NIN2 P2M

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。

□ Systems Analysis Soft Systems Methodology (SSM)　 Soft Systems Approach, which is appropriate when an agreemen...
08/06/2026

□ Systems Analysis
Soft Systems Methodology (SSM)　

Soft Systems Approach, which is appropriate when an agreement on the objective to be accomplished (‘What’) has not been reached among the interested parties or when a complex social event is being dealt with and the objective cannot be defined clearly, has seen various techniques developed since 1970’s. Among many soft approaches, the below describes Soft Systems Methodology (hereinafter SSM) developed by a British professor Peter Checkland, in particular.

The SSM is based on the basic premise that "the meaning of the social situation differs depending on the position", and was developed as an approach to explore meaning from a state in which various values are intertwined complicatedly. The accommodation as a key word, there is a thought that "Do not ask for unity of position and senses of values, the differences remain unchanged, adjusted according to each other, approaching an agreement" is included.

As the concept of SSM, Stage 1: Structure a Problem Situation, Stage 2: Select Relevant Systems, Stage 3: Prepare the Root Definition, Stage 4: Construct a Concept Model, Stage 5: Compare with the Real World , Stage 6: Create a Reform Plan, Stage 7: Execute a Reform Plan. (refer to Figure here posted).

Out of the above seven stages, the stages 1 to 5 can be labeled as a soft approach that clarifies ‘what needs to be done’ and the stages 6 and 7 are as a hard approach that explores ‘how it should be accomplished.’

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□　Systems approach and Project Models =As an additional point =　　Relationship between Customer Function (First Layer) ...
02/06/2026

□　Systems approach and Project Models =As an additional point =
　　Relationship between Customer Function (First Layer)
and Product (Second Layer)

The systems approach can be applied to business management too.
Abell (D.F. Abell), for instance, made a suggestion of specifying ‘Customer Class’ that uses products and services, ‘Customer Function’ to which products and services are used and ‘Unique Technology’ for providing products and services, as a way of defining the business domain.

At this time, by dividing the project activity into "customer service system layer", "product system layer", and "project system layer", the concept of systems approach becomes easy to apply, and it is possible to effectively proceed with the project and obtain high quality products.

- A Viewpoint of Service Offering (First Layer) : The viewpoint of the first layer is an approach to be aware of service offering to the client function, to which functions (values) of which type of customers it aims at contributing, and provide the functions of a product that will enable it. It starts with customer value and, in order to maximize it, the service offered to customers is considered as a system and documented as a service model.

- A viewpoint of Project Result (Second Layer) : The viewpoint of the second layer is to capture the function and internal structure of a project’s result (product) that is demanded in the customer service model and describe it as a system model.
The structure of a system as the result will be detailed or modified as the project activity progresses. (Refer to Fig. here posted.)

- A Viewpoint of Project Structure (Third Layer) : The viewpoint of the third layer is, in seeking the offering of customer service, to optimize a service model and a system model derived from it from the overall perspective, capture the structure of a project that will achieve it as a system and convert it into a model.

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□ How to understand systems in a systems approach It is important to understand the characteristics of the system. He...
26/05/2026

□ How to understand systems in a systems approach
It is important to understand the characteristics of the system.
Here are the four main features:

(1) A System Can Be Recognized
A system is defined by how it perceives from outside its boundaries. There are many artificial systems that everyone can recognize in the same way, but systems in the natural world and systems that include human activities may have different recognitions depending on the person. Therefore, it can be said that the system is recognized from the outside.

(2) A System Has Hierarchy and Emergent Property
A system as a whole can be hierarchically expressed by combining a plurality of partial systems. At this time, the sum of the outputs produced by each of the partial systems is not necessarily the output of the entire system. By combining a plurality of partial systems into a total system, the total system produces an output greater than the sum of the individual partial systems. The differential output produced at this time is called emergence.

(3) A System Has a Function of Communication and Control
In order for the system to achieve its purpose, it is necessary to control each element in a well-related manner. Communication is key to achieving that control. Communication is especially important in human activity systems. Even in a society where each person performs their own activities or in a system that combines autonomous decentralized devices, some kind of control is necessary to achieve the purpose of the whole system.

(4) A System Has Self-Organizing Nature
A system may change its internal structure according to changes in the external environment while communicating with the outside of its boundaries. This is called the self-organization of the system.

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□ Systems approach Three methods of systems approach① Systems Engineering] An integrative engineering process to cap...
18/05/2026

□ Systems approach Three methods of systems approach

① Systems Engineering]
An integrative engineering process to capture and describe a project’s mission to engineer　built　environment　as a system and integrate the whole component into a totally functioning system, though systems analysis and evaluation.

