**2. Competences in distributed project management**

This section presents relation, competences and evaluation about distributed project management.

#### **2.1. Distributed project management**

#### *2.1.1. Structure of relation on major project management*

First of all, aim and purpose of distributed capital project management group (*Boss*, *Main, Sub, Next, Stakeholder*) are defined for future integration and redistribution. Although not all project structures always have the same stakeholders (*Boss, Main, Sub, Next*), stakeholder analysis and leadership described in this section are the most usual relationships. We must justify the relation to stakeholders for open innovation.

Aim: Four *Main* are defined for major management of the project by major project managers of four departments. First, the joint meeting was formed by them. *Sub* is defined for support and assist of major project management by sub project manager. *Next* is defined for project management by next generation project managers in the project. *Boss* is defined for project management by boss of the project who proposed the project.

Competences in Project Management: A Case Study in Osaka Institute of Technology http://dx.doi.org/10.5772/intechopen.72338 31

**Figure 1.** Relation among repeated distributed project management.

Though generally speaking, *boss* of the project or *BOSS* is disappeared from the project after proposing the project, he or it has been appeared again as a general teacher for evaluation and feedback function of the project in this case as shown in **Figure 1**.

Personnel purpose: *Mains* work to lead the project to success cautiously while being afraid of failure, by using power of members in some cases even if it held himself/herself down. *Sub* works to support and assist the main project management and innovates the joint project without fear of failure. *Next* works to learn how the project proposed will be successful. *Boss* works to relearn why the project proposed by him/her was successful.

**Figure 1** shows relation among the four kinds of repeated distributed project management (*Boss, Main, Sub, Next, stakeholders i*) by managers (*boss, main, sub, next, stakeholders i*).

Competences (ability to do well) in each distributed project management and relation among repeated distributed project management are explained in the following paragraphs.

#### *2.1.2. Stakeholders management*

#### *2.1.2.1. Analysis*

This section mainly focused on this joint four department PBL and the distributed project management for the Mechanical Engineering Department out of joint four departments. Here, distributed project management is a new management technique by distributed project man-

The purpose of this chapter is to present about competences of individual distributed project management as in the case of Mechanical Engineering Department. Moreover, it is to show image of an ideal project management as one and a certain kind of ideal distributed project

Section 2 explains competences in distributed project management about relation, compe-

Section 3 presents consideration and analysis about "communication, interactions and cooperation," "merit, week point and effect, inference," "an Ideal project management as one" and

Section 4 explains case study of open innovation by teamwork of enlargement meeting

Moreover, Section 5 shows competences in stakeholder management including the open innovation, weekly report and joint competition. Finally, Section 6 presents the conclusion. Especially, Refs. [5, 6] are a drug field, P2M is being handled, and its contents are interesting.

This section presents relation, competences and evaluation about distributed project

First of all, aim and purpose of distributed capital project management group (*Boss*, *Main, Sub, Next, Stakeholder*) are defined for future integration and redistribution. Although not all project structures always have the same stakeholders (*Boss, Main, Sub, Next*), stakeholder analysis and leadership described in this section are the most usual relationships. We must

Aim: Four *Main* are defined for major management of the project by major project managers of four departments. First, the joint meeting was formed by them. *Sub* is defined for support and assist of major project management by sub project manager. *Next* is defined for project management by next generation project managers in the project. *Boss* is defined for project

agers who consigned partially by the main project manager.

obtained as results of the distributed project management.

**2. Competences in distributed project management**

management taking account of the results.

30 Human Capital and Competences in Project Management

"ideal distributed project management."

**2.1. Distributed project management**

*2.1.1. Structure of relation on major project management*

justify the relation to stakeholders for open innovation.

management by boss of the project who proposed the project.

management.

Next, **Table 3** presented conventional studies about project management.

tences in each (main, sub, boss, next) project management and evaluation.

For the students in each year, as most important stakeholders changed as every project in this PBL, the individuals of each group decide their roles and group leader through hope by early investigation in the project; then, they have identified their interests by the investigation [8]. Moreover, their interests and influence to the group with students of the other departments can be identified by the teacher's comments in their weekly reports. Original items for the stakeholder analysis are as follows:


#### *2.1.2.2. Leadership*

The definition, purpose and description, and so on of leadership are presented in [8].

