Contents -- Monden Institute of Management -- Editorial Board -- Preface -- 1 Features of KPM -- 2 Structure of This Volume -- 2.1 The orthodox, contemporary, and new categories of project management -- 2.2 KPM - the new Japanese Project Management -- The Guide of Essential Terminology in KPM -- A project -- Project management -- A program -- Program management -- Kaikaku Project Management (KPM) -- Mission -- Explicit and implicit missions -- The owner -- The contractor -- The stakeholder -- Value creation paradigm -- An organizational view -- Shikumizukuri view -- P2M -- Acknowledgments -- Part 1 FRAMEWORK OF CONTEMPORARY JAPANESE PROJECT MANAGEMENT -- Abstract -- Framework of Contemporary Japanese Project Management (1): Project Management Paradigm - Interpretation, Application and Evolution to KPM Shigenobu Ohara -- 1 Introduction -- 2 Interpretation of Project Management Context and Applications -- 2.1 What is project management? -- 2.2 PM applications in the engineering industry -- 2.3 Project management application in ICT industry -- 3 Development-Type Project Management and Risk Issues -- 3.1 Project risk hazard -- 3.2 Inquiry survey for project failure -- 4 What is the Difference in Japanese Project Management? -- 4.1 Project management standards -- 4.2 Contemporary paradigm of Japanese project management? -- 4.3 A case study of the introduction of the contemporary PM paradigm -- 5 What is Kaikaku Project Management? -- 5.1 Kaikaku: Strategy linkage reform -- 5.2 Three layers composition of Kaikaku -- 5.3 KPM knowledge framework -- 6 Conclusion -- Acknowledgments -- References -- Framework of Contemporary Japanese Project Management (2): Kakusin-Innovation Program Management (IPM) - Organizational Acceptance and Dynamic Intellectual Cycle Shigenobu Ohara -- 1 Introduction -- 2 Organization and Value Creation.

2.1 Corporate strategy and organization -- 2.2 Value creation view -- 3 Innovation Program Management (IPM) -- 3.1 Program lifecycle and integration of plural projects -- 3.1.1 Profiling management -- 3.1.2 Strategic management -- 3.1.3 Architecture management -- 3.1.4 Platform management -- 3.1.5 Lifecycle management -- 3.1.6 Value assessment management -- 3.2 A case study of electronic components innovation -- 3.3 Analytic interpretation -- 4 The Threshold of Success and Failure -- 4.1 Inquiry research survey by organizational approach -- 5 Upgrading Success Rate by Human Platform -- 5.1 What is Ba or platform? -- 5.2 Application to human system for success -- 5.3 Organizational climate survey -- 6 Knowledge Platform for Success -- 6.1 Knowledge base -- 6.2 Interpretation of intellectual resources: Dynamic flow -- 6.3 Case reference of knowledge innovation -- 6.3.1 Outline of the S company -- 6.3.2 The old paradigm of textile industry -- 6.3.3 The paradigm shift of Kaikaku -- 6.3.4 A step towards a virtual factory -- 6.3.5 CAD/CAM integrated system -- 7 Conclusion -- Acknowledgments -- References -- Adjusting Function and Office Design in Japanese-Style Project Management Organizations - Applying the Idea of KPM Tametsugu Taketomi -- 1 Introduction -- 2 Establishing a Project Management Organization -- 2.1 Matrix organization design and its issues -- 2.2 Devices for Kaikaku project organizations in Japan -- 2.3 Devices for Kaihatsu (development) project organizations in Japan -- 3 Two Models of a Project Management Office (PMO) -- 3.1 Development-style office design to which the idea of KPM is applied -- 3.2 The office design for global development of products applying the idea of KPM -- 4 The Various Roles and Functions of a New Project Management Office (PMO) in Applying the Idea of KPM -- 5 Personnel Evaluation System.

5.1 Parallel adjustment planning system using a process from delivery date in KPM -- 5.2 The role of the middle manager in coordinating between the top and bottom and making suggestions, as well as the characteristic of utilizing the function of "Ba" (place) in Japan -- 6 Conclusion -- Acknowledgments -- References -- Innovative Strategy and Project Organization Tadamasa Imaguchi -- 1 Introduction -- 2 Kaikaku: Its Trigger and Its Process -- 2.1 Trigger of the Kaikaku -- 2.2 Process of Kaikaku -- 3 The Role of Mission -- 3.1 What is the meaning of mission? -- 3.2 Mission and organizational Kaikaku -- 4 Management of Project Organization -- 4.1 Project organization -- 4.2 Matrix organization -- 4.3 Organizational ability of project organization -- References -- The Practice Examples of KPM Knowledge Platform Emi Yunokawa -- 1 Introduction -- 2 Visualization and Circulation of Knowledge of IT Projects -- 3 The Knowledge Base for the Visualization of Projects -- 4 An Example of a Project Management That Applied a Project Knowledge Base -- 4.1 The advantages obtained by using knowledge base in projects -- 4.2 Utilization of past project information -- 4.3 Visualization of project information and information sharing with customers -- 4.4 Measures to perform concurrent development at the stage of requirement phase -- 5 The Effectiveness of the Knowledge Base of the Project Management Information -- 6 Conclusion -- Acknowledgments -- References -- Changes of Japanese Corporate Business Model under Global Pressure: Evidence Justifying KPM Toshihiko Kinoshita -- 1 Introduction -- 2 Japanese Business Model Evolved under Long-Term Recession and Global Pressure -- 3 Features of Economic Recovery in Comparison to the US's -- 3.1 Private sector-led economy -- 3.2 Revitalization centered on manufacturing sector or "old economy".

