PMI Japan Chapter

Annual Report 2021

CONTENTS
2
2

PMI JAPAN CHAPTER

3
4

Message from the President

4

PMI Japan Forum 2021

5

PMI Japan Festa 2021

6

PM Award

6

Future 50

7

Measures to Promote CoV Membership

7

Future Creation Seminars

education, PMI prepares organizations and individuals

8

Women’s Community

to work smarter so they can drive success in a world of

8

Member Services Committee

9

Response to COVID-19

9Awarding of “Open Badges”

purpose” organization working in nearly every country

10 Mid-Term Three-Year Plan
12 PMI Standards
13 Trends in Project Management
14 Membership Benefits

around the world to advance careers, strengthen

14

Individual Membership System

digital publications, and professional communities.

15

Orientation for New Chapter Members

15

Corporate Sponsorship Program

16

Academic Program

Project Management Institute( P M I ) i s t h e w o r l d 's l e a d i n g

Highlights of 2021

16 Service for Non-members
17 PMI Japan Chapter Organization
19 CoV Activities

2

WHAT IS PMI?

WHAT IS PMI?

professional association for a
growing community of millions of project professionals
and changemakers worldwide.
As the world’s leading authority on project management,
PMI empowers people to make ideas a reality. Throughglobal advocacy, networking, collaboration, research, andchange.
Building on a proud legacy dating to 1969, PMI is a “for-organizational success, and enable changemakers withnew skills and ways of working to maximize their impact.
PMI offerings include globally recognized standards,
certifications, online courses, thought leadership, tools,

PMI
JAPAN CHAPTER
PMI’s chapter in Japan was first

19

Activities across CoVs

20

Projects

20

CoVs in the Greater Tokyo Area

23

CoVs in the Kansai Areaadvancing the knowledge of project management. PMI

24

CoVs in the Chubu Area

Japan Chapter organizes various events, Communities of25

Regional Communities

26

Corporate Sponsor Study Groups

established in 1998 as the PMITokyo Chapter and was later renamed to PMI Japan
Chapter in 2009. The chapter operates with a numberof stakeholders for the purposes of promoting andVolunteers (CoVs) and offers books related to the field ofProject Management. PMI Japan Chapter’s activities aresupported by members, volunteers as well as corporate

26 Seminars and Workshops

sponsors and are designed to promote the practice

28 Communication of Information
29 Financial Statements
30 List of Borard Members and Advisers
31 List of Corporate Sponsorsof project management, program management, and

PMI JAPAN CHAPTER Annual Report 2021

portfolio management.
As we see the digital transformation gaining prominence,the chapter is strengthening its approach for agile andbusiness analysis and continues to enrich its activities.

Message from the President

All events and seminars were held vir tually, but the
Secretariat and our staff spent time preparing to hold virtual
events and seminars in a more efficient way and enhancetheir quality, including adopting a platform (eventos) that iseasy to participate in and view. Events and seminars werealso available for viewing on-demand, which resulted in an
increase in the number of participants and a broadening of
the participating regions.
We also endeavored to actively share information with the
PMI community overseas, following our success in winning
the PMI Chapter of the Year Award 2020. PMI also selected
Mr. Yoichi Ochiai and Ms. Megumi Avigail Yoshitomi as Future
50 Honorees, the new generation of leaders aged 35 oryounger, after recommendation by PMI Japan Chapter.

Message from the President

Thank you very much for supporting PMI Japan Chapter’s
activities.
Looking back at PMI Japan Chapter’s activities in 2021,
despite the impact of the COVID-19 pandemic, we held
the PMI Japan Forum and PMI Japan Festa, publishedthe Japanese version of PMBOK® Guide - Seventh Edition,
held the PM Award, published the Project Management
Research Report, and held various events, including seminars
and training. These activities attracted many participants
and received significant praise. Over the 23 years since
its establishment, PMI Japan Chapter has grown to be
the third largest chapter in the world with approximately
5,000 members and 40,000 PMP certificate holders (fifth
in the world) and has been recognized by the global PMI
community.

is defined not by functions and attributes, but by what we
aim to achieve. In order to achieve this, it will be necessary
to modify project management methodologies such as agile
management. The publication of PMBOK® Guide - Seventh
Edition and changes in the content of the PMP Exam also
follow this trend.
After taking these changes into consideration, PMI Japan
Chapter will review its mid-term plan for the period of 2020
to 2022 and continue to strive to share the latest insights
on various measures that are implemented by PMI’s
headquarters through timely distribution of translations,publications, web posts, as well as holding of seminars.
Having a permanent Secretariat and office and being
supported by various volunteer members, we work to develop
and expand the application of project management byfurther collaborating with industry, academia, governmental
agencies, local communities, and other organizations throughour exclusive system that also involves corporate sponsors.
PMI Japan Chapter is supported by the activities andcontributions of each member and corporate sponsors.
Members’ dedication and contribution are the backbone of
the chapter. We encourage members to stay involved andnon-members to consider joining us.
Katae Aritoshi
President, PMI Japan Chapter

One notable initiative in 2021 was the creation of the PMIJapan Chapter Award.
Six finalist projects were selected from among the thirty
projects that applied, and the winners of each award wereselected by voting, after presentations by the finalists. The
awards ceremony was held on November 23 and was also
livestreamed. NTT Data Corporation’s “Social Contribution
Project That Supports Access to Tuberculosis Diagnosis
for 100,000 People in India Using AI Diagnostic Imaging
Technology” was selected as the Grand Prize Winner.
We have also provided members with opportunities to study
and interact through the activities of 30 or more CoVs, andpublished the Project Management Research Report as anarchive of the study activities.
PMI is advocating a new strategy, PMI 4.0, based on the trendof transitioning toward a digital society. This strategy calls foran approach based on continuous learning for people aged 5
to 105 years of age. They are promoted as “changemakers,”
who are not just project management experts but understandproject management in various fields. This is based on aconcept that expresses the fact that we are now in the project
economy era, where all work is based on projects, and work

PMI JAPAN CHAPTER Annual Report 2021

3

Highlights of 2021
PMI Japan Forum 2021
Date: July 10 – 31, 2021
Theme: Taking on the Digital Revolution!
– Evolution in Project Management –Keynote speeches and webinars
by invited lecturers

Streamed online (both real-time and on-demand)

CoV report webinars

Total of 65 sessions

Academic webinars

As an activity aimed at broadly spreading and educating people
about project management, PMI Japan Chapter has held theJapan Fo rum as a two-day event at the National Center of
Sciences Building (Hitotsubashi Hall) in Jimbocho, Chiyodaku, in July of each year. However, with COVID-19 continuing to
spread, all lectures were streamed virtually in 2021, as in 2020.
In 2020, we made the speeches, including real-time keynote
speeches and webinars by invited lecturers, available ondemand for one week. In 2021, however, we succeeded in
attracting a much greater audience by extending this period
significantly, to three weeks, and also accepting applications forparticipation through July 30, etc.
In this way, amid transformations in people’s mindsets andsociety, such as the idea of living “with COVID-19” and “after
COVID-19,” we held and operated the Japan Forum, PMI Japan
Chapter’s biggest event, in a new way suited to the times.

Keynote speeches and webinars by invited lecturers
On the first day, Aritoshi Katae, President of PMI Japan Chapter,
provided opening remarks, followed by a keynote speech by Mr.
Matt Tomlinson, Board Director of PMI’s headquarters, on thetheme of “Powering the Future of Work through Projects.” Overthe following two days, 11 experts active across a wide rangeof fields in both Japan and overseas gave lectures featuring
many interesting ideas, based on keywords suited to the times,
such as “ESG,” “diversity,” “Digital Transformation,” and “digitaltechnology.” Ms. Karen Makishima, who gave a lecture on“Expectations for the Digital Agency and the Future,” was also
subsequently appointed as the second Minister for Digital.
We introduced a system whereby videos of the keynote
speeches and webinars by invited lecturers were madeavailable for on-demand streaming for three weeks after the
livestream ended.
CoV report webinars
For the CoV report webinars, we again provided videos ofwebinars (45 videos) created in advance in accordance with our“Video Creation Guidelines” for on-demand viewing. In a total of
38 videos, including 36 from CoVs (committees, study groups,
and programs) and two from corporate sponsor study groups,
deeply meaningful research results from the past year weredisclosed in relation to keywords such as AI, the SDGs, andremote work. In seven videos from forum sponsors, essential
content for project managers was introduced, including
reform of working practices utilizing IT, PMOs for System
Integrators, Business Analysis, and ITIL4 in response to Digital

4

Live streaming

PMI JAPAN CHAPTER Annual Report 2021

12
webinars
45
webinars
8
webinarsOn-demand
streaming

July 10 and 11–

July 10 – 31

July 11

Transformation.

Academic webinars
The Academic Committee took the lead in planning andoperating academic webinars. In 2021, we held Track Sessions
across a wide range of themes, from online training amid
the COVID-19 pandemic, to PBL, the PMI’s approach tocompetencies and PM training for the next generation, andcollaboration between industry and academia.
In the livestream, we provided five sessions, including webinars
about systems for developing competencies specialized for
project managers, as well as prospects for online classes amid
the COVID-19 pandemic, and project management education
for the next generation, as advocated by the PMI. In the ondemand streams, we offered three sessions, covering topics
including PBL and examples of SDGs training for students.
Amount of participation
We made the webinars available on-demand to participants
through July 31, and enabled participants to watch all sessions
as many times as they wanted.
As a result, we ultimately received registrations to attend
from over 800 people. Looking at participation by geographic
region based on the results of our questionnaire, Tokyo and thesurrounding areas accounted for far more participants thanany other areas as expected, followed by the Kansai area andcentral Japan, in a similar trend to the previous year, when theforum was held fully virtually for the first time.
Live and on-demand streaming
Approximately half of the participants attended the webinars
via live streaming (75% in 2020), which indicates the significant
effect of making the webinars available on-demand for three
weeks in fiscal 2021 (enabling participants to watch at theirleisure after the real-time streams).

Evaluation
The forum was highly praised by participants, with 98% of
respondents rating the forum as “very good” or “good” in ourquestionnaire, the same as 2020.

manner as the previous year.
Furthermore, although volunteer personnel were not generally
recruited from chapter members for the live streaming, wewere able to hold a successful forum thanks to the enormous
support we received from people participating in the seminarprogram as volunteers. We would like to express our deep
gratitude to all the volunteers who gave us their time andlabor across multiple rehearsals and preparations, including
weekday evenings and on holidays, as well as the two days ofthe event itself.

Highlights of 2021

Conclusion
The lecturers spent significant time preparing, including
multiple retakes when creating hour-long videos for CoV
report webinars, but this resulted in us receiving extremelyrich content.
Going into the second year of fully virtual streaming of theevent, we also took steps to make the forum more efficientin 2021 by introducing a completely different tool (“eventos”)
from the previous year to operate the event, as we aimed tofurther increase the quality of our service. In this way, staff
prepared and rehearsed for the event in the same careful

PMI Japan Festa 2021
Due to the COVID-19 pandemic restrictions, PMI Japan
Chapter held the PMI Japan Festa 2021 virtually, providing
webinars on November 6-7, 2021. A total of 420 people
participated. The 10 invited lecturers participated from theirhomes, including those joining from overseas (Indonesia),
staff performed their work either from their homes or fromthe PMI Japan Chapter Secretariat office. The Secretariat
office also acted as a special streaming venue. After the
event, the webinars were made available on-demand to theparticipants until November 30.
The mission of the Festa was to provide a wide range of thelatest information not covered by PMI standard seminars. Thus,
the Festa placed emphasis on hands-on experiences in the
project sites rather than logical frameworks, aiming to provide
project managers with insights for their own approaches. The
Festa’s volunteer team, who were all project managers, decided
who to invite as lecturers, and take ownership of whose lectures
they are interested in listening in.
The COVID-19 pandemic has forced changes in businesses
and lifestyles, but there are many new possibilities to
explore. The new normal has already begun, in an active andconstructive sense. We are expecting to see further evolution
in this area. What sort of future awaits us beyond the newnormal? Or rather, what sort of future do we want to create?
What will we do to achieve it?
Using this as a background, we set the theme of the 2021
Japan Festa as “The future beyond new normal ~Thinking of
the future beyond the new normal~.” A total of 10 lecturers
from various industries gave speeches based on this theme,
participants were able to gain some insights moving beyond
the new normal. We tested the following initiatives in relation
to the operation of this year’s event.

Promotion by video
As in the previous year, we produced and showed acountdown video of images immediately prior to eachsession, like a movie trailer, as an initiative that was only
possible because of the remote format. After the end of theevent, we also showed a behind the scenes video, featuring
a snippets of past activities by volunteers for the seminarprogram. Participants said it “was touching because it
showed the accumulation of previous activities and effort.”

Continuation of on-demand streaming period
After the livestreaming period on November 6 (Saturday)
and 7 (Sunday), we continued on-demand streaming until
the end of November. In this way, we provided opportunity
for participants who were unable to watch the lectures via
livestream to participate. Additionally, people who had alreadyparticipated were able to refresh their knowledge as they wereable to rewatch it multiple times. This functionality allowed
the event to receive significant praise.
Graphic recording*
We incorporated “graphic recording,” which has become aregular feature of monthly seminars, into this Japan Festa,
and it was useful for reviewing lectures at a later time.
* Recording the content of the lecture using text and illustrations inreal time. It makes it possible for participants to grasp the content oflectures in a comprehensive and intuitive manner.

