Japanese Project Management: KPM - a New Project Management Paradigm (Monden Institute of Management: Japanese Management and International Studies No
By: Shigenobu Ohara (editor), Takayuki Asada (editor)Hardback
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In the 1990s, Japanese companies experienced a deflationary recession called the "lost ten years". To survive the recession, they looked for solutions in the kaikaku (innovative reforms) of business management, organizations and technology, whilst struggling to regain their global competitiveness. Successful companies all had one thing in common - they applied a new project management paradigm which this book refers to as Kaikaku Project Management (KPM).This book provides a comprehensive look at the features of KPM, including its emphasis on creativity and teamwork, its broader "open value system" as opposed to a "closed technical system", its close links with corporate strategy and human resource development, and the support infrastructure needed for advancing KPM. Chapters cover both the theory and practice of KPM, citing cases of information and communications technology (ICT) and pharmaceutical companies, among others. KPM holds special relevance today as global competition is increasingly reducing the lifecycle of organizations. Managers will find in KPM not only a way to survive the shake-up, but also a framework of value creation for the next generation.
Framework of KPM: New Project Management Paradigm (S Ohara); KPM Body of Knowledge (S Ohara); Reform in the IT Industry from a Project Governance Perspective: Project Governance in the IT Industry (T Taketomi); Case Studies of Business Models in IT Companies (N Kogou); Project Management for Business Reform Linked to Strategy: Realization of Value by KPM Linked to Reform Strategy (T Asada); Project Management for Reform in the Service Industry (K Suzuki); Project Management for Knowledge-based Development Linked to Strategy: Strategic Management of Intellectual Property and Multiple Project Management (E Okada); High-Risk/High-Return Project Management for New Drug Development at Takeda Pharmaceutical (K Iwasaki); Approach to Complex Project Management and Its Method: ABS Methodology for Making Complex Phenomena Visible and PM for Preventing Spread of Disease (H Deguchi); Scientific Theory of Project Management (C Bredillet); Infrastructure for Advancing Project Management: Project Management Standards and Advancement (L Crawford); Internationalization of Project Management and Human Resource Development (T Kinoshita); and other papers.
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