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    "short_definition": "Project Health Review is useful when a team needs a shared decision language, not just a definition.",
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  "content": {
    "definition": {
      "key": "definition",
      "title": "一言でいうと",
      "text": "Project Health Review is useful when a team needs a shared decision language, not just a definition.",
      "items": []
    },
    "formula": null,
    "boundary": {
      "key": "boundary",
      "title": "含めるもの / 含めないもの",
      "text": "Project Health Review needs a clear start point, end point, owner, and exception path. Start | Trigger condition and input | Prevents premature work End | Output and acceptance rule | Prevents unfinished handoff Exception | Escalation path and decision owner | Prevents stalled execution",
      "items": [
        "Start | Trigger condition and input | Prevents premature work",
        "End | Output and acceptance rule | Prevents unfinished handoff",
        "Exception | Escalation path and decision owner | Prevents stalled execution"
      ]
    },
    "usage": [
      {
        "key": "meaning",
        "title": "意味",
        "text": "Project Health Review describes a practical concept that helps teams frame a situation, compare options, and decide the next operating move. The value is not the label itself; it is the discipline of defining scope, evidence, owner, and decision consequence before the team acts.",
        "items": []
      },
      {
        "key": "usage",
        "title": "役立つ場面",
        "text": "Project Health Review affects priorities, resource allocation, communication, and accountability. Priority | Clarifies what matters now | Prevents scattered execution Ownership | Makes the responsible team explicit | Reduces handoff ambiguity Evidence | Connects the concept to observable facts | Keeps decisions from becoming opinion-driven",
        "items": [
          "Priority | Clarifies what matters now | Prevents scattered execution",
          "Ownership | Makes the responsible team explicit | Reduces handoff ambiguity",
          "Evidence | Connects the concept to observable facts | Keeps decisions from becoming opinion-driven"
        ]
      },
      {
        "key": "usage",
        "title": "使い方のポイント",
        "text": null,
        "items": [
          "Define the scope before comparing alternatives.",
          "Separate facts, assumptions, and open questions.",
          "Tie the concept to a decision, not only to a vocabulary explanation.",
          "Review the definition when the customer, market, or operating context changes."
        ]
      },
      {
        "key": "drivers",
        "title": "何が数字を動かすか",
        "text": "Project Health Review improves when ownership, cadence, and feedback loops are explicit. Ownership | One accountable owner | Reduces coordination loss Cadence | Regular review rhythm | Detects drift early Feedback | Clear signal from users or operators | Turns process into learning",
        "items": [
          "Ownership | One accountable owner | Reduces coordination loss",
          "Cadence | Regular review rhythm | Detects drift early",
          "Feedback | Clear signal from users or operators | Turns process into learning"
        ]
      }
    ],
    "misunderstandings": [
      {
        "key": "misunderstandings",
        "title": "判断するときの注意点",
        "text": "Treat Project Health Review as an operating system, not a one-time activity. Do not add process without removing ambiguity. Do not measure activity if the output quality is unclear. Do not scale the process before the owner and exception path are stable.",
        "items": [
          "Do not add process without removing ambiguity.",
          "Do not measure activity if the output quality is unclear.",
          "Do not scale the process before the owner and exception path are stable."
        ]
      },
      {
        "key": "misunderstandings",
        "title": "よくある誤解 / 落とし穴",
        "text": null,
        "items": [
          "Misconception | It is only a dictionary term | In practice it should change a decision or operating behavior",
          "Misconception | Everyone means the same thing | Teams should write the scope and assumptions",
          "Misconception | It is always positive | The term can reveal constraints, risks, or reasons not to act"
        ]
      }
    ],
    "examples": [
      {
        "key": "examples",
        "title": "最小例",
        "text": "A team discussing Project Health Review first writes the decision it needs to make, the evidence it has, and the trade-off it is willing to accept. After that, the team compares options and records why one path is better for the current quarter. This makes the term useful in planning, review, and handoff conversations.",
        "items": []
      }
    ],
    "comparisons": [
      {
        "key": "comparisons",
        "title": "似ている言葉との違い",
        "text": "Compare Project Health Review with adjacent concepts before deciding. Project Health Review | Current concept | Use when the team needs the primary decision lens Adjacent metric or framework | Supporting lens | Use when the team needs evidence or process detail General vocabulary | Broad explanation | Use only for orientation, not final decision-making",
        "items": [
          "Project Health Review | Current concept | Use when the team needs the primary decision lens",
          "Adjacent metric or framework | Supporting lens | Use when the team needs evidence or process detail",
          "General vocabulary | Broad explanation | Use only for orientation, not final decision-making"
        ]
      }
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    "faq": [
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        "question": "When should I use Project Health Review?",
        "answer": "Use it when the team needs to decide scope, priority, owner, or trade-off, not when it only needs a short definition."
      },
      {
        "question": "What makes Project Health Review useful in practice?",
        "answer": "It becomes useful when it is tied to evidence, a decision owner, and a concrete next operating choice."
      },
      {
        "question": "What should I avoid?",
        "answer": "Avoid using the term as a label without clarifying assumptions, boundaries, and how success will be judged."
      }
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