吉嶋正和  他毕业于日本大阪大学，获得工商管理硕士学位。在日本综合研究所已工作10年。曾参与金融服务系统的建设。

戴春莉 (PMP^®) 她毕业于中国南京大学计算机科学系。来到日本后，在京都理工学院的研究生院获得工业设计的硕士学位。她曾作为外籍的工程研究人员在日本松下公司的设计部工作，参与过产品设计。之后她加入Matsumura公司，担任系统发展部经理，负责质量监督、软件开发和海外发展。

山添晃 (PMP^®) 他曾在三菱电机公司担任20年的项目经理。目前他在三菱电机信息系统，是质量保障部代表。他是PMI日本分会关西分部PM SOUSEIKEN团队的一位领导者。

Masakazu Yoshijima:  He holds a Master Degree of Business Administration from Osaka University. Within over 10 years’ working experience in JRI (Japan Research Institute), he participated in the construction for financial services system.

Chunli Dai: (PMP^®) She graduated from Nanjing University of China, majoring in computer science. And she got the Master Degree of Industrial Design from Kyoto institute of technology in Japan. She worked for Panasonic in designing department as a foreign researcher in engineering where she participated in product design. After that she switched to Matsumura Corporation, served as system development manager being responsible for quality, software development and offshore development.

Akira Yamazoe: (PMP^®) He served in Mitsubishi Electric Corporation for 20 years as a project manager. Currently he is working for Mitsubishi Electric Information System as quality assurance representative. He is a leader of PM SOUSEIKEN that is a distinguished team of PMI Japan chapter Kansai Branch.

演讲标题 Description : “以人为本”驱动IT项目管理︱People-centered IT Project Management

第一部分：介绍PMI日本分会关西分部的活动以及PM SOUSEIKEN的应用研究。PM SOUSEIKEN是隶属于PMI日本分会关西分部的研究团队。我们于2011年2月开始研究。我们的任务是提出更能适应日本文化的项目管理实施创意，并向全球提供这些知识。

我们专注于人才技能和领导风格的知识和方法论研究，以补充PMI标准，目的是领导一个项目成功完成。

第二部分：实践案例，一位中国PMP^®作为一家日本企业的系统发展部门的总经理负责日常事务的发展、运营和改进。她在以隐性知识（此知识很难用书写或语言描述的方式传递给他人）为基础的高语境文化环境中，采用能够领导项目成功完成的技能，打破了用户和工程师的观点界限。她在解决项目中的问题时，不仅综合采用了分水岭方法、敏捷方法、PMBOK^®和BABOK^®，她还通过认真聆听雇员意见，采取了任何可以补充PMI标准的知识和方法。通过这些方式，她给客户提供了附加价值。

Part one: Introduction – Activities of PMI Japan Chapter Kansai Branch and Applied Researches of PM SOUSEIKEN.

PM SOUSEIKEN is a research group which belongs to PMI Japan Chapter, Kansai branch. We started our research in February 2011. Our mission is to create ideas of implementing project management that is more adaptable to Japanese culture, and to provide our knowledge globally.

We research for the knowledge and methodology focusing on human skills, and leadership styles to enrich PMI Standard for the purpose of leading a project to success.

Part two: Practice Case Sharing

This is a practice case, Chinese PMP^® who has charge of developments, operations, and improvements of routine tasks as a director of system development division of a Japanese company.  She across the border of users and engineers viewpoints by adopting human skills that lead a project to a successful conclusion in the environment of high-context culture which is based on Tacit knowledge (the kind of knowledge that is difficult to transfer to another person by means of writing it down or verbalizing it). She not only solves the problems of projects with a combination of waterfall method, agile method, PMBOK^®, and BABOK^®, but also adopts any knowledge and methodology that complement PMI Standard from local input, by hearing carefully the views of employees. In this way, she provides added value to customers.