3.3 Hybrid Japanese-style management system: Similarity and dissimilarity in the recovery of the US -- 4 How Japanese Firms Could Regain Profits -- 4.1 Lasting efforts to reduce costs and risks -- 4.2 Change of corporate targets and clarification of firm's mission -- 4.3 Increase in overseas income -- 4.4 Keeping one of the highest R&D ratios in the world, honoring the IPR seriously, producing environmentfriendly products, and activating IR in the world -- 5 Concluding Remarks: Strong Leadership in Many Success Stories and P2M/KPM -- References -- Part 2 KPM IN THE INFORMATION AND COMMUNICATIONS INDUSTRY -- Abstract -- Toward Establishing Project Governance Tametsugu Taketomi -- 1 Introduction -- 2 Project Governance from the Viewpoint of Project Lifecycle -- 3 Issues of Governance -- 4 Governance in the Scheme Stage -- 4.1 Risk management and governance at the time of planning an investment -- 4.2 Risk management and governance in integration with existing systems -- 5 Governance During the System Stage -- 5.1 Risk management of a project and governance at the time of development -- 5.2 Risk management and governance in integrating with existing system at the time of development -- 6 Governance in a Service Stage -- 6.1 The risk management and governance in realizing the expected return -- 7 In Search of Effective Project Governance -- References -- Management Model of Information Development Program - Adaptive Multiple Spiral-Up Management Shoei Komatsu -- 1 Introduction -- 2 Status Quo of Project Management -- 2.1 Causes of project failure or success -- 2.2 The cost of maintaining information systems -- 2.3 Defining requirements -- 2.4 Software metrics -- 3 Project Breakdown Structure -- 3.1 Visualizing the project -- 3.2 Work breakdown structure -- 3.3 Organizational breakdown structure -- 3.4 Communication breakdown structure.

3.5 Project breakdown structure -- 4 Program Management Model -- 4.1 Requirements of management model -- 4.2 Program management model -- 4.3 Timebox and economy box -- 4.4 Ex post evaluation of software investment -- 5 Conclusions -- Acknowledgments -- References -- Information Sharing for an ICT System for Strategic Program Management Hideo Yamamoto -- 1 Introduction -- 2 The Information Sharing to Make Use of an ICT System -- 3 The Evaluation Function of the ICT System -- 4 The Value Propagation Chain Caused by the ICT System -- 5 Active Use of the Evaluation Function in KPM -- 6 An Example of Visualizing the Effect of Risk Distribution on Investment -- 6.1 Sample calculation -- 6.2 Discussion -- 7 Conclusion -- References -- Project Management from the Viewpoint of Projection Technologies Naokoto Kogo & Atsushi Miyagawa -- 1 Introduction -- 2 A Workshop-Type Project -- 3 What is Projection? -- 3.1 J. J. Gibson's perception theory -- 3.2 Projection as artifact -- 4 Use of Media in Project -- 4.1 Display -- 4.2 Role of an artificial medium -- 5 Old and New Projection Technology -- 5.1 From old to new -- 5.2 Contribution of new projection technology towards PM -- 6 A Concluding Remark -- References -- An Evaluation Theory for Practical Use of RFID under Supply Chain Project Management Takashi Katayama & Takayuki Asada -- 1 Introduction -- 2 An Investment Evaluation of Information Systems -- 2.1 Status quo of the investment evaluation of information systems -- 2.2 Cost measurement -- 2.2.1 Status quo of cost measurement -- 2.2.2 TCO (total cost of ownership) -- 2.3 Measuring effectiveness -- 2.3.1 The status quo of effective measurement -- 2.3.2 KPI (key performance indicator) -- 2.4 Section summary -- 3 IC-Tag Investment Evaluation -- 3.1 Arguments about IC-Tag investment evaluation models -- 3.2 TCO model in IC-Tag projects.

4 A Case Study of Company A.