At the PMI Japan Festa, volunteer staff for the seminarprogram execute every aspect of the event, from planningto operation as a project. There were many difficulties, but
we were able to convey the attitude of pursuing fun to theparticipants, and they were surprised that this event was
ran by volunteer staff. The results of questionnaires also
showed that the event was rated highly, with 52% and 46% ofrespondents giving it an overall rating of very good or good,
respectively.
As we look toward 2022, we will continue to work on coming
up with new inventive ideas and ensure that our fellow PMs
can enjoy the event as participants.

PMI JAPAN CHAPTER Annual Report 2021

5

Highlights of 2021
PM Award
The PM Award was introduced in 2021 as a system to

200 people also watched the award ceremony in November inrecognize excellent projects in Japan and by Japanesereal time. The following six projects were selected as finalists

companies and organizations that contributes in creating

for the “PM Award 2021,” with one project winning the Grandthe future. In recent years, promoting work as “projects” hasPrize, and five projects awarded special prizes by corporate

attracted attention from society, and many systems havesponsors.

been created overseas to recognize excellent projects andcompanies and organizations practicing project management,
particularly by the PMI. At PMI Japan Chapter, we also
created a system to recognize superior projects in Japan orby Japanese companies or organizations, with the support ofPMI Global, an international project management education
organization.
For details of the PM Award, please see the official website(https://www.pmij-award.net/). It is in Japanese only.
The steps taken to hold the first ever “PM Award 2021” were as
follows.
No

Initiative implemented

Timing1

Announcement of award program and call for
projects to be enteredMay★ Award-winning projects

Prizes

Projects

Companies

PM Award 2021 Grand Social Contribution Project
Supporting Access toPrize
NTT DATA
Tuberculosis Diagnosis for
Corporation
Okayama University
100,000 people in India using AI
SDGs Innovation Award Diagnostic Imaging Technology
JUAS Digital
Transformation Award

Online Marche “Pocket Marche”
that Connects People who Make Pocket MarcheCo., Ltd.
and Eat

PMI Asia Pacific Award

Efforts to Detect Project Risks
and Normalize Operations
by Introducing IT Tools to an
Overseas base

NEC Corporation

NISSAY IT Academy
Award

ICT Platform “Lentrance” forLearning

Lentrance Co., Ltd.

PERSOL RESEARCH
AND CONSULTING
Well-Being Award

CallView Project

ORIX Life Insurance
Corporation

NTT DATA UNIVERSITY Kyoto City Official Travel Guide
Creative Design Award

Kyoto City Tourism
Association and
Loftwork Inc.

2

First selection and announcement of finalists

June to August3

Online seminars to introduce finalists

September

The award program required some trial and error, partly

4

Online voting to determine the project that will win
the Grand Prize

October

because this was a new initiative launched in 2021, but we

5Award ceremony

Novembersuccessfully completed the program without any issues,
thanks to the support of many people, for which we would like

For the first PM Award, six projects were selected as finalists

to express our gratitude. Based on this experience, we intend tofrom among the 30 projects submitted. 1,400 people registeredhold this award program as an ongoing activity for PMI Japanto watch the online seminar introducing the finalist projects.

Chapter, and thereby contribute to enhancing awareness of PM

Approximately 1,000 people participated in online voting. Overwithin society.

Future 50 ｜ Rising Leaders under Focus ｜In 2020, the PMI launched a system to recognize young project

PMI Japan Chapter.

managers aged 35 or younger who are active in various fields.
This system introduces 50 outstanding leaders who are

The PMI’s policy is to support the changemakers unflinchingly

transforming the world through projects that deserve focus,transforming the world amid turbulent times. Through thebased on bold and revolutionary ideas. In 2021, Mr. Yoichi

Future 50, the PMI

Ochiai (Pixie Dust Technologies, Inc.) and Ms. Megumi Avigail

is identifying andYoshitomi (Japan Association for Cellular Agriculture, Center

introducing promisingfor Rule-making Strategies, Tama University) were selectedyoung people andfrom Japan as Future 50 honorees.

providing project
management-related

For the Future 50, a special committee established by the

support to many young

PMI to narrow down hundreds of candidates to the finalists,

people boldly taking on

and published the list of honorees after further research andnew challenges withinterviews. On its website, the PMI introduces the highly original

the aim of creating aand energetic initiatives of the 50 honorees chosen frombetter world.

around the world, including the two honorees recommended by

6

PMI JAPAN CHAPTER Annual Report 2021

Measures to Promote CoV Membership
In 2021, we launched two initiatives, led by the PM

received by participants with comments that it “enhanced

Community Vitalization Committee.

their understanding,” which led to visits and membership
applications for CoVs after each seminar. Additionally,
it is expected that the CoVs will become more vitalized
through the increase in new members. We will continue
holding these seminars in the future.

Concierge
In fall 2021, we created a concierge contact point, to help
chapter members solve the issue of which CoV would
best suit them.
After consulting the expectations of the members, thecontact point will introduce compatible CoVs. Sometimes,
the contact point will be engaged in multiple remotemeetings, to provide various types of guidance suited tothe desires of chapter members.

Highlights of 2021

CoV Introduction Seminars
There are approximately 30 CoVs in PMI Japan Chapter.
While many members of PMI Japan Chapter areinterested in the CoVs, but some feel that the thresholdfor participation is high due to the vague concerns, suchas whether it is difficult or they possess the required skills.
In order to help chapter members become familiar
with the CoVs, we planned and held CoV introduction
seminars. With the support from each CoV, seminars
were held in May, August, and November 2021. At theseminars, we explained the detailed activities of the CoVs
and held online networking sessions for each CoV, with afocus on two or three CoVs at each seminar (for a totalof eight CoVs in fiscal 2021). The seminars were well

Future Creation Seminars
The Future Creation Seminars are designed to raiseinterest and awareness of PMI Japan Chapter activities
among young people, by inviting lecturers who include
entrepreneurs, social activists, and businessmen andwomen with social influence.
In 2021, based on a survey of the preferences andinterests of Generation Z and Millennials, we planned andorganized free webinars aged 35 or younger, by inviting
entrepreneurs, social activists, businessmen and womenwith social influence.
For all five seminars held in 2021, we used questionnaires
to identify the services, interests, and needs of thatyoung people expected of PMI Japan Chapter. At the final
seminar of 2021, fifth seminar by Mr. Yoki Tanaka, we
received 250 applicants, the most applications ever.

○ July 21 (Wednesday) “Using 1on1s to Create Teams
with a High Level of Psychological Safety” Tomokazu
Shimada○ September 16 (Thursday) “Management that Turns
Crises into Chances ~The Potential of Tourism inJapan to Take a Dramatic Leap Forward After the
COVID-19 Pandemic~” Fumiko Kato

○ October 20 (Wednesday) “Creating the Future with
the Power of Dreams ~Achieving World Peace by
Combining Education and the SDGs~” Ibun Hirahara○ November 24 (Wednesday) “Career Strategies toSurvive Changes in the Post-COVID-19 Age” Chikako
Morimoto○ December 19 (Sunday) “Success Factors for Japan’s
Most Difficult Project and Thoughts on Projects” Yoki
TanakaPMI JAPAN CHAPTER Annual Report 2021

7

Highlights of 2021
Women’s Community
Women make up approximately half of members of PMI
chapters around the world, which is equivalent to the
population. However, the proportion of female project
managers remains low in Japan. Taking this situation
into consideration, this fiscal year, we worked to increaseawareness of the chapter’s activities among female
leaders through initiatives centered on joint events withother organizations. In June and August, together with
Service Grant, a pro-bono NPO that supports NPOs,
we held the fourth and fifth seminars in the “Women’s
Career Design Showcase Series,” “Project Management

We also promoted initiatives laying the groundwork forin the Online Age ~Sharing and Organization Edition~”

efforts in fiscal 2022, including creating a communityand “Project Management in the Online Age ~Practicalwebsite for women and creating articles featuring

Implementation Edition~,” respectively.

interviews with six female project managers. In the future,
we plan to continue supporting female project managers

Additionally, together with the Japan Women Engineers

through our community and events.

Forum (JWEF), an organization of female engineers,
we held a seminar titled “New Organizations, Thinking,and Action Required in the Age of DX ~Overcoming
Real Frontline Issues~” in September 2021. Many
female leaders and project managers gathered andshared various opinions in the discussion and workshop
sessions.

Member Services Committee (Newly Established)
Previously, the Secretariat played the main role inin terms of the amount of information and its visibility.

providing value to chapter members, such as discounts

Through this initiative, we intend to provide informationfor various seminars and providing information throughto members in a timely and easy-to-understand manner,

email newsletters. In fiscal 2021, in order to quickly reflect

while also collaborating with the various CoVs, which aretrends amid rapid changes in the world at large, including

energetically performing activities, to create a platformthe acceleration of the shift to the new normal caused

that will enable users to check past deliverables, including

by COVID-19, and to provide comprehensive member

the content of announcements at the Japan Forum, etc.

services based on chapter strategies and other factors,

We intend to focus our efforts not just on developing awe established the Member Services Committee, withplatform for member services, but also listening to thedirectors involved in and supervising its planning andrequests of members and providing information in a moreorganization.

effective and useful way.

This Committee broadly fulfills the following four roles.
(1) S ummarization of various seminars, including theJapan Forum, Japan Festa, and monthly seminars(2) Publication of email newsletters to share information(3) Development of a platform for member services(4) P lanning and holding of seminars that take into
consideration the needs of the times and members
Among these, for (3) development of a platform formember services, the Committee is planning to rebuild
PMI Japan Chapter’s website, it has been many years
since it was created and has not kept up with the times

8

PMI JAPAN CHAPTER Annual Report 2021

Response to COVID-19
As in the previous year, the activities of PMI Japan
Chapter were again at the mercy of COVID-19 in 2021.

To support remote work, we revised our reception andpayment methods for events, introduced “eventos,” anHighlights of 2021

A crisis management team consisting of directors andthe Secretariat was established under the direct control ofthe president. The team continued to prohibit face-to-faceinteractions and ensure that Secretariat personnel worked
from home, held events and seminars remotely, andcreated an environment to enable remote activities, under
the policy of preventing infection due to the activities of
PMI Japan Chapter. Thanks to these efforts, we were able
to avoid any infections during our activities.

event and seminar management system, to enable us toefficiently hold all events online, and held various events
remotely, including Japan Forum, Japan Festa, as well asmonthly seminars. When holding events and seminars
remotely, we also made them available for viewing ondemand, which resulted in an increase in the numberof participants and a broadening of the participating
regions, and received high praise from participants. Ourcommunication was also strengthened through remote
conferences with the PMI’s headquarters. The futureremains uncertain, but in the future operation of thechapter, we will look for novel hybrid methods of operationthat also incorporate the good qualities of holding inperson events.

Awarding of “Open Badges”
Previously, PMI Japan Chapter presented letters ofappreciation (certificates printed on paper) to seminar
lecturers, volunteer staff, etc., but from fiscal 2021, we
switched to presenting digital “Open Badges.”
Open Badges are digital certificates based on international
technical standards that prevent forgery or manipulation
with strong security systems. Metadata is embedded in
the image, enabling recipients to easily share, send, andpublish their qualifications, volunteer achievements, andeducational achievements online. Additionally, users canalso attach open badges to their email signature, lettersof introduction, and resumes, and promote themselves by
displaying them on social media (LinkedIn, Facebook, andTwitter), their website, and various other platforms.
Overseas, universities, qualifications certification bodies,and global IT companies issue Open Badges, particularlyin the West, and various organizations in Japan havealso begun to issue them. Yoshiaki Fukazawa of Waseda
University also spoke at Japan Forum 2021 about

attitudes related to Open Badges in Japan and overseas,
as well as the necessity and effect of their spread.
In 2021, Open Badges were presented to the following
people.
(1) Lecturers at PMI Japan Forum 2021
(2) The lecturer who received the highest ranking in votes
by participants from among lecturers in PMI Japan
Forum 2021
(3) The lecturers who were ranked in the top 10 in votes
by participants from among lecturers in the Japan
Forum 2021
(4) People who volunteered as operational staff at PMI
Japan Forum 2021
(5) Lecturers at PMI Japan Festa 2021
(6) People who volunteered as operational staff at PMI
Japan Festa 2021
(7) Persons who participated in all eight monthly seminars
We will continue to award Open Badges from 2022
onward, and we hope they will be useful to people who
receive them in their various activities.

https://www.openbadge.or.jp/

PMI JAPAN CHAPTER Annual Report 2021

9

Mid-Term Three Year Plan
Formulation of Mid-Term Plan (2020 - 2022)
For some time, PMI Japan Chapter has formulated mid-term plans foreach three-year period, in which it has set forth its mission and vision
as an organization, and made its measures a reality. The current midterm plan was formulated in 2019 through repeated consideration by
Executive Planning Committees, particularly the Mission Committee,
based on the strategies of the PMI’s headquarters, with thecooperation of active members of study groups, etc.
We revised the mission and vision of PMI Japan Chapter when
formulating the current mid-term plan.

