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。

=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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Program management □ Business Strategy In P2M, we aim to achieve success by translating business strategies into conc...
31/03/2026

Program management
□ Business Strategy

In P2M, we aim to achieve success by translating business strategies into concrete activities such as programs and projects.
In order to operate a business centered on programs, it is necessary to synchronize and link the two management cycles of business management and program management processes.

The program management process is designed to maximize program outcomes and is defined based on the program's risks and the timing of investment decisions.
On the other hand, business management is a process implemented across programs and occurs periodically as part of the organization's strategic decision-making and strategy review cycles.
Typically, businesses develop medium-term management plans looking 3 to 5 years ahead to realize their business strategy. Within these plans, specific activities are defined, and business plans are formulated to allocate budgets and implement those activities for the relevant year. The medium-term management plan is revised (rolled) annually to maintain consistency with the annual business plan. As shown in Figure 4-2-3, if a strategy is to be realized through a program, the program must be generated according to the policies of the medium-term management plan, and its activities must be reflected in the annual business plan.
Programs can be top-down or bottom-up proposed, and all programs are realized by being approved and budgeted within the business plan.

Approved programs are translated into specific implementation plans and implemented sequentially. The progress and value creation of the program are regularly monitored using IT tools, etc. At the time of strategic adjustment in business management, modifications to ex*****on are required, taking into account past results and changes in the external environment. In particular, budget reallocation is essential, and program performance and changes in the business environment may also change the strategic priorities of each program, which involves budget adjustments between programs.

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Project & program management□ Project Handover and Acceptance Project handover and acceptance may differ in content a...
24/03/2026

Project & program management
□ Project Handover and Acceptance

Project handover and acceptance may differ in content and form depending on the purpose and content defined in the contract. Essentially, it involves the release of contractual obligations.

For example, in construction and engineering projects, it is usually carried out when the initially intended performance has been confirmed through trial operation, etc. However, if the customer's contractual requirements are not limited to performance, the handover will occur upon fulfillment of contractual obligations.

　On the other hand, in software development projects, the handover usually occurs when the construction phase is completed and system testing is finished, ensuring system functionality and performance under a simulated production environment. While the responsibility for the work shifts to the customer at this stage, the supplier often maintains contact during the operational testing phase, in accordance with the contract and confirmation documents, due to the need to address initial issues during operational testing. The project is considered complete when continuous testing is finished, the transition to service entry is complete, and service entry (production) begins.

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Project & program management□　Earned Value Management During project implementation, schedule delays and budget overr...
17/03/2026

Project & program management
□　Earned Value Management

During project implementation, schedule delays and budget overruns are common, resulting in projects not progressing as originally planned. However, using earned value (EVM) allows for a unified assessment of scope, cost, and schedule progress using a single metric, allowing for project progress and performance evaluation and final cost estimates. The process of optimizing projects using this technique is called "Earned Value Management (EVM).

Earned value management can be used internally by both project clients and contractors for the following purposes:
- Evaluate project progress and performance to ensure appropriate invoicing and payment.
- Identify problems such as cost overruns and schedule delays early and take preventative measures.
- Quantify the impact of problems and implement appropriate corrective measures.
- Communicate the current project status to stakeholders in a quantitative and easy-to-understand manner as part of a communication report.
- Optimize resource allocation by comparatively evaluating multiple projects.

(Ref.) EAC (Estimate at Completion) is calculated by followings;
EAC = BAC / CPI
Actual to date plus remaining project budget modified by CPI, or
EAC = AC + (BAC – EV)
Actual to date plus remaining budget, or
EAC = AC + ETC
Actual to date plus new estimate for remaining work

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Project & program management□　Project Quality Management Overview Quality management is a series of business processes...
10/03/2026

Project & program management
□　Project Quality Management

Overview

Quality management is a series of business processes for economically producing products and services that meet customer demands. Specifically, it involves economically and efficiently procuring, designing, producing, and selling products and services of the quality required, ensuring that customers can use them safely and with satisfaction.

In addition, thorough quality management within projects enables early detection of defects, expanding countermeasure options and minimizing negative impacts on costs and schedules.

Quality management is a management function that delivers products and services of planned quality through quality planning, quality assurance, quality audits, and quality improvement under a predetermined quality system based on management policies and project policies (plans and contracts).

Quality Management Process
As shown in above, the quality management process consists of three processes: quality planning, quality assurance, and quality control. Quality assurance is considered an ex*****on phase process, and quality control is considered a control phase process.
P2M Guidebook 4th Edition p 325

In addition to above, it includes “Quality improvement (Improve Inefficient QM Process)”

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Project & program management □　Risk Management 　 Overview Project Risk is defined as an uncertain event that impact...
03/03/2026

Project & program management
□　Risk Management 　

Overview

Project Risk is defined as an uncertain event that impacts the project's overall performance.

Risk can generally be managed by analyzing the probability of a risk event occurring and the impact that it would have on the project if it were to occur.
Risk Management Process

The risk management process consists of policy formulation, risk identification, risk analysis and evaluation, and risk response development.
As shown in the diagram, the overall risk management process includes the processes of implementing, monitoring, and evaluating response measures and organizing risk lessons learned.

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