Development of Human Resources
- Teaching and Learning -

Dr. Hideki Shirakawa

Abstract:
There is a time when infants bother their parents and people around them with a string of questions, such as: "What is that? What is this?" and "Why? How come?" However, most of them stop asking questions as they become junior high school students, high school students, and university students. That might be because parents and people around them didn't deal with their questions properly, and because of the current Japanese tendency where students should learn only what they are taught in school, and people are judged by entering famous universities. (It seems that not only the person in question, but also the parents and the family are deluded with the notion that college is merely a path for a young 18 year-old person to get out into the world; the more famous the school they enter, the more promising their future will be) As I introduce "children's wealth of curiosity (a child's mind)" from the novel, "Na no Hana no Oki", by Ryotaro Shiba, the significance of teaching and learning will be considered.

International Standardization of Project Management: Historical and Systematical Understanding of the Impact of ISO21500

Dr. James H. Gordon

PhD, MSc, DLC, CEng, Hon. FAPM, FIET, FRSA.

International Standardization of Project Management: Historical and Systematical Understanding of the Impact of ISO21500

Mr. Masami Tanaka

President of the Japanese Standards Association

Requirements Engineering's Critical Success Factors for Project Management

Dr. Alan M. Davis

Academic Chair, Executive MBA, University of Colorado
Professor of Business Strategy and Entrepreneurship
University of Colorado at Colorado Springs
College of Business

Abstract:
Requirements engineering (RE) is the discipline of determining the needs of customers, selecting a subset of those needs to satisfy during a single iteration of a project, and documenting the desired external behaviors and characteristics of the solution. If RE is performed poorly, the project is doomed from the start: it cannot complete on time, within budget, nor can it satisfy customer needs, except by happenstance. This keynote talk will discuss those critical success factors of RE that are necessary (but not sufficient) to enable project management to be successful. Some of these factors are (a) How detailed, how broad, and how deep must the knowledge of customer needs be known? (b) How to balance project constraints such as budget and schedule with the high (and changing) demands of customers? And (c) What level of detail is appropriate to express requirements so that other project participants such as designers are given sufficient guidance but are not overly constrained?

Introducing Japanese technology for the UKs first high speed commuter train service

Mr. Keith W Jordan

Executive Vice President, Head of Projects and Operations
Company or Affiliation: Hitachi Rail Europe Ltd

Abstract:
The project to introduce the UKs first London high speed commuter train service was Hitachi's first Train design, delivery, and maintenance project worldwide.
The Challenges of transferring proven and reliable Japanese Railway technology into the highly specialized and regulated UK Rail transport industry were many and varied, not just in Cultural and Language differences but also in Technical, Contract, Regulatory and Approvals areas.
The project included the design and build of 29 225kph Class 395 trains and also the build and operation of a new Train Maintenance Depot for the maintenance of the Class 395 trains by Hitachi.
Within the UK the privatized Railway network there are many experiences of late delivery of trains into service, or unreliability of trains affecting the traveling public, therefore to achieve the goal of "On Time, Compliant, Reliable Service Delivery" of such a high profile service, in possibly the worlds harshest regulatory environment was a major challenge.
Integrated Project Management of the complex project, involving the many and varied UK stakeholders, Japanese factories, Japanese and worldwide suppliers bringing more language and cultural issues, was essential in the achievement of this goal when the first train service using the new trains was introduced 6 months early.

The Future of Project Management

Dr. Harold Kerzner
Senior Executive Director with International Institute for Learning, Inc.
Professor Emeritus of Systems Management at Baldwin-Wallace College

Abstract:
In the next few years, a new breed of project manager will appear. The new project manager will have significantly more business knowledge than their predecessors. The project manager will make both project and business-related decisions and manage multiple relationships with stakeholders, each of whom has a different definition of project success, different reporting requirements and a different perception of value at the end of the project. As a further complication, the true value of the project may not be known until well after the project is completed. All of this will require knowledge in how to establish meaningful metrics for measuring true project performance.
These project managers will need to develop an expertise in performing project health checks. If the project becomes a distressed project, the project manager will need to learn techniques such that the distressed project can be recovered.

Innovation and Venture Businesses:
Enabling Growth of Japan's 21st Century Economy

Dr. Edward Feigenbaum
Kumagai Professor of Computer Science Emeritus, Stanford University

Abstract:
The challenge for the wealth of the advanced economies and for the standard of living of their peoples is to innovate. In the 21st century, with the rise of developing nations, innovation in Japan is specially important. Older and larger companies have bureaucracies and inertia that make it difficult for them to innovate. In contrast, "start-up" or " venture" businesses can move innovative ideas quickly into the marketplace. Such companies grow rapidly in well designed entrepreneurial " habitats" across the world. Unfortunately, Japan has no such " habitats." There are several reasons for this: too much avoidance of risk; inadequate university education in some areas; a venture capital business that is immature and dominated by banking people. The Japanese government has taken good actions since 2000 to promote entrepreneurs and therefore innovation. So the focus is now on the private sector to act, as it must in order to sustain the Japanese economy.

Project Management for the Tokyo Sky Tree Project

Mr. Hideki Yamamoto

Planning & Development Manager, Project Development Department
Nikken Sekkei Ltd

Abstract:
"Tokyo Sky Tree", at a height of 634 meters, is not merely a project for the construction of the world's tallest, self-standing steel structure broadcasting tower. It is indeed a highly promising project within the local area which came to fruition as a result of a joint effort between local people of the area and a business developer, with the joint expectation to have it act as a stimulus for the revitalization of the greater east area of Tokyo. In this lecture, a summary and the evolution of the project will be introduced, along with an explanation of the particular Project Management method applied for this business development given the large number of stakeholders involved.

Realization of Innovative Company by Project Management

Mr. Teruyoshi Kawai

Chairman, U.S.E Corporation
Senior Adviser, the Society of Project Management

Realization of Innovative Company by Project Management

Mr. Akinobu Shigeki

Advisor, NTT DATA Corporation

Realization of Innovative Company by Project Management

Mr. Masatoshi Aizawa

Senior Executive Vice President and Member of the Board, NEC Corp.

Realization of Innovative Company by Project Management

Mr. Junzo Nakajima

Senior Vice President and Executive Officer, Hitachi Ltd.,
President of Information & Telecommunication Systems Company

Effort of attaining Customer Satisfaction

Mr. Yojiro Shiba

Representative Director, Executive Vice President Officer,
Oriental Land Co., Ltd.

Abstract:
First, I would like to talk about Tokyo Disney Resort's policy regarding customer satisfaction and repeaters. After that, I will give you some specific sales measures we have implemented to gain high customer satisfaction level based on the three major points, tangible and intangible aspects and accepting guests' opinions.

Embodying Practical Wisdom:
Cultivating Collective Practical Wisdom for Sustainable Innovation

Dr. Ikujiro Nonaka

Professor Emeritus, Hitotsubashi University Graduate School of International Corporate Strategy
Chairman of Economic Research Center, Fujitsu Research Institute

Abstract:
In the world of global uncertainty and rapid changes, we need a new form of leadership that facilitates knowledge creation and promotes sustainable innovation; the leadership with practical wisdom. In this session, concept and abilities of leadership with practical wisdom will be presented with examples, and the ways to cultivate collective knowledge creation process will be proposed.