Mission:PMI Japan Chapter sustainably assists its members in realizing
social, organizational, and personal values through project
management.
Vision:Society recognizes that understanding and making full use of project
management are fundamental skills that all generations must have.
Under this mission and vision, we have instituted the following
policies:
1. Promote the realization of values according to the individual life
stages of all generations
2. Create a virtuous cycle to spread the usefulness of project
management from our chapter to individuals, and from individuals toorganizations and the society.
We expected that annual revisions to the plan would be necessary in
response to changes in the environment when formulating the midterm plan. We assessed the progress of our measures throughout
2020, and took steps to revise our measures based on the following
three points.
1. Explore a new activity style that aligns with the new normal toprovide attractive values to all generations under the customer-firstprinciple
2. Strengthen our ability to communicate to not only chapter
members but also to the public in order to raise societal awarenessof project management
3. Continue to strengthen our infrastructure such as processes,organizational resources and IT infrastructure
In 2021, PMI Japan Chapter carefully formulated our mid-term planfrom the perspective of the PMI’s headquarters’ new PMI 4.0 strategy.
PMI 4.0 consists of three strategic objectives and four strategic focus
areas.

Strategic Objective 1: Broaden Our Reach
Serve more people by extending our regional operations, coalitionbuilding with other leading associations and organizations, andconnecting and welcoming changemakers of all ages.
Strategic Objective 2: Extend our Impact
Make a global contribution by expanding the community of people
with project management skills and supporting the skill development
and active participation of people.
Strategic Objective 3: Build Lasting Relationships
Develop lifelong relationships with individuals and deliver services
that continually meet their changing needs.
Strategic Focus Area 1: Social Impact
Social Impact is all about change and we enable changemakers, not

10 PMI JAPAN CHAPTER Annual Report 2021

just for business - but for the broader good
Strategic Focus Area 2: Expanded Communities
Strengthen our existing communities, expand outreach to externalorganizations and communities, and involve changemakers frommultiple aspects
Strategic Focus Area 3: Coalition of Associations
Develop partnerships with other organizations to facilitate acquisitionof diverse skills and provide more people with the opportunity tocome into contact with project management
Strategic Focus Area 4: Corporate Value
Promote the value of project management skills and certifications toorganizations and their members in each area
We enhanced our understanding of these details of PMI 4.0 andreviewed the alignment with the current mid-term plan. As a result,
we found no significant changes necessary because at the policy
level, the content takes into consideration the strategic objectives
and strategic focus areas of PMI 4.0. However, there were somemeasures where sufficient results had not necessarily been achieved,
despite being implemented from the same perspective as PMI 4.0.
Therefore, in order to enhance the effects of our measures, theExecutive Planning Committees revised the existing measures andworked to make our plan for fiscal 2022 a reality as we looked toward
the final fiscal year of the mid-term plan.
Some measures originally set forth under the current mid-termplan were progressing well. We achieved results ahead of schedule,
including the publication of the Project Management Research
Report, active participation in the PMI headquarters’ awards program,and the creation of the PM Award. Additionally, holding various typesof virtual event has become an established practice as part of our
response to the COVID-19 pandemic, and we have closed the gap inservices between regional areas and the Tokyo Metropolitan Area
as a result. We have also moved forward from the traditional study
group system, to develop a system that enables flexible community
activities involving diverse people.
On the other hand, although we have continuously implemented
multiple initiatives over many years focused on areas such as
expanding the number of young members and creating an active
community for female PMs, but we have yet to see visible results.
We are also steadily expanding our cooperation with educationaland government institutions; we believe there is still significant roomfor expansion. Over the past year, we have made significant internal
improvements to our IT platform within the chapter, but from thebroad perspective of member services, our efforts in this area arejust getting started.
PMI Japan Chapter formulates mid-term plan every three years,
and has been reviewing it repeatedly. As a result, a culture has been
established that is based on continuous day-to-day improvements,
while also deliberating our vision for the chapter, without becoming
overly focused on immediate issues. In fiscal 2022, we will formulate
a new mid-term plan. We will continue to enhance the quality ofour discussions, as we aim to provide a full range of services formembers, operate our organization in a mature way, and further
develop PMI Japan Chapter, without obsessing over formality.

2020-2022 Mid-Term Plan of PMI Japan Chapter
No
1TargetTargetProviding Attractive Value to All Generations with a Customer-first Principle
Enlarge the scope for project management application- Study on expansion of project management methodologies (including agile)- Increase of project management methodology elements through opinion exchange and collaboration
with other organizations- Contribution to society and organizations through project management
Build a mechanism for knowledge management- Reuse of the Forum materials
Project Management Research Report- CoVs will report their outcomes from their studies and a responsible organization will publish a report
regularly

1-1
1-2-1
1-2-2
1-3
1-4
1-5
1-6
1-7
1-8
1-9

1-10
1-11
1-13
1-14
2

2-1

2-2
2-3
2-4
2-5
2-6
2-7
2-8
2-9

2-10
2-11
2-12
3

3-1
3-2

3-3
3-4
3-5
3-6

ATPs

Strengthen relationship with ATPs

Companies

Start to penetrate industries other than IT by industry-based marketing

Corporate sponsors

Enhance services for the purpose of increasing corporate sponsors

Active members
Chapter members,
prospective members
Active members
Chapter members,
prospective members
Active members
Chapter members,
prospective members
Regions
Regions
Students, student
organizations
Students, student
organizations
Students, student
organizations
Students, student
organizations

Mission Committee
Mission Committee
Secretariat
Academic Committee
Marketing and Membership
Committee
Marketing and Membership
Committee
Marketing and Membership
Committee

Cultivate chapter members' leadership skills

PM Community Vitalization
Committee

Understand target segments' needs and disseminate relevant information

PM Community Vitalization
Committee

Enrich support and activities based on the segment-specific needs

PM Community Vitalization
Committee

Promote value creation through project management activities in regions oher than Greater Tokyo
Strenghthen promotion for PM-related activities and create environments where locals can easily join theactivities

Regional Service Committee

Two-way collaboration with academic sponsors

Academic Committee

Collaborate with domestic and international higher education institutions, related academic societies,
and overseas chapters
Cooperate with corporate sponsors and other companies regarding PMI Talent Triangle education andlifelong education

Academic Committee

Appeal to the next generation, students, and young people

Academic Committee

Regional Service Committee

Mid-Term Three-Year Plan

1-12

Responsible body

Academic Committee

Raising Awareness of Project Management in Society
GlobalNext generation
Companies, educational
institutions
Other Project Management
organizations
Other Project Management
organizations

Increase the chapter’s overseas presence and information dissemination as PMIJ, and apply for the PMI
awardsRaise awareness of project management for the next generation
Consider establishing a award system of the PMI Japan Chapter
Spread project management and have permeation activities in collaboration with other PM organizations

Society

Spread project management and have permeation activities as a measure to respond to innovation anddigital society
Enrich PM methodologies and resources and promote the methodologies through practicing social
activities

Corporate sponsors

Increase individual chapter members who belong to corporate sponsors

Government
Students, student
organizations
Students, student
organizations
Students, student
organizations

Industry-academia-government collaboration in local regions
Spread project management education and promote globalization by taking advantage of PMI's resourcesand global network

Women

International Cooperation
Committee (ICC)
Mission Committee
Marketing and Membership
Committee
Marketing and Membership
Committee
Marketing and Membership
Committee
Marketing and Membership
Committee
Marketing and Membership
Committee
Regional Service Committee
Academic Committee

Strengthen hub function to exchange PM education information domestic and overseas

Academic Committee

Strengthen sensitization activities on the necessity and effectiveness of PM education

Academic Committee

Raise awareness of project management for womenMission Committee
Program Steering Committee

Sustainable Chapter Organization
Improve service system- Building a service delivery framework to improve customer satisfaction- Providing service in accordance with each segment's needs- Establishing whole processes from service development to operation
Have stable service operation- Establishment of service operation process
Construct a mechanism that can respond to provision of venues/information/inquiries in a timely manner- Improvement of satisfaction rate for PMI digital platform- Use of new communication tools such as SNS- Transformation of operation with PMI digital platform
Improve satisfaction rate for the Forum and seminars- Formulation of policies and frameworks for seminars hosted by the Secretariat- Further improvement in satisfaction rate for the Forum and seminars-Provide PMI information on a timely basis-Rebuild the entire process from translation of standards to publication
Have soundness and continuity of business- Formulation of business plan for continuous operation of business- Strengthening chapter operation system and governance
Strengthen the Secretariat- Securing resources that can offer various services- Strengthening of facilities (office relocation/expansion)

Mission Committee
Membership Service Committee
Secretariat

Membership Service Committee
Secretariat
Membership Service Committee
Secretariat

Standard Promotion
Committee/International
Cooperation Committee (ICC)
BoD
Program Steering Committee
BoD
Program Steering Committee
PMI JAPAN CHAPTER Annual Report 2021

11

PMI Standards
PMBOK® Guide - Seventh Edition◆Release of PMBOK Guide - Seventh Edition®

The English version of the seventh edition of the PMBOK® Guide,
the latest edition, went on sale in electronic format on July 2 andin paperback format from August, while the Japanese version
went on sale in electronic format from October 4 and paperbackfrom October 26. Sales have been growing at a rapid pace,including hitting sales equivalent to those of the first six months
after the sixth edition went on sale in just over one month since
the seventh edition went on sale.
®
◆Transformation of PMBOK Guide ~ changes tothe seventh edition

Since the first edition of the PMBOK® Guide was published in
1996, it has generally been revised every four years, but therevisions for the seventh edition were of an unprecedented
scale. Previously, the PMBOK® Guide consisted of a core of fiveprocesses, and a framework of 10 knowledge areas, but thesehave been removed, and the “project management principles”
and “project performance domains” have emerged as new central
concepts.
Many readers of previous editions, which were based onprocesses with defined inputs and outputs, may have thoughtthat these revisions have made it more vague and less concrete.
However, with these revisions, the framework that has beendeveloped over more than 20 years was removed and projects
were reinterpreted from a completely new angle, which enables
compatibility with projects from all types of approaches, andis also a splendid summary of the essence of key approaches
shared among a wide range of project stakeholders.

◆ Background to revisions
Agile software development was
created amid the need for a responseto rapid system development andmodification against the backdrop oftrends such as the development of
e-commerce in the 1990s. Readers
will be aware that various agile
methods have been developed since
the announcement of the Agile
Manifesto in 2001. Furthermore, inrecent years, agile development hascome to be required in various typesof projects, not just software. SAFe
(Scaled Agile Framework) appeared in response to development
at all levels of organizations, and Disciplined Agile also appeared,
comprehensively integrating various agile methods.
Amid this trend, there was an increasing need for the PMBOK®
Guide to address agile methods as a guide to all types of project
standards and knowledge. In 2019, the PMI integrated Disciplined

12 PMI JAPAN CHAPTER Annual Report 2021

Agile as an organization and developed a system for project
management, including agile. Now, the seventh edition was
created in a way that includes both the forecast-based approachthat previous editions of the PMBOK® Guide were based on, as
well as the adaptive approach represented by agile.

◆ Considerations for the revisions
These revisions take into consideration factors such as theextremely quick pace of changes in the environment, changes
in the way of working, and making the PMBOK® Guide easy toread and use without being crammed with too much information,reflecting feedback from readers. The target audience also
shifted and now include not only project managers, but also a
broader range of people involved in projects.

◆ Publication of Japanese translation
When the sixth edition was published, translation teams frommultiple countries met, and through multiple workshops,
implemented a process to release the English version andtranslated versions at the same time. For the seventh edition,
however, a CoE (Center of Excellence) for translation wasestablished in headquarters, and the system changed such that
headquarters took responsibility for translating the PMBOK ®
Guide into each major language. Therefore, the Japanese teamwas required to adapt to this system.
Additionally, when we released the sixth edition, we received
many requests for improvement from readers, etc. Accordingly,
when issuing the seventh edition, PMI Japan Chapter reflectedon these requests and first selected translations of terms usedby the PM community in Japan and ensured the translation wasconsistent with the expressions used in previous standards
implemented in Japan. Secondly, we made requests toheadquarters such as making the layout feel easy for Japanesereaders to read, including the use of columns and selection of
fonts (line and paragraph spacing, title and subtitle size, etc.).
As a result of our negotiations with headquarters regardingthese issues, the Japan team assumed control of all processes
after the supervised translation, and endeavored to enhance thequality of the final Japanese translation and production. As aresult, the seventh edition was praised by many readers, including
reasons such as the easy-to-read Japanese text and layout, andthe handy B5 size. The fact that sales of the seventh version havesignificantly outpaced those of the sixth version is indicative of
the success of these efforts.

◆ Future initiatives
In the future, we will provide new opportunities to develop a better
understanding of PMBOK® Guide, including seminars related to
the PMBOK® - Seventh Edition, as well as opportunities to develop
an understanding of other documents.

