A Guidebook Of Project & Program Management For Enterprise Innovation - Project Management Professionals Certifica-BEWFJ6TS.pdf

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P2M Summary020816.doc
P2M
A Guidebook of
Project & Program Management
for
Enterprise Innovation
Summary Translation
November 2001
Revision 1. August 2002
Project Management Professionals Certification Center
(PMCC)
19471243.001.png
PREFACE
This brochure is an interim summary English version of “A Guidebook for
Project and Program Management for Enterprise Innovation” or abbreviated as
P2M. This interim summary version is issued by Project Management
Professionals Certificatio n Center (PMCC) of Japan, and is intended to provide
readers with an overview of the innovative program and project management
guide.
PMCC is the non profit organization, responsible for promotion of the project
management and it’s Certification System for Project Professionals into wide
varieties of industries in Japan, and also responsible for maintaining and
upgrading of P2M
P2M is originally a 420-page Japanese document, for enterprise innovation by
way of program and project management, which hopefully will serve as a
gyrocompass for enterprise growth and survival in this globally competitive
business and public services environment and will supplement each other with
the existing international project management bodies of knowledge and project
management competency standards.
P2M has been developed by the Engineering Advancement Association’s
(ENAA) Committee for Innovative Project Management Development
Committee, a team of selected visionaries and practitioners of project
management and program based business management drawn from project
industries, academia and consulting disciplines, over the past 30 months as of
November 2001 on the belief that reflecting the ongoing highly challenging
Japanese economic situation, setting aside its prosperity in the 70’s and 80’s, the
nation needs a zero-based Program and Project Management paradigm to give a
second thought to mere dependence on the delivery-focused traditional project
management models and to develop a guide to allow the integration of project
business strategy elements and utilization of valuable knowledge created
through projects and programs and subsequent projectized management of
operation and maintenance of projects into the traditional project management
dimensions.
The key word throughout P2M is value creation to enterprises , either
commercial or public , and a consistent chain from a mission, through
strategies to embody the mission, a program(s) to implement strategies, to
projects comprising a program .
P2M should not only benefit Japanese organizations but would profitably
apply to any organizations globally who seek an all-in one package that offers a
comprehensive guide to program and project management while the brochure is
a little bulky compared with the existing project management guides but does
not require readers to hop around a variety of referenced documents.
This English summary version covers the total of Parts 1, 2 and 3 of P2M that
provide a holistic, unique structure of program and project management and an
overview of Part 4 which offers eleven project segment management areas.
All rights are reserved to Project Management Professionals Certification
Center (PMCC) of Japan
CONTENTS
Introduction - "P2M" A guidebook of Project and Program Management.......... 1
Part I. Project Management Entry................................................................. 4
Chapter 1 Prject Management and Mission-Achieving Professionals ............ 4
Chapter 2 Unique Design and Structure of P2M ........................................11
Chapter 3 Strategic Use of P2M-based Project Management .......................14
Chapter 4 Project Management Tower - P2M Tower ...................................17
Part II. Project Management........................................................................19
Chapter 1 The Project................................................................................19
Chapter 2. Attributes of Projects .................................................................20
Chapter 3. Definition of Project Management ..............................................21
Chapter 4. Project Management Capability Framework.............................. 22
Chapter 5. Project Management Common View...........................................23
Chapter 6. Project Management Skills .........................................................27
Part III. Program Management ....................................................................32
Chapter 1. The Program..............................................................................32
Chapter 2. Strategic Nature of Programs in the Contemporary Society 35
Chapter 3. Concept of Program Integration..................................................36
Chapter 4. Program Management ................................................................40
Chapter 5. Program Platform ......................................................................43
Chapter 6. Integration Management ............................................................48
Part IV. Project Segment Management.........................................................79
Chapter 1. Project Strategy Management.....................................................79
Chapter 2. Project Finance Management .....................................................81
Chapter 3. Project Systems Management .....................................................83
Chapter 4. Project Organization Management ..............................................84
Chapter 5. Project Objectives Management .................................................85
Chapter 6. Project Resources Management..................................................88
Chapter 7 Project Risk Management ..........................................................89
Chapter 8. Project Information Technology Management .............................90
Chapter 9. Project Relationship s Management .............................................91
Chapter10. Project Value Management .........................................................92
Chapter11. Project Communications Management ........................................94
Introduction - "P2M" – A guidebook of Project and Program Management
This guidebook, "P2M", is provided for corporate strategic managers, program managers and project
management practitioners, either on managerial, intermediate or on entrant levels, educators/trainers and
students seeking a career edge in the emerging management by projects era, and is intended for modular
uses depending on the respective readers’ levels of maturity or exposure to project management or their
positions in relation to strategic levels of project and program management deployment, viz., from the
highly strategic deployment of program management, through the secure delivery management of discrete
projects , to elementary or trial use of project management knowledge. "P2M" is the abbreviation of the
"A Guidebook of Project and Program Management for Enterprise Innovation.
P2M has been developed by the ENAA Committee for Innovative Project Management Development
Committee, a team of selected visionaries and practitioners of project management and program based
business management drawn from project industries, academia and consulting disciplines, over the past 30
months as of November 2001 on the belief that reflecting the ongoing highly challenging Japanese
economic situation, setting aside its prosperity in the 70’s and 80’s, the nation needs a zero-based Program
and Project Management paradigm to give a second thought to mere dependence on the delivery-focused
traditional project management models and to develop a guide to allow the integration of project business
strategy elements and utilization of valuable knowledge created through projects and programs and
subsequent projectized management of operation and maintenance of projects into the traditional project
management dimensions.
In the current society, a variety of professionals such as lawyers, licensed engineers and CPAs provide
services in their own professional disciplines in more or less vertically walled spheres. While this
professional system offers in-depth specialization in the respective disciplines, given the ongoing
circumstances in which the world constantly pos es, either in the public systems or in business, complex
challenges requiring totally optimized solutions, the society is increasingly in demand for professionals
capable of competently solving complex issues, problems and tasks, collectively referred to as missions, by
cutting across related disciplines and combing the expertise and wisdom of each and applying a holistic
trade-off and integration capability. Particularly, in the knowledge and information society where hybrid
deployment of a variety of natural and human science disciplines, translated into technology and
engineering, as well as art outputs, is a way of life, such mission-achiever type professionals are expanding
their horizon to prove their value. It is not an exaggeration to claim that the performance of a society is
dependent of the availability and quality of such professionals. Any society or enterprise should seriously
recognize the knowledge, expertise and attitudes of program and project management professionals. P2M
has been in place to fulfill this social demand.
P2M is also the basis of Japan’s new certification system for project and program managers. Those
professionals to be qualified through the certification are classified into the following three categories, from
the lowest to the highest, according to their levels of positional missions, responsibilities and experience:
Project Management Specialist (PMS), Project Manager Registered (PMR), and Project Management
Architect (PMA).
In P2M, Section 1, Project Management Entry, describes the relation between the modern society and
professionals, requirements for mission-performer professionals, the history of project management and its
application in the modern society, as well as offers a general guide to use this brochure.
In Section 2, Project Management, the Definition and basic framework of a project and project
management are given, focusing on a common view of project management and the relation between
integration management and segment management elements.
Section 3, Program Management, discusses the Definition and basic framework of program management.
Program management consists of an intrinsic common view for the integration of projects under a program
and characteristics of program management aiming for optimization of programs.
Section 4, Project Management Segments gives eleven discrete elements, or also called areas of project
management, which are the backbone of project and program management. These elements are woven
into project and program management being combined in the totality or in several of them depending on the
Introduction
Page 1

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