王冰怀先生致力于组织级项目管理的研究与实践，探索工程公司项目管理办公室的运作机制，推动油气储运设施EPC/PMC项目管理能力的提升。在中石油天然气管道工程有限公司担任国内事业部副总经理职务期间，建立统一的组织级国内项目集管控体系。主持完成了管道局基于事业部体制的国内大型油气管道工程EPC项目群管理模式的建立，持续提升组织级项目管理的能力，持续提升公司的核心竞争能力。

Mr. Wang devotes himself to the research and practice of Organizational Project Management, he also explores operation mechanism of Portfolio/Program management office in an engineering project company, promotes the ability of EPC/PMC’s program management in oil & gas storage and transportation facilities. As VP in China Petroleum Natural Gas Pipeline Engineering Co., Ltd., Mr. WANG has established a unified Organizational Program Management System in domestic engineering project. And as a leader, he also has completed the establishment of large-scale EPC program management mode of domestic oil & gas pipeline engineering, which is based on division system of CPP.  As VP of domestic division in CPP, Mr. WANG will continue to promote the ability of Organizational Project Management and also enhance the company's core competitiveness.

演讲标题 Description：项目集管理体系推进管道工程建设管理创新︱Program Management System Promotes the Innovation of Pipeline Engineering Management

1.项目集管理体系推进管道工程项目管理创新的背景

2.管道工程项目管理创新的基本内涵

3.构建与实现管道工程项目集管理体系的主要做法

4.管道工程实施项目集管理体系的效果

1. Background of pipeline engineering management innovation promoted by program management system.

2. The essential connotation of pipeline engineering management innovation.

3. Main methods of establishing and implementing the program management system in pipeline engineering.

4. Achievement of implementing program management system in pipeline engineering.

十八年企业一线项目管理实战经验，曾任联想三大核心项目（ERP/Y2K/CRM）项目经理；中国连续五年参加北美PMI年会，PMI（中国）年会连续五年主题演讲嘉宾，他主讲的《打造百万年薪项目经理》听众上万。横跨《项目管理知识体系指南》和《项目集标准》殿堂级著作的主译及审校。美国运营协会APICS和美国人才发展协会ATD的认证培训大师MASTER。当很多人开始学习项目管理的时候，他已开始为中国企业项目管理办公室PMO培养人才，为数十家著名企业项目管理办公室输送百名核心人才，被很多项目经理称之为“中国PMO好导师”。后PMP时代，如何做好自己的职业规划，PMO导师赵弘将手把手教你搭建PMO项目管理办公室，同时为您揭秘知名企业PMO体系及管理手册。

Mr. Zhao Hong has eighteen-year experience in front-line project management of many enterprises. He has been the project manager of three key projects (ERP/Y2K/CRM) of Lenovo. He has been participating in PMI North America Congress and giving speech in PMI (China) Congress for five years.  His speech of Create Millionaire Project Managers attracted thousands of audience. PMBOK® Guideand the Standard for Program Management are mainly translated and revised by Mr. Zhao Hong. He is MASTER certified by American Production and Inventory Control Society (APICS) and Associate for Talent Development (ATD). When many of us started to learn project management, he had started training PMO talents for Chinese enterprises and provided about a hundred of core qualified PMO personnel for tens of noted enterprises. Mr. Zhao Hong is called “Good Trainer of China” by many project managers. How to plan your career wisely in the post-PMP era? Mr. Zhao Hong, the PMO trainer, would teach you how to build a PMO in person and reveal the system and management manual of noted enterprise PMOs.

演讲标题 Description: 后PMP时代打造金领PMO总监 | Create Gold-Collar PMO Directors in Post-PMP Era

《后PMP时代打造金领PMO总监》从实战角度阐述项目管理方法论功能模型、项目管理成熟度、项目管理工具集、项目管理标准、项目知识管理等；从基础和资源的角度阐述项目治理、组织与结构、项目资源管理、培训与部署、人才发展、团队发展等；从技术与业务的角度阐述项目审计、项目恢复、项目集和项目组合管理、项目关系人及客商管理等。在PMO管理体系方面，重点阐述：项目战略规划、立项与评审、财务管理、验收管理、问题与风险管控、配置管理、项目商务管理等。

Create Gold-Collar PMO Directors in the Post-PMP Era will present:

1.    The function model of project management methodology, project management maturity model, project management tools, standards for project management, project knowledge management and so on from the perspective of actual application;

2.    Project management, project resources management, training and deployment, talent development, team development, ect. from the perspective of foundation and resources;

3.    Project audit, project recovery, program management, portfolio management, stakeholders and clients management from the perspective of technology and business.