Here, the definition of leadership is providing direction and guidance to students and groups. It involves the ability to choose and apply appropriate styles of project management in different situations. Besides displaying leadership with his or her team, the student needs to be seen as a leader in representing the PBL to senior management and other interested parties [8]. Original items for leadership education are indicated in Section 2.6.

#### **2.2. Competences in main project management**

Competences in project management for main project managers are at least to seize three pillars of capital "Person, thing and money" and "Personnel right" and "Budget authority", involving the process of executing the responsibility of work allotment to each department. Moreover, they may have competences to present topics in a conference, decide on the schedule, settle the discussion and draw conclusions as chairpersons or sub-chairpersons.

#### **2.3. Competences in subproject management**

The project management competences of one subproject manager are based on experience knowledge and through dialogue with other project managers. He understands the purpose and contents of the whole project, proposing the technology necessary for the project competitively with them. He is also preparing explanatory materials for the students until the project gets on track.

#### **2.4. Competences in boss-project management**

Competences in project management for boss project manager who conceive the project are personnel ability that can choose talented person who was suitable for content of each project as project manager and are student and teacher's commending abilities, practical work with subproject manager, rich human nature and time management ability.

#### **2.5. Competences in next generation project management**

The competences of project management by young next generation project manager can organize the information of the meeting as minutes and can organize the outcome information of the project cleanly without changing its contents and make an external announcement. In consideration to detail, there are also external viewpoints. They were presenting methods of PBL at external meetings [9, 10].

#### **2.6. Competences in stakeholders management**

Social basic competences expected in stakeholders of the PBL are taught like the simple followings:

#### **1.** Problem solution

The work that fills necessary functions can be made.

**2.** Team work

*2.1.2.2. Leadership*

The definition, purpose and description, and so on of leadership are presented in [8].

[8]. Original items for leadership education are indicated in Section 2.6.

**2.2. Competences in main project management**

32 Human Capital and Competences in Project Management

**2.3. Competences in subproject management**

**2.4. Competences in boss-project management**

**2.6. Competences in stakeholders management**

PBL at external meetings [9, 10].

followings:

Here, the definition of leadership is providing direction and guidance to students and groups. It involves the ability to choose and apply appropriate styles of project management in different situations. Besides displaying leadership with his or her team, the student needs to be seen as a leader in representing the PBL to senior management and other interested parties

Competences in project management for main project managers are at least to seize three pillars of capital "Person, thing and money" and "Personnel right" and "Budget authority", involving the process of executing the responsibility of work allotment to each department. Moreover, they may have competences to present topics in a conference, decide on the sched-

The project management competences of one subproject manager are based on experience knowledge and through dialogue with other project managers. He understands the purpose and contents of the whole project, proposing the technology necessary for the project competitively with them. He is also preparing explanatory materials for the students until the project gets on track.

Competences in project management for boss project manager who conceive the project are personnel ability that can choose talented person who was suitable for content of each project as project manager and are student and teacher's commending abilities, practical work with

The competences of project management by young next generation project manager can organize the information of the meeting as minutes and can organize the outcome information of the project cleanly without changing its contents and make an external announcement. In consideration to detail, there are also external viewpoints. They were presenting methods of

Social basic competences expected in stakeholders of the PBL are taught like the simple

subproject manager, rich human nature and time management ability.

**2.5. Competences in next generation project management**

ule, settle the discussion and draw conclusions as chairpersons or sub-chairpersons.

They should know members and their ability, and they can help each other.

**3.** Communication

It puts in two cents hearing others' opinions.

**4.** Leadership

All members become leaders of something, and their roles are decided for that as the leaders.

**5.** Creativity

The aspect is changed, and they look at multipronged.

**6.** Time management

The progress report and the delay measures of the process deciding are managed.

#### **2.7. Evaluation of distributed project management**

**1.** Load reduction of main project manager.

The load of the MAIN increases oppositely, while the load of the SUB has decreased. This might be a result of special circumstances in case of O.I.T.