Trends in Project Management
Trends in Project Management
The global COVID-19 pandemic and the difficult economic conditions
that have continued since 2020 have accelerated changes in ways
of working at organizations, the ways that value are provided, as well
as digital transformation. As a result, there is a shift from traditional
ways of working based on organizations to The Project Economy™,
centered on ways of working based on projects. This idea has
expanded, and organizations and project management personnel
must rapidly adapt to this change. Under these circumstances, evenamidst the difficult environment, PMI has continued to expand as
an organization, with 304 chapters, four potential chapters, and over
640,000 members as of end-December 2021. The number of PMP
holders as well as that of other certifications had also increased at arobust pace, exceeding 1.25 million people.

1 Megatrends in 2021
PMI is focusing on supporting the changemakers who will transformthe future and provide solutions to issues affecting the world.
Changemakers have emerged and are turning bold new strategies
into reality during the COVID-19 pandemic, and they have built a new
ecosystem. This ecosystem requires project management personnel
who possess multiple qualities, including technical expertise andbusiness insight, as well as so-called “power skills,” i.e., cooperative
leadership, a revolutionary mindset, empathy, and the ability to build
relationships of trust. These personnel must also understand the key
megatrends reshaping the world. To support these efforts, PMI has
assessed the long-term global trends that require a rapid response,and provided a summary in the form of five megatrends affecting the
project economy.

2 Beyond agility
As changes in the pace of environmental change accelerate anduncertainties and complexities grow, PMI has been using the term
“gymnastic enterprises” to refer to enterprises that prioritize resultsover processes, change as appropriate, and understand methodsof balancing governance with organizational structures that requirea change in direction. In “Beyond Agility,” the 2021 Pulse of theProfession ®, a comparative survey of traditional and gymnastic
enterprises was reported. Gymnastic enterprises are not just highly

https://www.pmi.org/learning/thought-leadership/pulse/pulse-of-the-profession-2021-by-region

3 Most Influential Projects 2021
Leading the top 50 most influential projects in 2021 were two projects
that used messenger RNA to develop COVID-19 vaccines, one byModerna and the other a collaboration between Pfizer and German
biotech company BioNTech. From vaccine development to bringing tomarket usually takes ten years, but these teams obtained approval inless than one year and established systems for supplying vaccines tothe market.
From Japan, Sony’s PlayStation 5 was ranked 35th, and the “Tokyo
Toilet” project, a hygienic and accessible public toilet, was ranked 49th.
https://www.pmi.org /most-influential-projects-2021/50-most-influential-projects-2021

4 PMI 4.0
PMI 4.0, a new strategy that PMI has announced on the 50th
anniversary of its establishment, sets forth three strategic objectives,and it began in earnest in 2021. The first strategic objective is “broaden
our reach.” We aim to go beyond the PM community within andoutside of Japan Chapter, and spread project management as a life
skill for all people, from ages 5 to 105. In particular, new initiatives
have begun, such as the provision of products and services forgenerations aged under 35, and the Future 50.
The second strategic objective is “to extend our impact,” in which PMI
has set forth a target of increasing our social impact tenfold comparedwith the present, through our contribution to the UN’s SDGs, etc.
Our final strategic objective is “to build lasting relationships.”
PMI will offer various services and products, qualification systems,
and micro-credentials, in order to build relationships with a diverse
range of stakeholders to respond in intelligent ways to the increasingly
complex business environment and continuously evolving technology.

5 New agile certification system
In many projects, work is underway to tailor project management
approaches, governance, processes, etc., to context, in order to
respond to changes in the environment surrounding projects. As agile
projects and projects that use agile in a hybrid way increase, PMI is
promoting a new PMI agile certification system that integrates theprevious agile certification (PMI-ACP) and Disciplined Agile. In Japan,
Japanese-language training courses and examinations for DASSM (DASenior Scrum Master) and DASM (DA Scrum Master) also began in
2021. In 2022, the Japanese version of the second edition of ChooseYour WoW! is expected to be published. Please see the Japanesepage at PMI.org for an overview of Disciplined Agile.
https://www.pmi.org/certifications/agile-certifications

PMI JAPAN CHAPTER Annual Report 2021

13

Trends in Project Management

In order to take advantage of these trends and create a multipliereffect for good and a powerful magnitude of change, we must makesocial impact projects a strategic priority, rethink relationships withcustomers and wider stakeholders, and foster open and innovative
partnership ecosystems. PMI has also defined a new Talent Triangle
consisting of the key skills for success. Technical skills in the
traditional Talent Triangle have become ways of working (including
forecast-based, agile, hybrid, and other management methods), andthere are also business acumen and power skills.

https://www.pmi.org/learning/thought-leadership/pulse/pulse-of-the-profession-2021

PMI Standards

1. COVID-19
2. Climate Crisis
3. Civil, Civic, and Equality Movements
4. Shifting Globalization Dynamics
5. Mainstream Artificial Intelligence
Please see the Japanese version for details of the 2021 megatrends.
https://www.pmi.org/learning/thought-leadership/megatrends

agile as enterprises; they also prioritize human factors and actively
develop the skills required of changemakers. Gymnastic enterprises
also recognize the importance of enabling these project skills througha values-based organizational culture that’s focused on customer
value, digital solutions, and diversity, equity, and inclusion. These
enterprises are resilient and flexible. They turn strategy into reality
and carve out a true competitive advantage in The Project Economy.
For details, refer to the Japanese version of the 2021 Pulse of theProfession® and the Japanese version of the Asia Pacific edition of2021 Pulse of the Profession®.

Membership Benefits
Individual Membership System
Benefits of Individual MembershipT h e b e s t w a y t o g a i n a n d d e m o n s t ra t e a d e e punderstanding of systemized approaches, methodology
and case studies in project management is to obtain andmaintain PMP®, a de facto standard credential in project
management. The most optimal way is to join PMI Japan
Chapter.

Benefits of Individual Membership in
PMI Japan Chapter
1. Discounts on seminar attendance fees
Members receive discounts on attending chapter’s
activities, such as the PMI Japan Forum, the PMI Japan
Festa, monthly seminars and PMP ® exam preparation
courses hosted by PMI Japan Chapter. Due to thepandemic, all the seminars have been held virtually sinceApril, 2020.
2. Participation in CoVs
Participation in various committees and study groups
allow members to improve their competency in project
management, share and exchange information with fellow
practitioners from different industries and to obtain PDUs.
All CoV activities were conducted on Zoom. Outcomesfrom these committee and study group activities arepresented during the PMI Japan Forum, which is held insummer on an annual basis. In 2021, our CoVs delivered
more than 30 presentations to talk about the outcomes of
their activities.
Executive Planning Committees
1) Regional Service, 2) PM Community Vitalization,3) Marketing and Membership, 4) International
Cooperation, 5) Academic, 6) Standard Promotion
Study Groups
1) IT, 2) IPPM, 3) Portfolio/Program, 4) PM TalentCompetency, 5) OPM, 6) Risk Management, 7) PMO,
8) PM Tool, 9) Women OBF, 10) IRC, 11) Agile, 12)
Social PM, 13) Stakeholder Management, 14) Business
Analysis, 15) Project Management, 16) PM Education,17) PM Translation and Publishing
Programs
1) PMBOK® Seminar, 2) Seminar
Projects
1) AI@Work, 2) SDGs Startup
Kansai Branch
1) Administration, 2) PM Practice, 3) Medical PM, 4) IT

14 PMI JAPAN CHAPTER Annual Report 2021

Upstream Process, 5) Quantitative PM, 6) PM Creation

Chubu Branch
1) Administration, 2) PM Salon/Seminar, 3) Regional
Social Management
3. Discounts on Project Management Books
Project management-related books were available
to chapter members at a discounted price throughthe chapter’s website. The chapter started a service
that enable Japan Chapter members to download theJapanese version of PMBOK® Guide - Seventh Edition in
FY 2021.
https://www.pmi-japan.org/news/book/2021_
10_04_pmbok7dl.php
4. Browsable Translated Articles
At the members' section of the website, the members
can access articles translated into Japanese such as PM
Network®.

How to Join PMI Japan Chapter
To become a member of the chapter, you have to firstjoin global PMI membership. Please visit www.pmi.org
and create your account. Then join PMI as an individual
member and choose PMI Japan Chapter during the online
application process. Credit card payment is the easiest
option.
*Applied to consumption tax

PMI Japan
Chapter

PMI
Application
processingfee (*)

Annualmembershipfee (*)

Annualmembership
fee

US$10

US$129

US$50

Total Amount

US$189 for the first year
US$179 from the secondyearWe held multiple orientation sessions for new members
who joined PMI Japan Chapter but were unsure of how
to benefit from the membership. In the orientation, PMI
Japan Chapter talked about PMI, PMI Japan Chapter, and
our CoV activities for 60 minutes. The orientation was free
to attend, and 1.0 PDU was issued to all participants. Allfour orientations were held remotely during 2021, owing
to the impact of the COVID-19 pandemic. The switch fromin-person to virtual seminars enabled more people toparticipate from regional areas.
For people who wanted to learn more about our CoV
activities, we also provided explanations of each CoV
using Zoom breakout sessions in the second part of theorientation, providing participants with an opportunity tocommunicate with more experienced chapter members.
These sessions enabled participants to check things that

Membership Benefits

Orientation for New Chapter Members
they could not ask during the Q&A session in the first part,and also enabled them to expand their connections withother members who joined at the same time. For thesereasons, they were highly praised by participants. Many
people participated in specific chapter activities after
these orientations.
Over the past few years, the number of people
participating from outside the IT industry is increasing,and it is apparent that the management environment inJapan is changing.
In fiscal year 2022, we intend to continue holding quarterlyorientation sessions virtually.
There is no charge to participate, so feel free to attend if
you are a new chapter member but are unsure of how totake advantage of the chapter membership.

Corporate Sponsorship Program
About Corporate Sponsorship Program
PMI Japan Chapter offers a Corporate Sponsorship
Program for companies keen to enhance their project
management framework, share the mission, and support
the activities of PMI Japan Chapter.

Benefits of the Corporate Sponsorship
Program❖P MI Japan Chapter holds liaison meetings of about
150 attendees, five times a year. Corporate Sponsors

from various industries gain access to a unique
opportunity to exchange views, expand their knowledge
and to network with project management experts.
❖ C orporate Sponsors’ employees can join Corporate
Sponsor Study Groups, which will enable them toimprove their competency in project management.
❖ PMI Japan Chapter disseminates its email newsletterto inform corporate sponsors of the chapter programsand events planned and designed for sponsors.
Employees of corporate sponsors get discounted pricefor books available at the PMI Japan Chapter Bookstore
and for events hosted by PMI Japan Chapter.
❖ PMI Japan Chapter publishes logos and names of
the Corporate Sponsors on its website. This way, theCorporate Sponsors can raise their business profile asa corporation dedicated to project management.

Corporate Sponsorship Program’s
Achievements
Meetings
PMI Japan Chapter conducted 5 online corporate sponsor
meetings in 2021. The meetings provided ProjectManagers and Human Resource personnel with the latest
trends in project management. The participants were
employees of the corporate sponsors and PDUs were
issued to participants.
Corporate Sponsor Study Groups
This study group was created for employees of corporate
sponsors. Participants can leverage this platform to share
their opinions and jointly study the issues or concerns
from each company. In 2021, 41 companies and over48 people participated in the following three Corporate
Sponsor Study Groups:◆ Human Resource Development Study Group◆ Young Project Manager Development Study Group◆ Case Method Study GroupPMI JAPAN CHAPTER Annual Report 2021

15

Membership Benefits
Academic Program
The Academic Sponsor Program was established in 2011.
Program participants include universities, technical colleges,
high schools, and junior high schools, as well as publicresearch institutions throughout Japan. Participants mustcomply with the PMBOK® Guide advocated by PMI, indicate
an understanding of the development of project managementin Japan, and promote education and research activities
related to project management. There is no annual fee forparticipants.

(2) Japan Forum academic track
Every year, our academic sponsors, individual chapter
members, and corporate sponsors participate in the academic
track of PMI Japan Forum, under the theme, “Education
and Project Management.” Many academic sponsors givelectures on common themes aimed at sharing knowledge andexchanging opinions related to project management examples
and trends in educational methods.

We ask for cooperation from academic sponsors for thefollowing three points:● Participation in the Academic Committee as members● Participation in the academic track of PMI Japan Forum● I ndividual initiatives to develop awareness of project
management education and spread it(3) Individual initiatives
One individual initiative includes “SDGs training for students,”
which the Academic Committee held twice online in 2021.
When holding this training, we provided information toacademic sponsors, and received their assistance inintroducing the event to their students, encouraging them toattend. We also received feedback from the students who
participated in the training afterwards.
A school that registered as a new academic sponsor in fiscal year
2021 also requested that PMI Japan Chapter provide assistanceto strengthen and enhance their existing PBL program for juniorhigh and high school students, and experts and specialists fromPMI Japan Chapter are currently considering the matter.

(1) Academic Committee
As an organization within PMI Japan Chapter that spreads
project management education and strategically promotesinternationalization, the Academic Committee considers
chapter strategies and implements individual measures, basedon broad collaboration between academics and educators,
and industry experts. In fiscal year 2021, 6 members fromacademic sponsors took part as members.