In the aspect of PMO management system, Mr. Zhao Hong will mainly talk about project strategic planning, project approval and review, acceptance management, problems and risk control, allocation management, project business management and so on.

曾任济南中金投资有限公司董事长、中国农业银行临沂支行副行长。组织或主持3届中国BIM大师论坛，为广州市建委科技处、清华大学广东校友会建筑领域分会、保利地产、碧桂园集团、广东省基础工程公司、珠海华策集团、AECOM艾奕康建筑设计(深圳)有限公司等做过BIM演讲,是广东省城市建筑学会BIM活动的领导者和推动者。
Ma Shoujun,who has been the chairman of Jinan Gold Investment Limited and the vice president of Linyi branch of the Agricultural Bank of China, has organized China BIM forum for 3 times. He was also invited to have speeches for Science and Technology Department of Guangzhou Municipal Construction Committee, the construction sector of Guangdong Branch of Tsinghua Alumni Association, Poly Real Estate, Country Garden Group, Guangdong basic engineering company, Great AIM Group and AECOM Architectural design (Shenzhen) Co., Ltd. He is the leader and promoter of Guangdong Institute of Urban constructionBIM activity.

演讲标题 Description: BIM在工程项目管理中的应用价值︱Adoption of BIM in Engineering Project Management
1、BIM的产生
2、什么是BIM
3、BIM带来的好处
4、BIM在工程项目管理中的应用价值
5、应用案例
1、The Generation of BIM
2、What is BIM
3、The Benefits of BIM
4、Adoption of BIM in Engineering Project Management
5、The Application Case

曾任香港集信中国区实施部长；东软集团项目经理、实施部经理、项目总监、产品总监，东软首席项目管理讲师，拥有十多年的项目管理，产品管理经验，及大型项目监理、咨询经验。曾作为项目经理、项目总监，为中国普天集团、美的集团、海尔集团等国内外知名企业，提供企业信息化项目( ERP、物流、渠道、OA、PDM )建设相关服务。

有丰富的组织级项目管理策划、部署、实施、培训经验，曾在所任职企业中成功推广组织级项目管理体系，帮助企业建立、健全了项目级、组织级项目管理流程、规范和制度，并成功应用于所领导的产品业务线。

有丰富的项目管理咨询培训经验，在IT、机电、航空、汽车、零售、金融、保险、医疗、交通、电力、电信等行业致力于项目经理、项目管理团队人才的培养及有关咨询服务，曾组织实施了多家企业的项目管理咨询、培训项目。

Mr. Zheng worked as a director of China Implementation Department in Hongkong ISL software Technology Company, and worked as a managing director of project department and Implementation Department in Neusoft group, also as the director of project and product. He has ten years’ experience in project management and product management, key project supervision and consulting, He hold the post of project manager and project director, provide the services related to enterprise information construction project (ERP, logistics, channel, OA, PDM) for many well-known domestic and foreign enterprises. It included: China Putian Group, Midea, Haier etc.

Mr. Zheng is experienced in Project Management Planning, Deployment, Implementation and Training. Promoted the Organizational Level Project Management System Successfully in the former enterprise, and help enterprises to establish and improve the level of the project, organized the organizational project management process, standard and system, and successfully applied to the product lines. 

He was involved in a number of well-known enterprises for the project management consulting and training services including IT, electromechanical industry, aviation, finance, medical care, power, telecommunications, etc. 

演讲标题 Description: 项目化管理实践中的反思与解决方案探索︱Thinking and Solutions in “Management by Project” Practice

1. 何为“项目化”

2. 当前社会项目化特征及趋势分析

3. 企业在社会项目化进程中所受到的影响，及可发挥的作用

4. 面对社会项目化趋势，企业所面临的挑战、机遇及烦恼

5. 上述烦恼的原因分析及应对建议

1. What is “management by practice”

2. The feature and trend of management by project in society today

3. The effect on enterprises and role that could be played by enterprises during the “management by project”

4. The challenges, opportunities and problems that enterprises have to face in the trend of management by project

5. The Reason analysis and suggestions for the above issues

加拿大魁北克大学MPM（项目管理硕士）教授，讲授《项目集管理》、《组织化项目管理》与《项目管理应用研讨》，兼任项目管理者联盟项目集管理研究中心主任。

项目管理协会《项目集管理标准》第一版翻译，第二版与第三版审校主任。项目管理协会《项目管理知识体系指南》第三版翻译专家委员会委员。出版《项目设计与范围管理》、《项目集管理－从组织战略到执行》。