**2.** Sufficient number of leaders of classroom.

The member of expansion joint meeting was able to be arranged as at least one leader in each classroom.

**3.** External sending by various viewpoints.

Three external sending by each different viewpoint have already been done.

**4.** Effect of feedback by BOSS.

This is not well-understood still.

The next section describes consideration and analysis for the above managements.

## **3. Consideration and analysis**

Moreover, this section adds the following consideration and analysis for the distributed project managements.

#### **3.1. Communication, interactions and cooperation among distributed project management**

Interaction, communication, conversation and discussion are not same terms but similar terms [11]. Then, cooperation are noticed as one obtained by human-computer interaction [12]. Here, it is noticed that interactions and communication can draw cooperation.

After observing the proposed method of distributed project manager compared with an ordinary project manager, communication, interaction and cooperation, which are selected as most important matters, were shown in **Table 4**.

#### **3.2. Merit, week point and effect, inference analysis of distributed or decentralized project management method**

Effect, inference and yield in failure mode or action mode, and so on were used for analysis of various systems in conventional study [13].

Here, **Table 5** shows merit, week point, effect and inference of proposed method of distributed project management compared with an ordinary project management briefly, although they were old and ordinary methods.

#### **3.3. An ideal project management as one**

The following item and six contents, which were integrated as ideal management of one and will cause a lot of main management of project, can be obtained after seeing the project management in which capital, rights and competences were distributed.

**Table 6** shows a certain kind of ideal project management as one.

This will be important as a consensus problem in multiagent optimization systems in the future, although these contents do not obtain the consensus [14].

#### **3.4. An ideal distributed project managements**

Achieving an ideal abovementioned project management alone is difficult, the example of trying ideal four distributed project management is shown in **Table 7**.

This may be approaching to an optimal distributed project management, although this is not different from real distributed management.


**Table 4.** Interactions and communication can draw cooperation.


**Table 5.** Merit, week point, effect and inference.

**3.1. Communication, interactions and cooperation among distributed project** 

[12]. Here, it is noticed that interactions and communication can draw cooperation.

**3.2. Merit, week point and effect, inference analysis of distributed or decentralized** 

most important matters, were shown in **Table 4**.

34 Human Capital and Competences in Project Management

various systems in conventional study [13].

they were old and ordinary methods.

**3.3. An ideal project management as one**

**3.4. An ideal distributed project managements**

different from real distributed management.

**Table 4.** Interactions and communication can draw cooperation.

**Item Contents**

**project management method**

Interaction, communication, conversation and discussion are not same terms but similar terms [11]. Then, cooperation are noticed as one obtained by human-computer interaction

After observing the proposed method of distributed project manager compared with an ordinary project manager, communication, interaction and cooperation, which are selected as

Effect, inference and yield in failure mode or action mode, and so on were used for analysis of

Here, **Table 5** shows merit, week point, effect and inference of proposed method of distributed project management compared with an ordinary project management briefly, although

The following item and six contents, which were integrated as ideal management of one and will cause a lot of main management of project, can be obtained after seeing the project man-

This will be important as a consensus problem in multiagent optimization systems in the

Achieving an ideal abovementioned project management alone is difficult, the example of

This may be approaching to an optimal distributed project management, although this is not

Interactions There are both positive and negative interactions among the distributed project managers. Communication The chance of conversation between PMR increases, although there is also miss-over order [13] from *Main* or *Sub* to others in their communications.

agement in which capital, rights and competences were distributed.

**Table 6** shows a certain kind of ideal project management as one.

future, although these contents do not obtain the consensus [14].

trying ideal four distributed project management is shown in **Table 7**.

Cooperation They can draw cooperation by sharing the same target consideration.

**management**


**Table 6.** A certain kind of ideal project management as one.


**Table 7.** A certain kind of ideal four distributed project management.

It seems that repeating while deliberating integration and decentralization like this is useful for the optimization of the system that does not use the expression.

This may be necessary in the future theme as a distributed optimization problem [14].

In the next section, we will explain the open innovation by team works of project managers, including openly distributed departmental and interdepartmental project management.