② Systems Analysis
An analytical proposed system and examine what should be process to analyze a done and how requirements can be executed in the most appropriate manner, etc., to facilitate a better choice from multiple alternatives

③ Systems Management
A management process that guides a systems approach under the constraints of an organizational strategy, mission, budget, timeline, resources and other specific objectives, much part of which is carried out in the form of program and project management. Or the systems management is a broader management framework than project management.

Project Management
A project is typical system combined of each system. Systems Approach in PM provide the way of thinking and an integrative engineering and politico socio economic methodology to find clues to solve problem as a mission, the main target of a project and to systematically configure and integrate the total project as a grand system.

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=As an additional point = □　Subjects of Project and Degree of Difficulty in Systems Modeling　　In general, cotemporary pr...
12/05/2026

=As an additional point =

□　Subjects of Project and Degree of Difficulty in Systems Modeling

　　In general, cotemporary process-oriented project management activities do not highlight the systems approach particularly, but in fact project management had been diversified from systems management, a division of the systems approach, and there has occurred renewed quest for the systems approach in recent years since there have been an increasing number of project categories that are difficult to be captured as a system.

　Figure shows comparative examples to support this claim.

A conventional engineering method that deals with tangible objects, including in a project of plant stream, is called the Hard Systems Approach (HAS), a method called the Soft Systems Approach (SSA) is proposed as an approach to deal with something intangible, as in a project of human activity stream, which is hard to be systemized.

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Program management □　Knowledge management　 The useful parts of the information and knowledge gained must be passed on ...
05/05/2026

Program management
□　Knowledge management
　 The useful parts of the information and knowledge gained must be passed on to the next project and the next generation. In project organizations, there is a strong tendency to consider the success of the current project as the end goal, and little thought is given to passing on information and knowledge to future projects. However, to improve organizational productivity and quality, and enhance competitiveness, it is crucial to accumulate the knowledge assets gained through project ex*****on and to cultivate the ability to utilize them in future projects.

　 Knowledge management is necessary to use knowledge in project management. Knowledge management is classified into four types, as shown in Figure 5-3-10.
Sharing this invaluable "invisible asset" of knowledge and information not only improves the efficiency of work within the organization, but also fosters a sense of ease and fulfillment among individual members, and enhances psychological safety in the workplace.

　Best Practice Sharing Type: In a best practice sharing type project, the experience of a successful project is shared as knowledge assets with other project stakeholders, promoting the success of other projects.

　Expert Knowledge Network Type: In projects, this involves seeking opinions from experts with diverse expertise within the organization.

　Knowledge Capital Type : In projects, this involves leveraging the organization's knowledge assets, specifically intellectual property rights, to create a favorable situation for competitors.

　Customer Knowledge Sharing Type: In projects, this involves utilizing the client's past project assets or intellectual property rights to advance the project. It also includes the sharing of knowledge and information between the client and the contracting company when determining the project scope and specifications.

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Program management□　Organizations as a “Place” for Knowledge Creation Organizations as a “Place” for Knowledge Crea...
28/04/2026

Program management
□　Organizations as a “Place” for Knowledge Creation

Organizations as a “Place” for Knowledge Creation Nonaka, the proponent of the concept of “place,” states that “place” lies between knowledge and information (see Figure 5-3-7).
　　He argues that “to promote the sharing of tacit knowledge, one must first establish a place for interaction between individuals,” and that knowledge is created “organizationally, first within a group, which is the ‘magnetic field’ of action,” and that information is used to create knowledge through contextual information related to the place (simply put, 5W1H information). If we adopt this theory, the “place” becomes deeply involved in the formation of knowledge as the birthplace of experience.

　 This “place,” in the context of a program or project, can be expressed more concretely as a “community.” A “community” can be considered a place where stakeholders of a program or project interact and collaborate toward a common theme or objective, creating new value.

　Tacit knowledge arises from interaction with the physical and sensory environment and is transmitted to others through physical experience. Therefore, tacit knowledge is essentially inseparable from the "environment." To share knowledge that remains within the value chain and value system, it is important to bring those with tacit knowledge into contact with other project members. Transferring tacit knowledge not in specific meetings, but in places where people are always together, observing each other's work, is effective for project ex*****on.

In many projects, attention is paid to QCD (Quality, Cost, and Delivery) with the final deliverable as the main focus, but it's fair to say that not much time is spent gathering knowledge from team members in the final stages of the project. However, if we recognize the importance of the "environment" (i.e., the team and its members), then spending time collecting the knowledge about "why the project was so successful" that has been cultivated over time can be evaluated as a worthwhile investment in knowledge management.