Implementation in fiscal year 2022
Previously, we prioritized “knowledge sharing” in academic
initiatives, and focused on providing opportunities fordiscussion and networking in PMI Japan Forum. On the other
hand, in 2020 and 2021, all activities, including the academic
track, were moved online owing to the impact of the COVID-19
pandemic. As such, we plan to devise methods for “sharing
knowledge” in response to changes in the environment in 2022.

PMI Japan Chapter offers services (seminars, sale of books,etc.) to schools and organizations that are academic sponsors
for the same special price as corporate sponsors. As of
December 31, 2021, 51 schools and organizations registered
for the program.

Service for Non-members
Membership Promotion Orientation
We hosted this orientation for holders of PMP® and other
PMI certifications who were not yet chapter members. We
explained benefits of joining PMI Japan Chapter, drawing theirattention to new memberships.
In fiscal year 2021, we standardized quality and format forseminar planning and operation, based on our successes
in past activities. We came up with ways to increase theusefulness of seminars themselves, such as providing
information on effective ways to obtain PDUs. This is a
topic which all PMP holders are interested in, therefore,
is particularly likely to attract participants. As an effort topromote membership, we also provide opportunities forexchanging opinions between individual members in a groupsetting, as well as talks about the experiences of members

16 PMI JAPAN CHAPTER Annual Report 2021

who joined in the past year.
We held four orientation sessions in fiscal year 2021 (allonline). There were 212 participants in total. As a result,approximately one-third of the participants, 70, became newchapter members.
For fiscal year 2022, we plan to continue the above activities,
while implementing initiatives to further increase theproportion of participants who join the chapter. Specifically,
we plan to schedule this orientation a month before “aNewcomer Orientation”, which is held by the PM Community
Vitalization Committee. We also plan to provide more
information on what to do after becoming new members,
such as introducing “the CoV concierge”.

PMI Japan Chapter's Organization

Auditors

As of December 2021

PMI HQPMI Japan Chapter Board

Membership Benefits

Organizational Structure

Secretariat
Mission Committee

Program Steering Committee

Performance Review Committee

Regulation Committee

Chubu Branch

Kansai Branch

Executive Planning
Committees

Human Resource
Development
Study Group

Chubu Branch
Administration
Committee

Kansai Branch
Administration
Committee

Regional Service

IT

Young PM
Development
Study GroupPM
Salon/Seminar

PM Practice
Study GroupPM Community
Vitalization

Case Method
Study GroupRegional Social
Management
Study Group

Medical PM
Study Group

Programs

Projects

PM Tool

PMBOK® Seminar

PMI Japan
Forum

IPPM

Women OBF

Mentoring

PMI Japan
Festa

Marketing andMembership

Portfolio/Program
Management

PM Education

Seminar

AI@Work

IT Upstream
Process
Study GroupInternational
Cooperation

PM TalentCompetency

Project
Management

Quantitative
PM Study Group

Academic

OPM

Business Analysis

Stakeholder
Management

PM Creation
Study Group

Standard
Promotion

Risk
Management

Social ProjectManagement

PM Translation
and Publishing

Membership
Service

PMO

Agile

International
Relations
Community

The role of the Mission Committee is to formulate mid-termplans based on the chapter mission, monitor chapter activities
in light of mid-term plans, and propose corrective actions to
the Board of Directors as appropriate. In 2021, the Mission
Committee considered the new PMI 4.0 strategy indicated by PMI
headquarters, and considered how to spread understanding of thisstrategy within PMI Japan Chapter while reflecting it in the midterm plan. The Mission Committee also held five “Future Creation
Seminars” to strengthen our efforts to appeal to people aged 35
or younger in connection with the new strategy and took steps tounderstand the intentions of young people.

Program Steering Committee
Every year, all CoVs in PMI Japan Chapter formulate annual plans,
and the Program Steering Committee works to optimize theseplans. At monthly committee meetings, the Committee ensureshorizontal cooperation among Executive Planning Committees
overseeing chapter strategy, deliberates and summarizes mattersfor deliberation and reporting proposed by CoVs, organizes policies,and contributes to the smooth operation of the Board of Directors.
In fiscal year 2021, in order to secure budget from the PMI
headquarters, the Committee identified chapter measures that arealigned with headquarters’ strategy and worked with headquarters
to adjust the content of these measures and the amount of budget.
The Committee also proposed and executed tasks any othercommittees don’t take responsibility for.

Performance Review Committee
The Performance Review Committee reviews the Secretariat
employee compensation and bonus, including those of theSecretary General, based on the Secretary General’s proposal,
which uses similar non-profit organizations as a benchmark. The
Committee takes into consideration the chapter’s financial position,

SDGs Startup
Research
Subcommittee

PMI Japan Chapter Organization

Mission Committee

Study Groups

Service for Non-members

Corporate Sponsors

employee’s entitlement balance, employee work performance, etc.,
and submits a proposal to the Board of Directors. The Committee
also selects chapter members and CoVs to whom awards should
be given and makes proposals to the Board of Directors.
In fiscal year 2021, the Committee increased the bonuses paid
to employees of the Secretariat. The Committee also consulted
external experts concerning the establishment of a personnel
evaluation system for members of the Secretariat.

Regulation Committee
The Regulation Committee focused on the election of directors in
2022, based on the chapter bylaws revised in the previous fiscal
year. For the elections, new candidates who are chapter members
recommended by other chapter members stood in the election.
The Committee also created a schedule for the election, formulated
Eligible Criteria for candidates, and worked with the Secretariat tosupport the Nomination Committee and Election Administration
Committee. The Committee also formulated procedures forselecting the president after the election.

Auditors
The auditors carry out an independent audit on work performedby the Board of Directors and the Secretariat in response to themembers’ mandate. The three auditors each utilized knowledge
developed through their respective experience (in a bank, as
an internal auditor in a company, and as a corporate auditor)
to cooperate in their activities. The number of directors wasincreased in order to create a governance structure appropriate
for a large organization with 5,000 members. To assess thedivision of roles among directors and the execution of their duties,
the auditors attended meetings of the Board of Directors andconducted interviews with many directors. In the accounting audit,
the auditors also conducted interviews with a certified public tax
accountant and checked related documentation.
PMI JAPAN CHAPTER Annual Report 2021

17

PMI Japan Chapter's Organization

Regional Service Committee
The Regional Service Committee conducts activities for the
purpose of improving chapter service, promoting project
management communities, facilitating the creation of a new
regional community, and facilitating collaboration among local
governments, academic and corporate sponsors, in areas outsideof the greater Tokyo area. In 2021, the committee planned andexecuted regional seminars - providing 5 different webinars. In
total, there were 884 registrations. After the founding of the
Chugoku community at Hiroshima and the Kyushu community in
2020, the committee strove to launch the Tokai Fuji community.

PM Community Vitalization Committee
With an objective to enhance CoV activities and increase
the number of active members, the committee coordinates
information exchange across CoVs and organizes collaborative
events. Through the four working groups (i.e., leadershippromotion, collaboration across CoVs, dissemination of
information, and support for volunteer activities), the committee
promotes revitalization of CoVs. In 2021, the committee
started a pilot scheme, called the CoV concierge service, toanswer questions on CoV activities when chapter members
are interested in joining a CoV but find it hard to choose one.
The committee also hosted a “CoV Introduction Seminar” ona quarterly basis to share values of CoV activities and expand
active chapter members.

Marketing and Membership Committee
The committee’s mission is to increase the number of chapter
members and corporate sponsors and to expand the project
management community. In FY 2021, the committee strove toincrease chapter members, which was in fact on a downward
trend due to the COVID-19 pandemic. The committee conductedfour Membership Promotion Orientations virtually with more than
200 participants. Out of this, 70 people became new chapter
members. With the effects of the winning-back campaign
targeting PMP exam takers as well, the number of chapter
members has started increasing in the second half of 2021. It isalmost approaching 5,000 back again as of December, 2021.

International Cooperation Committee
The ICC’s mission is to promote sharing information andresources through collaborating with PMI and PMI Asia Pacificfor the purpose of enhancing the chapter’s visibility and enriching
chapter activities. Taking occasions to let our chapter activities
be known abroad, the committee members gave three lecturesat PMI’s, PMI AP’s, and PMI Taiwan Chapter’s events. The ICC
virtually set Japan Chapter’s booth for the AP Chapter Festival
and was engaged in networking to enhance Japan Chapter’spresence and build better relationships with representatives fromother chapters. Moreover, the ICC assisted Mr. Yoichi Ochiai and
Ms. Megumi Avigail Yoshitomi in applying for “Future 50”, PMI’saward program starting 2020. They were both awarded.

Academic Committee
The committee promotes project management education

18 PMI JAPAN CHAPTER Annual Report 2021

for those who are in education through collaboration withacademic institutions in Japan. Its activities mainly include
administering the academic sponsor program as well asplanning and implementing the academic track on PMI Japan
Forum. In FY 2021, the committee virtually conducted “SDG
Startup Training for students” twice. It made efforts not to
intimidate the participants by holding a session to share andprovide preparation for the content prior to the training. Whenit comes to its planning and implementation, the committee
called for chapter member volunteers and took advantage of theknowledge and skills various CoVs have accumulated. Anotherproject was to renew the PBL course of the junior high and highschool attached to Shibaura Institute of Technology. For thisproject, various volunteers across the CoVs were called for, andthe kickoff for the course is scheduled for February 2022.

Standard Promotion Committee
The committee’s mission is to provide the Japanese PM
community with PMI standards and practice guides by
researching, selecting, and translating them. In FY 2021, thecommittee made a series of activities to disseminate PMBOK®
Guide - Seventh Edition, promote its sales, and held related
seminars. As for translation efforts, the members worked on
the PMBOK® Guide - Seventh Edition, PMI Standard for Portfolio
Management 4th Edition, and Practice Standard for Work
Breakdown Structures 3rd Edition. As for validation efforts, they
worked on The Standard for Risk Management in Portfolios,
Programs, and Projects and Benefits Realization Management A
Practice Guide. The members also created a guide for Japanesetranslation. Moreover, the committee held eight Standard
Seminars about Business Analysis, Program Management,
Portfolio Management, Organizational Project Management,
Project Manager Competency Development Framework,
Construction Extension to the PMBOK® Guide, and others, withthe total of about 400 participants. Furthermore, the committee
made efforts to improve communication with PMI regarding
publishing PMI standards.

Membership Service Committee
This committee was launched in FY 2021 to provide the PMcommunity with timely information regarding various activities
related to member service, in an easy-to-follow format. During thefirst fiscal year, the members dug deep, clarified various issues
concerning member services and sorted out the problems. The
committee sought to improve participants’ convenience at the PMIJapan Forum, PMI Japan Festa, and other seminars by coming
up with a system for running virtual seminars. There is a monthly
email newsletter that informs the PM Community of mainly eventsand seminars. The committee took the initiative to create anotheremail newsletter titled “Global Trend Info,” where the members
pick several news articles worthy of reading from PMI that arecirculated around the world and disseminate them in the first halfof the month. Moreover, the committee undertook the task ofrebuilding the chapter’s website to enhance quality of content
and visibility so that the website can become more user-friendly.

CoV Activities
Activities across CoVs
Leadership Meeting 2021
The PM Community Vitalization Committee played a central
role in planning the 7th Leadership Meeting in 2021 (LM2021).
Two or three leaders or active members from each CoV in
PMI Japan Chapter (committees, study groups, programs)
participated in the Leadership Meeting 2021. The aim is
to facilitate more active CoV activities and activate the
PM community by sharing the PMI headquarters’ and PMIJapan Chapters’ future vision, direction, measures, etc.
As in the previous year, due to the COVID-19 pandemic,
the meeting in 2021 was also held virtually using Zoom. A
total of 87 people participated, and energetic discussions
continued throughout the day.

Next, there was a lecture on the theme of “How Should We
Implement PMI 4.0?” as PMI Japan Chapter, by Takeshi
Hayama, chair of the Mission Committee. Takeshi Hayama’s
explanation was broken down into its components, withthe addition of his views and interpretations based on

The results of the LM were: (1) a revitalization of the PMcommunity through the sharing of information, and (2) anenhancement in individual leadership and skills.
The Leadership Meeting is planned to be held in September
2022, and we hope to return to an in-person two-day, onenight training session.

CoV Leadership Meetings
The PM Community Vitalization Committee plans andoperates the CoV Leadership Meetings with the aim ofsharing information concerning the activities of PMI Japan
Chapter and each CoV, and contributing to the vitalization of
CoV activities as an opportunity for promoting coordination
between CoVs through the sharing of information. As
planned, we held CoV Leadership Meetings four times in
2021. In total, 21 CoV Leadership Meetings have been held
since they started in 2017.

CoV Activities

The keynote speech was given by SoHyun Kang (Chapter
Manager and Head of Engagement for the Asia PacificRegion), who participated remotely from Singapore, on
the theme of an “Overview of the PMI 4.0 Strategy.” Basedon the understanding that the PMI itself must change,
SoHyun Kang spoke about how PMI 4.0 is positioned asa “growth strategy for addressing the PM-related needsof changemakers,” with the target of supporting people to
make their ideas a reality, and the idea that “we can increase
our global influence tenfold” by enhancing our stakeholder
universe and product portfolio, as well as collaboration
with PMI Japan Chapter and expectations in terms of thestrategic focus areas of PMI 4.0.