在PMI中国项目管理大会、PMI中国项目管理论坛、IBM项目管理论坛、华为全球项目集管理高峰论坛担任演讲嘉宾。在项目管理者联盟《项目集管理》培训班担任培训讲师。

Mr. Yang Kan is a MPM professor of University of Quebec, Canada, courses like Program Management, Organizational Project Management and Research about Application of Project Management. He is also the Director of Program Management Research Center from Project Manager Union.

Mr. Yang Kan has took part in the translation of Program Management Standard (first version) published by PMI, and he acts as the revising director of the second and third version. He is the member of translation experts committee of PMBOK^® Guide (third version) published by PMI. His two academic writings have been published - Project Design and Scope Management and Program Management – From organization strategy to execution.

Mr. Yang Kan has been invited to participate as keynote speaker in PMI (China) Congress, PMI (China) Project Management Forum, IBM Project Management Forum and Huawei Globe Program Management Summit. He is the training instructor in the Program Management training class of Project Manager Union.

演讲标题 Description：项目集管理－从组织战略到执行︱Program Management–From Organization Strategy to Execution

1)目前我国组织在战略管理中遇到的问题

2)项目集管理－组织战略落地的最佳管理方法

3)以战略为导向的项目集管理体系构建

4)典型工具在国内项目集管理实践中应用的经验分享

5)项目集管理在我国应用和发展的思考

1. The problems of strategy management in domestic organizations.

2. Program management – the best management method to execute organizational strategy.

3. The construction of strategy oriented program management system.

4. The experience sharing: typical tools are applied to domestic program management practice.

5. The thinking about application and development of domestic program management.

现任银联培训中心主管。原上海惠普KM Manager、PMO Lead。原携程知识管理中心总监、携程项目管理委员会主任。十四年项目工作和管理经验，曾主导过海尔SBU、颐中集团ERP、惠普知识管理、携程知识管理等多个大型项目。中国首批荣获PgMP^®认证的专家，中国大陆荣获PMI-ACP^®认证第一人。2013年中国十大优秀项目管理培训师。2011年中国知识管理人物。在学术上尤其是项目知识管理方面在行业领域有独创性成果，完成了《项目企业的知识管理应用》专著。

Supervisor of China UnionPay training center. Former HP (Shanghai) KM Manager, PMO lead. Former Director of Ctrip Knowledge Management Center, Head of Ctrip Program Management Office. Bruce possess 14 years of projects and project managing experiences, and once leaded the organizational major projects like Haier SBU project, Yizhong ERP project, HP knowledge management program and Ctrip knowledge management program. 

Awards & Honors: Bruce is one of China’s first experts who achieve PgMP^® certification and the No.1 who achieve PMI-ACP^® certificate in Mainland China. The Outstanding Chinese Project Management Trainer of 2013. Chinese Characters of Knowledge Management of 2011. Academically, some outcomes particularly in project knowledge management area are recognized as original invention. The book “The Practice of Knowledge Management in Project Enterprise” is influential in KM and IT industry.

演讲标题 Description: 从互联网金融看敏捷之道︱Investigate Agile Project Management from the Perspective of Internet Finance

陈和兰先生，1996年至1999年期间在神舟长城通信发展科技有限公司担任副总经理一职，2000年至2002年在宏智科技股份有限公司担任生产办副主任，负责研发管理、项目运营、项目管理，质量管理和客户服务。

2002年至今投身于项目管理教育、培训、咨询，为国内众多知名能源，金融，家电，汽车等行业企业客户提供服务。陈先生还积极参与项目管理相关课题研究，担任企业项目化管理专业委员会委员，国家重大专项“应用型项目管理知识体系研究”课题专家组成员（课题编号：2012GXS2B012）。

