In this study, we try to hypothesize and verify the effects of project management focusing on the position of participating private sectors through classifying of consortiums implemented under R&D national projects by referring to the alliance management of corporate collaboration and corporate joint development. We set the hypothesis and analyzed as follows. Under our hypothesis, the structure of consortiums implemented under R&D national projects is regarded as positioning that indicates the position of a company in the project, and the difference of each structure will change the proportion of short-term outcome results after the project. Specifically, as the positioning of participating companies rises relatively, the ratio of “practical use” and “discontinued” increases, and the ratio of “continuation” decreases. We chose 140 NEDO national projects that ended in between FY2006 and FY2012, and classified them into three types according to the position of participating private companies in the consortium formation: type I as the universities/research laboratories-centered consortium, type II as the industry-academia-government collaboration, and type III as the consortium with the company’s initiative. Then the short-term outcome results are compared for these three types to see if the hypothesis is verified.