In the afternoon, a workshop was held with the title of“Leadership of PMI Japan Chapter in Expanding theCommunity and Identifying Requirements” based on thisyear’s main theme. Participants were divided into eightgroups to discuss four target images: “ages (from children
to the elderly),” “regions (expansion from regions to theworld),” “collaboration with other organizations,” and “ourown growth (reskilling/upskilling).” Afterward, each grouppresented their discussion results.

PMI Japan Chapter Organization

In line with the global evolution of the role of project
management, the PMI headquarters have launched “PMI 4.0”
with an expanded target of all changemakers.
One of the main themes of this year’s meeting was how
PMI Japan Chapter should interpret the “PMI 4.0” strategy
indicated by the PMI headquarters and what kind ofsignificance each CoV and individual should attach to it.

his experience, taking into consideration discussions at
meetings of the Mission Committee.

Amid ongoing effor ts to tackle COVID-19, the CoV
Leadership Meetings were also held virtually in 2021. In
2021, we revised procedures that set forth operational
policies while also exploring ways to take advantage ofthe merits of virtual events. As part of these efforts, at the
fourth meeting held at the end of each year, we expanded
viewers to any CoV members and also let them participate
as long as they liked.
At the fourth meeting, all CoVs also provided a three-minute
overview of their activities in 2021, and we made videos ofthese announcements available for viewing at any time on
a dedicated website. We are in the process of creating anenvironment that enables members to easily learn about
the activities of each CoV.
We think there is still significant room for improvement as
we look to achieve our objective of providing opportunities
to strengthen coordination between CoVs in a limited
number of meetings.
We urge members to submit any ideas or opinions you have.
Thank you for your continued cooperation and support!

PMI JAPAN CHAPTER Annual Report 2021

19

CoV Activities
Projects
AI@Work Project
Thanks to the cooperation between members of PMI Japan
Chapter and outside parties with knowledge of AI, the AI@
Work project, which began on January 31, 2020, generated
greater-than-expected results across three workgroups.
Compared to the previous fiscal year of 166, the numberof members increased by 32%, and the cumulative numberof instances of information being shared on Slack grew toover 10,000, with around 60 to 80 active members.
In 2021, the workgroups researched 12 themes andshared the results of their research at PMI Japan Forum.
We also held two conferences and two SME discussions
as opportunities to share information with external parties
in a way unique to the AI@Work project. A total of 885
people participated in support of the shared content, andthe event received significant praise for being relevant. We
think the fact that general participants consistently madeup approximately 40% of the total shows that this CoV’s
contribution to enhancing the presence and outreach of
PMI Japan Chapter.
In addition, we also created a website for the AI@
Work project, where we published materials such as
the Playbook for PM in Data Science & AI Projects, anintroduction to the Japanese version of the playbook, anda summary of The AIoT Playbook, as deliverables resulting
from coordination with PMI Global.
In 2022, after becoming a Special Interest Open
Community of PMI Japan Chapter, AI@Work will revise
its strategies based on the latest results and sharpen theactivities of each workgroup, while also promoting “openco-creation” through coordination with external parties, toachieve our mission.

SDGs Startup Research Subcommittee■ About the SDGs Startup Research Subcommittee
PMI Japan Chapter established the SDGs Star tup
Research Subcommittee in October 2019 as part of the
Public-Private Partnership Platform for Local Development
SDGs developed by the Cabinet Office.
■ Details of activities
In broad terms, the subcommittee offered two courses:
the basic course for learning SDG project management
methods, and the advanced course that supports SDG
projects for conducting actual businesses.

(1) Basic course
Society recognizes the necessity of the SDGs, but weare aware of the issue; even though organizations may
attempt to start initiatives targeting SDG-related projects,
they are unable to effectively launch and promote them.
Accordingly, we hold courses where participants canlearn “SDGs startup methodology” suited to launchingand promoting SDG-related projects in a training andworkshop format. Over three years, we offered training andworkshops to 70 or more corporations.
In fiscal year 2021 (based on the Cabinet Office accounting
year), we held three meetings of the subcommittee, in
October, December, and February.
(2) Advanced course
In principle, the advanced course offers a project manager
to support the organizations that participated in the basic
course in fiscal year 2020, with their SDG projects.
In fiscal year 2021, we provided support to actual SDGrelated projects implemented by companies, educational
institutions, and non-profit organizations.

CoVs in the Greater Tokyo Area
IT Study Group

IPPM Study GroupIn regards to project management in the ICT sector, suchas construction of information systems and developmentof IT products, the study group researches good practices
to sharpen the members’ skills as well as offers knowledge
sharing and networking sessions. In FY 2021, the members
continued to compile suggestions and advice for IT project
managers in the field and worked towards creating atoolkit for young project managers in the IT industry.

The objective of the study group is to establish an
integrated methodological system to enhance themanagement’s capacity to decide when a project manager
and a team devise a strategy, by providing information
on adequate, science-based performance. With thisobjective, the study group wrote two articles for the ProjectManagement Research Report 2022. Moreover, members
translated and researched the Standard for Earned ValueManagement, which included performance managementand decision making and had been translated at the end of
2021. They presented their research results, summarizing
the new standard at PMI Japan Forum 2021.

20 PMI JAPAN CHAPTER Annual Report 2021

Portfolio/Program Management Study GroupOPM Study GroupThe study group‘s mission is to seek various approaches
that can solve social and management issues. At theregular monthly meetings, members bring topics to discuss,
including state-of-the-art technologies, and exchanges
candid opinions. The number of this study group members
increased from 58 to 68. Moreover, the study group held
seminars on “obtaining PfMP® and/or PgMP® certifications”
and Construction Extension to PMBOK® Guide. Three seminar
participants acquired PfMP® or PgMP® and joined the study
group in helping other members with improving their skills.
The study group was engaged in translating the Standard for
Program Management 4th Edition, and its Japanese version
was published.

With the Japanese version of the Standard for Organizational
Project Management being published, members studied the
publication and held a seminar to explain it. Some memberspresented their research results with the topics of the relation
between organizational cultures and OPM and how to use
OPM to bring about innovation” at PMI Japan Forum 2021. At
the regular monthly meetings, the members discussed a wide
range of topics such as organizational response to the new
way of working, organizational agility, organizational change,
digital transformation, etc.

PM Talent Competency Study GroupThe study group has the following vision: whatever social
practices we have to follow, improve the study group’s maturity
and provide opportunities for discussing risk management,case studies, and information. With this vision, members
worked hard and presented their outcomes. Specifically,some members formed two working groups with the topicsof “how to incorporate AI technologies into risk management”
and “Let’s deepen the understanding of the new standard forrisk management”. The study group hosted the study groupwide forum in October, presenting 10 research outcomes intotal. Furthermore, with a goal to discover new knowledge
and ideas on risk management, the study group held unique
events, where participants discussed certain topics by texting
on Slack in a 72-hour session and subsequently exchanged
their opinions and have more in-depth discussions on Zoom.
There were 12 events in total with 87 participants.

PMO Study Group
With an increased number of companies/organizations
struggling to respond to digital transformation, SDGs, andothers, this study group aims to redefine what PMOs are asorganizations to support corporate management. In FY 2021,
the members were engaged in mostly virtual activities. The
outcomes are summarized as this: monthly study-groupwide meetings, five working groups’ monthly meetings, threepresentations for PMI Japan Forum 2021, contributions to
Project Management Research Report 2021, and holding
a workshop titled “Strategic PMOs” in January 2022. The
study group continues to play an active role in improving thepresence of PMOs until they are recognized as essential incorporate management.

CoV Activities

This study group seeks to research how to develop
personality competency, project managers’ new roles, andcompetency with reference to PMI’s talent triangle anddigital transformation. In FY 2021, the study group strove
to promote the Japanese publication titled Project Manager
Competency Development Framework – Third Edition, which
the study group translated in 2020. The members had
sessions to discuss the content of the publication to gaina deeper understanding. For PMI Japan Forum 2021, thestudy group facilitated holding two lectures with the titlesof “PM Competencies in Digital Transformation Era, - How
can we adopt them and survive?“ and “the Project Manager
Competency Development Framework can help you withimproving your project management skills”. The group also
held a seminar to explain the PMCDF and present actual
examples with it in August, and the seminar came off well.

Risk Management Study GroupPM Tool Study Group
This study group studies tools and techniques in project
management. In 2021, the members discussed how
to improve their skills themselves, not with on-the-job
trainings or practice. With the slogan of improving project
implementation capacity in the agile era, they mainly
researched cooperative tools that enable building teams anddid short case studies to build up their skills.

PMI JAPAN CHAPTER Annual Report 2021

21

CoV Activities

PM Education Study GroupThe members provided “practical education programs” withan objective of contributing to the development of next
generation leaders who will take a lead role in society. The
monthly meetings are occasions where each member talks
about their own activities in PM education and exchanges
opinions. The study group provided a semester course of“Project Management” at a two-year college in Kanagawa in
2021 as well.

selected as “excellent speakers”. Fourth, the study group
continued to offer the Social Project Management course foruniversity students. And fifth, the study group held a social
project management workshop in English for English native
speakers who belong to the study group.

Project Management Study Group
With an objective to pursue the studies of various standards
such as the PMBOK® Guide and contribute to the applicationof the standards in project activities in the field, the study
group successfully created opportunities to have explicit
discussions with people regardless of their affiliations.
Through this activity, the study group aims to apply practicalproject management to projects in the fields. The study
group also continued to provide an occasion called “PMZEN” where people share their challenges and havecandid discussions. Due to the pandemic, PM-ZEN has now
become an online event. More information about the event
can be found at https://pm-zen.connpass.com/
The study group also analyzes trends in project management
standards with PMBOK® Guide - Seventh Edition PMI has
published recently.

Business Analysis Study GroupThe study group’s mission is to study and researchbusiness analysis and provide practitioners in the fieldwith concrete and useful methods, contributing to making
business analysis well known. In FY 2021, the members had
discussions over issues some members were struggling withfor their work. Some members made a presentation withthe title of “Business Analysis with a viewpoint of a productowner for agile development” as an on-demand lecture for
PMI Japan Forum 2021. In collaboration with the Regional
Service Committee and the Standard Promotion Committee,
the study group hosted a seminar that introduced the PMI
Guide to Business Analysis and made efforts to spreadbusiness analysis and the guide.

Social Project Management Study GroupThe mission is to contribute to society’s development
through developing project management techniques that are
effective in solving social issues. In 2021, the study group
set two main goals of enhancing public relations activities
through blog posts and hosting workshops while also
bringing awareness to social project management There
were five outcomes that were produced in 2021. First, they
updated the Social PM blog monthly. Second, they held
the workshops twice. Third, six members presented threelectures at PMI Japan Forum 2021, and all the lecturers were

22 PMI JAPAN CHAPTER Annual Report 2021

Agile Study GroupThe study group conducted the agile Project Management
survey in 2021 as well with more questions. They received
more than 300 responses, analyzed its findings, andpresented them with recommendations. Moreover, the study
group analyzed the findings and researched similarities inincorporating agile in coordination with another organization.
In collaboration with a university, the study group also
researched project managers’ values, focusing on “insidesof organizations” and “connection” between projects andmanagement. Furthermore, the study group hosted monthly
meetings to talk about agile and study groups for first-time
agile learners, with other CoVs.

Stakeholder Study GroupThe study group surveyed communication problems
during the COVID 19 pandemic. They focused on problems
and issues in stakeholder management that the chapter
members were struggling with and attempted to indicate
how to solve them with stakeholder engagement describedin PMBOK® Guide - Seventh Edition. For PMI Japan Chapter
2021, some members presented the findings from thesurvey, stressing the importance of building trust for
stakeholder engagement when they faced problems underthe environment of working from home.

International Relation Community Study GroupAs is the case with many study groups, due to the pandemic,
their activities are also mostly held virtually. IRC members
gave a presentation on “how to overcome cultural differences

on your international project” in PMI Japan Forum 2021 from
3 different perspectives: Japanese history and culture, a realpractice in an actual high-tech research project in France, andcollege education for future international project managers.
At first glance, those topics seem to have no connection,
however, we found many common themes and learnings
throughout those discussions. At the end of 2021, we hada small on/off-line hybrid networking event and discussed
how we can create our values through our activities in 2022.
During these events, we heard many ideas and suggestions
to make our activities more beneficial and we keep trying to
make our exchanges more active and exciting in 2022.

PMBOK® Seminar Program
In FY 2021, the study group’s objectives were to makevideos for the seminar for PMBOK® Guide - Sixth Edition andto prepare a textbook for the seminar for PMBOK® Guide-Seventh Edition. In fact, they have successfully completed
making the video and prepared the textbook. For the video
making, all four lecturers created their videos on Zoom.

Since it was their first effort, they took twice as long as they
had expected; still, they could offer their videos as a series of
online seminars, starting in August. Since the publication of
PMBOK® Guide - Seventh Edition was delayed, the members
undertook the textbook preparation in November. They willcontinue to prepare the textbook in FY 2022.

