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Are we talking about Kaizen and Kaikaku here?
We are talking about Kaikaku Project Management (KPM) , is a framework of project management with a body of knowledge that also adopt the principles of kaikaku and kaizen between others.
P2M/KPM: Features & Essence:
1 - Project and Program management
2 - Innovative reformation
3 - Mission-driven approach
4 - Flexibility to adapt to environmental hanges
5 - 3K – kakusin, kaihatsu, kaizen
6 - 3S – scheme, system, services
7 - Value creation
8 - Integration management
9 - Core philosophy of ‘solutions to complex issues’
-Handles programs & projects
-Broader in scope
-Evaluations based on the entiremission
-Concurrent development and Integration management
-Lifelong employment and loyalty
-Do not practice layoff system in conventional model
-Partially adoptsthe layoff system
-Mission-oriented:Focus on not only clients’ goals,
but also how they are achieved, taking into account opinions and
-Decision making outcomes favor Inter-human relations
-Deals mainly with project level
-Narrower in scope
-Evaluations made on specific missions
-Phased development concept
-Practice layoff system
-Fixed approach on schedule, cost and quality
-Goal-oriented:Focus on delivering what-ever is required by clients
without considering other Factors as long as the result
-Decision making outcomes favor performance oriented and recognition of effort.
Thanks for sharing this framework which is new to me. Do you have links to any case studies of companies outside Japan whoch have successfully institutionalized this?
I comment because I am Japanese, but at least I have never used this framework.
Sorry for not helping.
However, I can explain the word nuance between “kaikaku” and “kaizen”.
Dramatically change existing mechanisms and structures from the base.
Change to a better one while retaining the existing mechanism and structure.
"kaku" in "kaikaku" means revolution. "zen" in "kaizen" means good.
Interesting your question
Thanks for sharing
The idea I had is that Kaikaku applies to disruptive changes whereas Kaizen applies to incremental changes
Honestly outside of Japan in what i researched so far i have no clues about the use this framework, however i could share a link (PDF) where there is a scientific paper exploring the concepts and applications referring to some Japanese studies of their application, if you are interested in know a little more. ( is not the body of knowledge is short report of a study)
Thank you for sharing
Thanks for the explanation, Takeshi.
P2M is a methodology developed by PMAJ, the national japanese PM association, in its 3rd edition as of 2014. There is a good summary on their webpage.
The idea of project management (PMI) is based on US culture features as focus on achievement and individual responsibility. Both features do not exist everywhere on the globe.
Japanese culture shares the 1st (achievement) but replaces individual responsibility with shared responsibility (I once had a long discussion with a Japanese about who is responsible for a certain system, he neglected that motion and said, all team members are responsible).
P2M has a strong focus on achievement integrating project and program management. With that it avoids our discussion about where should benefits management be, program vs project management and competencies of project/program managers. In its earlier versions, is was more explicit about teaming and joint responsibilities.
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