多年来完成6本编著：《PMP过关1000题》 ，《项目管理1000问》，《项目管理工具技术应用大全》，《项目管理模板表单应用大全》，《项目绩效考核与薪酬激励》，《项目全面预算与成本控制》。参与PMI（项目管理协会）《组织级项目管理成熟度模型（OPM3）》的翻译工作，和《项目集知识标准》的审校工作。

Mr. Chen Helan worked for the China Great Wall Communications Technology Co., Ltd. as Vice President from 1996 to 1999. From 2000 to 2002, he served Hongzhi Technology Co., Ltd. as Deputy Director of the Production Office, be responsible for R&D management, project operations, project management, quality management and customer service.

Since August 2002, he engaged in project management education, training, consulting, and provided services to many well-known Chinese enterprises in energy, finance, household appliances and automobile industries. Mr. Chen also actively participates in different research projects. He is the member of the Enterprise Project Management Professional Committee, and subject expert member of the National Important Science & Technology Specific Projects “Applied Research on Project Management Body of Knowledge” (project number: 2012GXS2B012).

Mr. Chen Helan wrote six books: Pass PMP 1,000 Questions, Project management 1,000 Questions, Project Management Tools & Technology Application, Project Management Template form Application, Project Performance Assessment and Incentive Compensation, Project Overall Budget and Cost Control. He is one of the translators of Organizational Project Management Maturity Model (OPM3), PMI®, and proofreading member of The Standard for Program Management, PMI.

演讲标题 Description：组织变革对项目管理的要求与挑战| Requirements and Challenges for Project Management in Organization Change 

职能型组织的公司如何支撑矩阵型组织，职能型组织和弱矩阵组织如何变革到强矩阵组织和项目型组织，在组织变革中将面临哪些挑战，对项目经理、职能经理和管理人员有哪些要求？ 

1. 传统组织如何向项目型组织转型 

2. 矩阵型组织开展工作的三个前提 

3. 组织变革对项目干系人的挑战  

4. 组织变革后对项目经理的管理要求 

How to support matrix organization in the functional organization of the company; 

How  functional and weak matrix organizations transform to strong  matrix and projectized organization; 

What other challenges might the organization face? What are the requirements for the project manager, the functional manager and management staff?

1. How to transform from traditional organization to projectized organization

2. Three premises of matrix organization operation

3. Challenges to project stakeholders in organization change 

4.      Requirements for project manager in organization change

莫米拉女士现任PMI 欧洲、中东和非洲区企业和政府关系总监。她为PMI带来15年以上的组织运营和领导经验。她负责PMI与欧洲、中东和非洲地区组织关系的建设和维护。她同时负责推广项目、项目集和项目组合管理的商业价值。她领导团队支持PMI建立并加强与公共与私营组织的关系。此前，她曾担任位于比利时布鲁塞尔的PMI地区客服中心经理。

加入PMI之前，莫米拉女士曾供职于某欧洲协会和某欧盟事务领域的咨询公司。她拥有工商管理学士学位和欧洲研究硕士学位。她的母语是西班牙语，还熟练掌握英语，法语和意大利语。

Milagros Mostaza is Director, Corporate and Government Relations - EMEA for PMI, and brings more than 15 years of business and leadership experience to the organization. In her current role, Milagros is responsible for PMI's relationship with organizations based in the EMEA region and promoting the value of project, program and portfolio management in delivering business results. She leads a team that supports the development of stronger relationships between PMI and organizations, both in the public and private sectors. Previously, she served as Manager of the PMI Regional Service Centre in Brussels, Belgium.

Prior to joining PMI, Milagros worked for a European association and a consultancy firm in the field of EU Affairs.  She holds a Bachelor’s degree in Business Administration, Masters in European Studies and speaks fluent English, French and Italian besides her native Spanish.