Seminar Program
The new year special seminar and eight monthly seminars
had a total of 870 attendants and received a high averagesatisfaction rate of 97.1 percent. For PMI Japan Festa 2021,
the program planned and hosted 10 lectures over two daysin November with 420 registrations and a high averagesatisfaction rate of 97.4 percent. The program contributed to
PMI members and businesspersons by continuously holding
high-quality seminars. The advanced skill set they had
developed from running virtual seminars were also usefulwhen they worked as volunteers for running the PMI Japan
Forum 2021 lectures.

CoVs in the Kansai Area
Kansai Branch Administration Committee

was well received. The study group additionally held anotherworkshop in October.

CoV Activities

Representatives for CoVs in Kansai and the committee
members gather once a month to plan and discuss theKansai Branch administration. In FY 2021, the committee
held two virtual events and successfully provided people inKansai and beyond with learning opportunities. The outcomepresentation meeting in December became a fruitful learningoccasion, offering the new president's greeting and lecturesfrom the Chubu Branch, which could enrich the event withthe highest number of participants ever.

Medical PM Study GroupPM Practice Study GroupIn FY 2021, the study group strove for the presentation for
PMI Japan Forum 2021 and hosting short case workshops
online. As for the presentation for the Forum, some members
made two presentations titled “Online short case workshop
and its program design” and “Taking up the challenge of afull marathon in 63 years of age“. As for the online shortcase workshops, the study group held one in April, which

Their mission is to pursue what management is best suitedfor medical care. In FY 2021, the study group strove to create
metamodels for management, which are responsive to diverse
modalities in drug development. Some members presented their
metamodel hypothesis about drug development managementin the era of diverse modalities at PMI Japan Forum 2021.
Subsequently, the study group aimed to test the metamodel
hypothesis, setting up a hypothetic pharmaceutical company
called “Persona Pharmaceutical”, and creating a hypotheticalscenario from the preclinical phase to the clinical phaseof development and assessed the effectiveness of the
management model. The study group presented the outcomeof this activity at the year-end outcome presentation meeting,run by the Kansai Branch.

PMI JAPAN CHAPTER Annual Report 2021

23

CoV Activities

IT Upstream Process Study GroupPM Creation Study GroupIn FY 2021, the study group strove to achieve many
people’s understanding of how to incorporate business
relationship management into practice. At PMI Japan
Forum 2021, the study group presented their outcomesin a lecture titled “Building a Practical Model for Business
Relationship Management Process for Business Value
Creation”. Furthermore, the study group had many
discussions over how to utilize the principles of PMBOK®
Guide - Seventh Edition in a digital transformation project.

In 2021, the study group brought up discussion themes
and had various talks such as lightening talks, shortpresentations, and open space technologies, andsubsequently had 30 discussions in total to pursue anddeepen knowledge. At PMI Japan Forum 2021, somemembers presented their conviction that empathy-based
study groups that emphasize diversity and dialogue will
be important because they can be responsive to the VUCA
era.

Quantitative PM Study GroupIn FY 2021, the members brought up their discussion
themes and had case presentations to learn from eachother’s experience at the monthly meetings. The lecture
titled “A way for team building during the COVID-19
pandemic: Ensure psychological safety and organizational
productivity with one-to-one talks” was awarded as an
excellent lecture of PMI Japan Forum 2021. At the Kansai
Branch Outcome Presentation Meeting, the study groupmade a presentation with the title: “Benefits for project
managers: Diversity, Inclusion, and Belonging (DI&B).
The study group covered not only quantitative data but
also a qualitative theme, human minds, which has been
shed light on recently, to improve their knowledge andpractical skills on management required for the COVID-19
pandemic.

CoVs in the Chubu Area
Chubu Branch Administration Committee

Regional Social Management Study GroupThe committee is responsible for running the Chubu
Branch in general. In FY 2021, the members continued tosupport the two CoVs in Chubu to vitalize their activities.
The committee holds an online meeting on a monthly
basis. The discussion topics were planning seminars,
sharing CoV activities, and exchanging other information.

In 2021, the study group presented their activity
outcomes and discussed and planned new activities.
At PMI Japan Forum 2021, the study group presented
their findings achieved from supporting Toyota City.
During the pandemic, the city has been striving to solve
social issues as well as their findings from new SDG
sensitization activities that is digitalization of SDG card
games. Focusing on SDGs for the new 2021 activities,
the study group started to contact “Fresh Stream Gifu
SDG Promotion Network” and collaborated with the SDGs
Startup Research Subcommittee.

PM Salon/Seminar
Their mission is to contribute to PM activities in Chubu
by providing opportunities to share project management
information, developing project managers, and finding
project manager candidates. In an attempt to find PM
candidates in Chubu, the study group held a design
thinking workshop, aiming to create new values. Focusing
on the manufacturing industry, one of the characteristicsof the Chubu area, the members provided an opportunity
to exchange opinions with staff members who are
working in companies that have good management
practices at the workshop.

24 PMI JAPAN CHAPTER Annual Report 2021

Regional Communities
Branches and regional communities are the backbone of
the Regional Service Committee’s activities.
● Branches (Kansai Branch, Chubu Branch)● R egional communities (Hokkaido, Tokai and Fuji,
Chugoku@Hiroshima, Shikoku, and Kyushu)
In each regional community, members, especiallymembers of the Regional Service Committee, work
together on their unique activities, such as research andstudy groups.

Hokkaido Community
The Hokkaido Community was established in 2010, andits activities include regular meetings and PM seminars
at universities. In fiscal year 2021, the community held
regional seminars and an anniversary seminar. The
Hokkaido PM People group serves as a backbone of thecommunity activities.
Tokai and Fuji Community
This community was newly established and began
activities in fiscal year 2021. The community is planningto continue holding study sessions in fiscal year 2022.

Shikoku Community
One member is currently active in this community and isparticipating in activities related to a local university andengaging in activities aimed at expanding the community.
Kyushu Community
This community was established in 2020, and it has been
holding regional seminars and continuing its activities.
The community provided a streaming service from a realvenue, broadcasting its regional seminar for fiscal year
2021 live from Tanegashima.
Owing to the COVID-19 pandemic, some regional
communities are communicating online, as they have
yet to meet face-to-face and members have never met
in person. Holding activities primarily online has given
members the confidence that they can engage in activities
with members across Japan. Regional community
activities are expected to become more energized as
members explore their own way of engaging in activities.

Chugoku@Hiroshima Community
After its establishment in 2020, this regional community
held a special seminar and a regional seminar and are
now starting in full swing. The community also held aregional seminar in fiscal year 2021.

CoV Activities

Hokkaido Community

Tokai and Fuji Community

Chugoku@Hiroshima Community

Kyushu Community

PMI JAPAN CHAPTER Annual Report 2021

25

CoV Activities
Corporate Sponsor Study Groups
Human Resource Development Study Group

Case Method Study Group

This corporate sponsor study group has e-published“PMCDF Supplementary Reader”, “Performance Check
List", “Textbook for improving human competency for
project managers”, and “the Guide to Troubleshooting for
Project Managers – A collection of dos and don’ts”. The
group is planning to read the above publications again
and prepare a new publication, “A collection of Project
Manger’s Preparedness” (provisional name), that includes
apothegms useful and understandable for project
managers.

This group focuses on case-method-based education asa measure to improve project managers’ practical skills.
In FY 2021, the group strove to prepare a guideline forcreating cases and making the methods into a model.
There were four main outcomes. First, a member of thegroup presented its activities at PMI Japan Forum 2021.
Second, the group prepared the guidelines for creatingcases. Specifically, the group proposed a case creation
method based on risk, participants, and a management
principle. Third, the members brought their companies’
case creation flow, shared them, and discussed them.
Fourth, the group is on its way to preparing a case method
practical guide.

Young PM Development Study GroupThe group has raised a new slogan of “developing young
future project managers” since FY 2021. The group also
reviewed the outcomes of the past three themes that thegroup has produced over the past 10 years. For starters,
the group decided to review the first theme of “Selection
criteria of project manager candidates” and is on its way.

Seminars and Workshops
Seminars with Outside Lecturers
Monthly Seminars

Design Thinking Seminar

Monthly Seminars are organized by the Seminar Program,a CoV of PMI Japan Chapter. Its members are responsible
for selecting and coordinating with lecturers as well as
running the seminars. Prior to the seminar, they readythemselves through a rehearsal with the members
only and another rehearsal with a lecturer each time.
Because of the pandemic, they held monthly seminars,
fully operating from home in 2021. This seminar is very
popular with an average satisfaction rate of 98 percent in
2021 based on the results of each questionnaire.

There are three design thinking courses: Design Thinking
Basics, Design Thinking Practice (2 days), and Design
Thinking Application (2 days). In FY 2021, all courses werevirtually conducted once, and were well received.

Agile-related Seminars

Facilitation Leadership Basic Seminar

Agile-related seminars were held online on Zoom in
2021. “Agile Basic Course”, which focuses on correctunderstanding of agile basics, was held five times. “Agile
Project Startup Course”, which consists of “Visioning”
and “Estimate and Planning”, were conducted once foreach seminar. “Agile Practice Course”, which provides
an opportunity to try out a popular scrum process at theworkshop, was held four times. Each course was wellreceived with long Q&A sessions.

Facilitation is an essential skill for leaders who need to
draw team members’ ability and facilitate the team’s
problem solving without putting themselves deep into
the process. The participants learned how to handle
demanding situations in a meeting such as long speakers,
silent participants, directionless discussions, discussion
with few ideas, conflicts, and time management. The
seminar was held online.

26 PMI JAPAN CHAPTER Annual Report 2021

Disciplined Agile Seminar
The secretariat held “Disciplined Agile Basic Course”,
which enabled participants to have simulated experienceof applying disciplined agile on Zoom, six times in FY
2021.

Seminars with Our CoV Lecturers
Standard Seminars

Regional Seminars

More and more skills and knowledge are required for
project managers, as society becomes complex due todigital transformation, COVID-19, etc. With this context
in mind, the Standard Promotion Committee started tohold “Standard Seminars” in order to provide the next
generation project managers with more opportunities tostudy project management standards, which is condensed
ancient wisdom.

Regional Seminars are hosted by the Regional Service
Committee. This year’s seminars were held online as well.
Before the pandemic, the committee conducted in-person
seminars multiple times across Japan with the samecontent. Now that online seminars can be viewed fromall over Japan, the Regional Committee changed its longstanding practice. In FY 2021, the committee selected
five regional communities and nationally broadcasted thefive different contents unique to their regions. We believethat the unique contents, the workshops, and the panel
discussions in the seminars gave the participants manysuggestions and insights.

Portfolio Management Standard Seminar and Program
Management Standard Seminar covers not only the
introduction to the standards, but also the explanation on
PfMP® and PgMP® as well as advice to those who wish
to take the certification exams. Although the number ofthe certificate holders gradually increases, the seminars
prompted more people to take the tests.

CoV Activities
Seminars and Workshops

PMI JAPAN CHAPTER Annual Report 2021

27

Communication of Information
WebsiteDigital Newsletters

The website is an important medium to support PMI JapanThe digital newsletter provides readers with event reports,

Chapter’s activities. In 2021, the chapter had about 100,000

new sponsorship announcements, articles from distinguishedvisits per month. The website serves as the focal point

project managers, facts, and data, including the number ofof information on various seminars, applications, book

PMI certificate holders and PMI Japan chapter members,

sales, credit card transactions, translated articles of PMI

names of corporate sponsors, and a list of the Board of

publications, digital newsletters, and reports on overseas

directors. The newsletter is issued on a quarterly basis.

congresses and PMI Japan Chapter’s large seminars. The
website has respective pages designated for PMI Japan
Chapter members and corporate sponsors. These web pages
aim to provide them with relevant information.

Newsletters by EmailFacebook

The chapter’s email newsletter service is subscribed to by

PMI Japan Chapter has an official page on Facebook,

14,000 PMP holders, 5,000 PMI Japan Chapter members, andan online social media service, used as a gateway for

110 corporate sponsors. These email newsletters provide

communicating not only news updates from the chapter’s

readers with various information in relation to seminars,

website, but also for circulating information from PMI andnewly published book campaigns, changes in the PMP exam,

PMI Educational Foundation.

and translated articles that are made available on the website.

