purpose and value proposition of human resource management: achieving strategy, building high-productivity organizational systems, enhancing member commitment and competence, and driving organizational transformation.

In programs and projects as well, managers assume these four roles when driving human resource management to create value.

First, they build high-productivity organizational systems and manage the effective utilization of personnel—through activities such as selection, placement, and performance evaluation—to achieve objectives ("Administrative Expert").

Third, they formulate HR and organizational strategies closely aligned with business strategies to drive the achievement of strategic goals, while actively engaging with the organization and its people ("Strategic Partner").

Third, they formulate HR and organizational strategies closely aligned with business strategies to drive the achievement of strategic goals, while actively engaging with the organization and its people ("Strategic Partner").

Fourth, they drive organizational transformation through various initiatives ("Change Agent").

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18/08/2026

□　Human Recourse Management
Ability elements consisting of capability and assessment criteria
(Ten items of taxonomy)
　　　Human resource management consists of a series of processes, from recruiting and assigning personnel to utilizing their potential, in order to improve organizational performance and achieve strategic goals.

　　The program project manager is responsible for driving these human resource management programs and projects forward. They lead teams of individuals to deliver the desired outcomes of these programs and projects. In this way, program and project managers design, operate, and implement human resource management to ensure that the programs and projects they manage function effectively. This requires an understanding of the characteristics and functions of talent management, as well as deep insight into the complexities of human emotions and the motivations behind behavior. The professional capability of a program and project manager is defined as the practical ability to influence individuals and groups toward specific objectives and to drive the creation of new value.

　　The ten taxonomies summarize the practical skills of this program and project manager, serving as a guide and indicator for growth for those aspiring to become program and project managers. Enhancing these capabilities and honing one's skills requires a combination of acquiring knowledge and gaining hands-on experience in managing programs and projects; indeed, a program or project manager's practical capability is cultivated through the integration of skills, knowledge, and experience.

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11/08/2026

□　 Overview of Information
What is Information Infrastructure?

Information infrastructure refers to the foundational systems—utilizing ICT—that acquire, transmit, process, and store the information driving a company. It is indispensable for business operations and plays a critical role in fulfilling the requirements of information management discussed in the previous section.

　Key figures in corporate leadership and management bear the responsibility of recognizing the strategic importance of ICT-based information infrastructure. They must confront issues capable of shaking the very foundations of the business—such as information leaks and cyberattacks—and ensure the construction of an information infrastructure suited to the business, rather than leaving the matter entirely to the ICT department.

Overview of Information
Infrastructure Figure 5-6-5 illustrates an example of the information infrastructure within an organization that executes programs or projects.
Although highly simplified, this figure provides an overview of the information infrastructure as a whole. While information encompasses more than just what exists within ICT systems, the discussion here focuses on information infrastructure centered on ICT.• IT Platform An "IT platform" refers to the hardware-based facilities (including some basic software) required for a company or organization to conduct its business operations. The scale, complexity, and performance levels of these platforms vary depending on the size and structure of the organization.For instance, the requirements for database capacity, network architecture, and response speed differ significantly between a company engaged in local retail and a company with a global presence conducting both B2B and B2C business.

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+81362340551

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http://www.pmaj.or.jp/ENG/

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