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Program management□　Experiential Learning　Experiential learning is the process of repeatedly applying what has been lear...
21/04/2026

Program management
□　Experiential Learning

　Experiential learning is the process of repeatedly applying what has been learned through experience to subsequent experiences. This process of learning through experience is called the learning cycle.　For the growth of program and project managers, gaining experience in practical settings is essential, along with classroom such as training. However, simply increasing the number of experiences does not lead to growth. To connect these experiences to growth as useful learning, it is effective to understand how to learn from experience. By going through the cycle of learning from experience, one can build a foundation for growth using experience as fuel.

　Experiential learning is a cycle consisting of four steps: experiencing, reflecting, conceptualizing in language, and utilizing as new experience. The first step is to gain experience. At this time, instead of acting according to instructions or manuals, think for oneself, act, and accept the results (concrete experience). Next, confront and reflect on the results of the experience. Reflect on one‘s own experiences, whether failures or successes, from diverse and broad perspectives (reflective observation). As the third step, the insights gained from reflecting on the experience are conceptualized so that they can be applied to future experiences. These insights are articulated, understood as lessons learned, and internalized as personal theories. Sharing these concepts and lessons within the organization is expected to improve the overall strength of the organization (conceptualization and　abstraction).Furthermore, these concepts and lessons are applied to new tasks to test their effectiveness and make further improvements (active experimentation). This active experimentation leads to the next concrete experience, and the cycle repeats.

　By repeating this process of experience and reflection, the lessons learned through experience are utilized in new experiences, leading to the growth of the experienced individual and, consequently, the growth and success of the organization.

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Program management□　 Competency Elements and Evaluation Criteria of Practical Skills (10 Taxonomies)　　In P2M, practical ...
14/04/2026

Program management
□　 Competency Elements and Evaluation Criteria of Practical Skills (10 Taxonomies)

　　In P2M, practical skills are an inseparable set of abilities embodied by individual managers. However, evaluating individual abilities is impossible when skills are inseparable, and it is desirable to visualize their constituent elements as much as possible for the purpose of skill improvement. In P2M, practical skills are classified into 10 characteristic elements, as shown in Figure 5-2-6. These are complementary and partially overlapping competency elements.
　　
　　The taxonomy presents a systematic classification based on a unified perspective, using these constituent elements as criteria for evaluating practical skills. The taxonomy can be used as a guide when enhancing practical skills in order to fulfill the role of a program/project manager. It can also be used as an evaluation criterion for practical skills in the development of program/project managers.
　　Thus, the taxonomy as an evaluation criterion for practical skills is a behavioral standard, an indicator of competency evaluation, and a foundation for competency development.

　P2M's practical skills require a wide range of abilities, and managers are expected to possess high overall competence. However, these abilities are not one-size-fits-all; their nature and characteristics can vary depending on job position, role, and the manager's personality.

　Figure 5-2-6 shows the competency elements and their evaluation criteria (10 taxonomy) in P2M.

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Program management□　Change Agility / □ The Importance of Organizational Culture To increase the probability of succe...
07/04/2026

Program management
□　Change Agility / □ The Importance of Organizational Culture

To increase the probability of success in creating innovation and transforming businesses, simply systematizing and implementing program and project management methodologies is insufficient. In this VUCA era, organizational culture, which is the business infrastructure that greatly influences the outcome of programs and projects, needs to be agile in the face of change.
P2M defines organizational agility as "change agility." Change agility refers to the organizational ability to grasp changes in the internal and external environment, and to create, accept, and promote activities that bring about innovation and transformation. It is important to enhance change agility. In the past business environment, growth continued steadily, and the future was somewhat predictable. In traditional organizations under such conditions, top management determined strategies and policies, and the field staff were expected to follow them efficiently. On the other hand, in an era of high uncertainty, the field staff needs to sense change and proactively speak out and take action to change the field. These actions gradually become implicit rules and norms within the company, are recognized, and eventually incorporated into the company's systems and structures. In the former case, ordinary capabilities were key to growth, and a control-and-management style was suitable. In the latter case, dynamic capabilities were required, and a permissive-and-learning management style was suitable. Capability refers to the ability and skills to effectively manage specific activities or processes and lead them to success.

Dynamic capabilities, as proposed by David Teece of the Haas School of Business at UC Berkeley, consist of three elements: ① Sensing (the ability to keenly perceive change and sense opportunities and threats), ② Seeking (the ability to seize opportunities and reconfigure necessary resources both internally and externally), and ③ Transforming (the ability to implement change within the organization).

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