28 PMI JAPAN CHAPTER Annual Report 2021

Financial Statements
As of December 31, 2021

(Unit: JPY)

AssetsLiabilities

Item

Amount【Current assets】

161,684,313

Cash and time deposits

113,231,118

Trade receivable

31,965,289

Item

Amount【Current liabilities】

45,502,287Trade payable

6,278,743

Accrued expenses

7,175,356

Goods

9,115,721

Income taxes payable

9,825,400

Prepaid Expenses

339,675

Accrued consumption tax

4,358,300

7,032,510

Advance received

16,910,645

4,274,062

Deposits received

Sundries receivable【Tangible fixed assets】

444,582

Buildings and associated facilities

339,035

Fixtures and fittings

105,547【Intangible assets】

1,128,040

Telephone subscription rights

37,600Software953,843

Total liabilities【Shareholders' equity】

45,502,287

Net assets
120,456,088

Endowments

55,000,000

Retained earnings

65,456,088

1,090,440

Other retained earnings

2,701,440

Retained earnings

65,456,088

Deposits made2,701,440

Total net assets

120,456,088

Total assets

165,958,375

Total liabilities and net assets

165,958,375【Investments and other assets】

Statement of income

Financial Statements【Fixed assets】

65,456,088

From January 1, 2021
To December 31, 2021

Item

【Sales】
Sales

Communication of Information

Balance Sheet(Unit: JPY)

Amount128,335,926

Fee Income

27,627,701

Total sales【Cost of sales】
Product inventory at the start of the period

155,963,627
5,647,414

Cost price of publications

22,227,824

Cost price of seminars

13,468,637

Other cost price

2,729,115

Total

44,072,990

Product inventory at the end of the period

10,664,383

Cost of sales

33,408,607

Gross profit on sales

122,555,020【Selling, general and administrative expenses】
Total selling, general and administrative expenses

91,989,894

Operating profit【Non-operating income】
Interest received

Miscellaneous receipts

30,565,126
1,053
269,699

Total non-operating income【Non-operating expense】
Miscellaneous loss

270,752
1,705,622

Total non-operating expenses

1,705,622

Ordinary income

29,130,256【Extraordinary income】
Miscellaneous receipts

63,849Total extraordinary income【Extraordinary loss】

Donation expense

63,8491,471,300

Total extraordinary loss

1,471,300

Net income before taxes

27,722,805

Corporation tax, municipal tax and enterprise tax

9,825,559

Net income

17,897,246

PMI JAPAN CHAPTER Annual Report 2021

29

List of Borard Members and Advisers
As of December 31, 2021

Name

Professional Affiliation

Name

Professional Affiliation

Aritoshi
Katae

Advisor, System Cost Management Inc.

EtsukoMizui

Founder & CEO, EMPower Consulting Ltd.

Position

President

ShigekiAso
Vice President

Yukari
Urata

Director

Senior Expert, Project Management Office,
NEC Corporation

Vice President

Senior Manager of Project Management
Dept. and Senior Manager of PMO Business
Dept. TIS Inc.

Kaoru
Okuzawa

Representative of KOLABO

Vice President

TakeshiHayamaVice President

Koji Morita
Vice President

MakotoInaba
Director

Masahiro
Inoue
Director

Yasuo
IwaokaDirector

Keiichiro
KanekoDirector

Hideyasu
Sugihara
Director

Masayuki
Chiba
Director

Ako
Nakamura
Director

MakotoFujiwara
Director

HiroakiMatsumotoDirector

Taketoshi
Yokemura
Director

TetsuyaWatanabe

Professor, Faculty of Health and Welfare
Services Administration, Department ofMedical Secretarial Arts, Kawasaki Universityof Medical Welfare
Professor, College of Systems Engineeringand Science, Shibaura Institute of Technology

Director

Senior Manager, Social Innovation Lab,
Skylight Consulting Inc.

Riichi
Shimazaki

CEO & Founder, OPTYWORKS Inc.

Technology Strategist, NTT DATA
Corporation

Yoshifumi
Yamanaka

Senior Manager, Kyndryl Japan KK

Yoshiko
Watanabe

Quality control and Chubu PMO, Technology
promotion Office, JBCC Corporation
Specially Appointed Professor, Graduate School of
System Design and Management, Keio University
Representative, ISAL (Institute for Systems, Artsand Leadership)
Research Advisor, International Development
Center of Japan Inc. ,Chief Lecturer, Development Systems
Section, Human Resources Development
Center, Mitsubishi Electric Corp.

Auditor

Auditor

General Manager, Internal Auditing Dept., JFE
Systems, Inc.

AuditorExternal Executive Director, Japan FinanceCorporation;
External Director Audit and Supervisory
Committee Member, JBCC Holdings Inc.

Shuichi
Ikeda

President, Positive Learning Co., Ltd.

Advisor

Ko ItoAdvisor

Lecturer, National Institute of Technology
Oyama College

Hirotoshi
Kamba

Representative, Kamba PM Laboratory

AdvisorMasahiro
Kinoshita
Advisor

Representative Director and Senior Managing
Executive Officer, Nissay Information
Technology Co.,Ltd

Public Pension Consulting Department,
Nissay Information Technology Co.,Ltd.

YasujiSuzukiPresident, PM Associates KK

Research Director, Public DX Division,
MITSUBISHI RESEARCH INSTITUTE, Inc.

Masanori
Takahashi

PM Brand Manager, PERSOL LEARNINGINSTITUTE CO., LTD.

Yoko
Tomioka

Shingo Fujii Chief, Human Resources Development
Director

TomokoYamamoto

Chief Instructor, Learning & Development
Department
Hitachi Academy Co., Ltd.

Vice President

Manabu
Saito

Position

Committee, Mobile Computing Promotion
Consortium (MCPC)

AdvisorAdvisorHidetaka
Nakajima
NobuakiFukumoto

General Manager, OPTiM Corporation

YoshitakeMishima

Consultant, Planet KK

Managing Executive Officer, JTB Corp.

AdvisorAdvisor

Tetsuya
Yonezawa

30 PMI JAPAN CHAPTER Annual Report 2021

Senior Vice President, Head of ESG
Promotion Office, NTT Data Corpration

AdvisorPresident & CEO, NTT DATA UNIVERSITY
Corporation

Director

Representative Director, PMPro, Inc.

AdvisorAdvisorSenior Researcher, Quality Assurance
Division, MRI Research Associates

Representative, ASUKA Professional
Engineer's OfficeList of Corporate Sponsors
As of December 31, 2021

Corporate Sponsor List (110 Companies)

Academic Sponsor List (51 Organizations)

I & L Software CO., LTD.

TALCEN Co., Ltd.

International Management, Aoyama Gakuin University (Aoyama Business School)

I&J Digital Innovation

TIS Inc.

I-Think Corporation

Terumo Corporation

IT innovation, Inc.

TOSHIBA I.S. CORPORATION

IT-OneTOSHIBA TEC CORPORATIONITEC Co., Ltd.

Toray Systems Center, Inc.

Agileware Inc.

TOPPAN FORMS CO., LTD.

Aflac Inc.

TOYOTA SYSTEMS

Otsuka Laboratory, Department of Architecture, National Institute ofTechnology, Akashi College
Department of Communication and Business, College of Media andCommunication, Edogawa University
Center for Studenta Affairs, Institute for Education and Sutudent Support,
Maruyama's Laboratory, Ehime University
Faculty of Engineering and Graduate School of Science and Engineering,
Ehime University
Management of Industry and Technology, Graduate School of Engineering,Osaka University

INTEC Inc.

TRADECREATE., Co., Ltd

i-Learning Co., Ltd.

JGC Corporation

AXIS INTERNATIONAL CORPORATIONNS Solutions Corporation

Ad-Sol Nissin Corporation

IBM Japan, Ltd.

Avail Solutions Corporation

IBM Japan Digital Services Company

ITOCHU Techno-Solutions Corporation

Japan WillTech Solution Co., Ltd.

Department of Design Strategy, Graduate School of Design, Kyushu University

INTAGE TECHNOSPHERE Inc.

Quint Wellington Redwood Japan

Kyoto Koka Women’s University

EXA CORPORATION

Japan Automatic Development Co., Ltd.

Center for Manufacturing Technology, Kyoto Institute of Technology

Software Agency System co.,ltd

Nippon Information and Communication

SCSK Corporation

NEC Corporation

SB Technology Corp.

Japan Information Processing ServiceCo.,Ltd.

Graduate School of System Design and Management, Keio University
Department of Administration Engineering, School of Science for Open andEnvironmental Systems, Iijima's Laboratory, Keio University

NEC Solution Innovators, Ltd.

Japan Business Systems, Inc.

Cyber University

NSD CO., LTD.

Nissay Information Technology Co., Ltd.

Sapporo Gakuin University

NCS&A Co., Ltd.

Nomura Research Institute, Ltd.

Department of General Education (Physics), Salesian Polytechnic

NTT DATA CORPORATION

Hewlett-Packard Japan, Ltd.

Advanced Institute of Industrial Technology

NTT DATA i CORPORATIONJAPAN PROCESS DEVELOPMENT CO.,LTD

Shibaura Institute of Technology

NTT DATA KANSAI CORPORATION

Nippon Unica Systems Co., Ltd.

Faculty of Business Administration, Shujitsu University

NTT DATA NEWSON CORPORATION

Nihon Unisys, Ltd.

Sendai National College of Technology

NTT DATA FRONTIER COMPANY

NEXTSCAPE INC

NTT DATA UNIVERSITY CORPORATIONPASCO CORPORATIONNDI SOLUTIONS LTD.

PERSOL LEARNING INSTITUTE CO., LTD.

Tokyo Ueno Campus, Daiichi Institute of Technology
Department of Project Management, Faculty of Social Systems Science,
Chiba Institute of Technology
Kobe City Medical Center General Hospital

MS&AD Systems Company, Limited

PADECO Co., Ltd

Faculty of Global Informatics, Chuo University

LTS, Inc.

Business Engineering Corporation

Computer Network Center, Chukyo University

MI Digital Services Co.,Ltd

Hitachi Academy Co., Ltd.

Ocean Consulting Co, Ltd

Hitachi Industry & Control Solutions, Ltd.

OTSUKA CORPORATION

Hitachi Systems, Ltd.

Keyware Solutions Inc.

Hitachi Social Information Services, Ltd.

Department of Computer, Graduate School of SIE, University of Tsukuba
PMO Laboratory, Computer Science Program, Graduate School of Tokyo
University of Technology

Canon Inc.

Hitachi, Ltd.

Faculty of Urban Life Studies, Department of Urban Life Studies, Tokyo City University

Canon IT Solutions Inc.

Hitachi Solutions, Ltd.

Future University Hakodate

QUALICA Inc.

Hitachi Distribution Software Co., Ltd.

Cresco, Ltd.

Planet KK

Kobe Steel, Ltd.

Business Engineering Corporation

KOBELCO SYSTEMS CORPORATION

Pelnox, Ltd.

Sciforma

Management Solutions co., ltd.

JSOL Corporation

Mitsubishi Space Software Co., Ltd.

JFE Systems, Inc.

Mitsubishi Research Institute DCS Co., Ltd.

JBCC Corporation

Mitsubishi Research Institute, Inc

SIGMAXYZ Inc.

Mitsubishi Electric Corporation

Suzuki Kenichi Lab, Business Administration, Meiji University

System Integrator Corp.

Meiji Yasuda System Technology Company Limited

Management of Technology, Yamaguchi University Graduate School

SYSTEM INFORMATION CO., LTD.

YANMAR INFORMATION SYSTEM SERVICE CO.,LTD.

SystemSquare Corporation

Citrix Systems Japan KK

RIKEN CENTER FOR DEVELOPMENTAL BIOLOGY
Department of Information Science and Engineering, Faculty of Engineering,
Yamaguchi University
Waseda Business School, Waseda University
Department of Computer Science and Engineering, School of Fundamental
Science and Engineering, Waseda University

University Research Administrator, Okayama University
Graduate School of Management, Kagawa University Nakamura Laboratory
Kagoshima University Innovation Center
Kadokawa Dwango educational instituteKanazawa Institute of Technology
Kawasaki University of Medical Welfare

Home Economics Division, Department of Home Economics, Kobe Women’s University

List of Borard Members and Advisers

Saito Laboratory, School of Management, Chukyo University
College of Business Administration and Information Science, Chubu University
List of Corporate Sponsors

Hachinohe National College of Technology
Economic Sciences, Hiroshima Shudo University
Graduate School of Information Sciences, Hiroshima City University
System Management, Faculty of Information Engineering, Fukuoka Institute of Technology
Hosei Business School of Innovation Management, Hosei University
School of Knowledge Science, Japan Advanced Institute of Science and Technology
Hokkaido Information University
Graduate School of Information Science and Technology, Hokkaido University
National Institute of Technology, Maizuru College

T.D.I.CO.,LTD.

LAC Co., Ltd.

Sumitomo Electric Information Systems Co., Ltd.

Learning Tree International

Sony Semiconductor Solutions Corporation

Recruit Technologies Co.,Ltd.

Sompo Systems Inc.

Ricoh Company, Ltd.

Dai Nippon Printing Co., Ltd.

Ricoh Japan Corporation

Citizen Affairs Department, Otsu City, Shiga Prefecture

TAC CO., LTD.

Wacom Co., Ltd.

Kuwana City, Mie Prefecture

Government Sponsor List

PMI JAPAN CHAPTER Annual Report 2021

31

PMI Japan Chapter
Center Bldg. 3F, 3-15, Nihonbashi-Nakasu, Chuo-ku, Tokyo
103-0008 Japan
TEL: 03-5847-7301

FAX: 03-3664-9833

https://www.pmi-japan.org/
info@pmi-japan.org“PMI”, the PMI logo, “PMP”, “PMBOK”, “PgMP”, “Project Management Journal”,“PM Network”, “PMI Today”, “PULSE OF THE PROFESSION” and “OPM3” areregistered marks of the Project Management Institute, Inc.