演讲标题 Deacription：欧洲、中东和非洲区的项目管理办公室（PMO）趋势｜Trends of PMOs in the EMEA region

现任 韩国高丽大学 信息通讯学院 教授

现任 中国海洋大学 经济学院 特聘教授

现任 韩国PMO专业企业协议会 会长

PMO Working Group, PMO T/F Team成员

ISO 21500 WG2 专家委员 (ISO PC 236)

韩国SW-SOC共同培养战略制定分科委员长

韩国国家产业融合领域标准化推进战略及政策指引小组组长

韩国国家新增长动力发掘项目小组组长 (进行中)

韩国地方政府改革项目 – 统营市、永川市、唐津市(2008)

韩国国家灾难系统构建 – 市郡区(地方)灾害管理(2006-2007)

Posco非制造部门六西格玛项目(2004-2005)

仁川东北亚物流项目  (2003)

CJ集团的DNS, e-Business项目 (1999-2001)

美国摩托罗拉六西格玛咨询师 (1998-1999)

汽车整体系统构建项目 (1994-1998)

现代建设工程管理(大清水电站, 城山大桥, 蚕室地下6工区等) 

Korea University, College of Information & Communication, Professor

Ocean University of China, School of Economics, Distinguished Professor

President of PMO Enterprise Council

PMO Working Group, PMO T/F Team Member

ISO 21500 WG2 Experts Member (ISO PC 236)

SW-SOC Jointly Development Strategy Committee, Chairman

National New Growth Engine Development Project, Team Leader (Now)

Korea Local Government Reform Project (2008)

National Disaster Management System (2006-2007)

Posco Six Sigma Project of Non-manufacturing (2004-2005)

Inchon North East Asia Logistics Project  (2003)

CJ Group DNS, e-Business Project (1999-2001)

American Motorola Six Sigma Consultant  (1998-1999)

Sam Sung Motors CIO (1994-1998)

HyunDai Construction, Project Management (Daqing Hydropower Station, Seongsan Bridge, Jamsil 6 zone) 

演讲标题 Description：韩国PM模式的变化: 公共信息化部门的PMO制度引入︱PM Mode in Korea: Introduction of PMO Change the Information System of Public Sectors

ISO21500发布的同时，韩国政府也制定了项目管理流程的国家标准KSAISO21500。目前，韩国项目管理行业的发展，以建筑项目为中心的项目管理以及向全社会各产业领域渗透，速度惊人。

特别是为了解决IT/SW产业根深蒂固的工期延迟、质量低下等的问题，包括金融机构在内的许多企业引入了PM , 韩国政府或公共信息化部门也决定引入PMO。这也可能是将PM成功引入国家制度的首个国际案例。

目前韩国的PMO制度，经过两年多时间的筹备，已经成功制定了相关法律和详细流程等，部分机构示范运营以后，预计将于明年全面适用。

引入PMO制度，不仅对公共机关，对大企业也有着深远的影响，PM正逐步被认定为是国家发展和企业成长的核心原动力(Driver／Enabler)

Korea government launched KSAISO21500 as a Korea standard project management process, following official announcement of ISO 21500 in 2012. The fast and active response of the government expanded the interest of PM to all industry sectors from construction areas. 

To solve entrenched problems like project delay and low quality in IT/SW industries, a large number of enterprises including financial institutions have adopt PM to their management system as a as problem solver or value driver of the organization. Korea government, the public information departments has decided to introduce PMO to Korea government system. This is likely to be the first case globally that national management system adopts PMO.

After two years more of preparation, related legislation and process have been made. When pilot institutions get success, a wide range of adoption can be expected next year. It is gradually recognized that PM is a core power of the country and enterprises development.

蔡德辉先生，PMP^®，民建党员，现任京东研发PMO总监，负责京东研发PMO的建设、管理与运营，京东集团大项目的实施等工作。在此之前，蔡德辉先生2004年加入海辉集团，先后担任高级项目经理，PMO总监，科技委员会主席等职，并在随后担任文思海辉技术有限公司PMO总监、质量与安全总监等职。在任职文思海辉之前，他在国家旅游局直属企业金旅雅途信息技术有限公司技术部负责人，任职3年；在此之前，他与1997年加入中科院沈阳自动化研究所，担任程序员、架构师和项目经理一职。蔡德辉先生1998年毕业于沈阳航空航天大学。

蔡德辉先生还曾担任国家IT外包标准编写专家组副组长，国家外包交付中心标准编写专家组组长，大连项目管理协会副理事长等社会职位。

Cai Dehui, PMP^®, CNDCA Director of JD,Inc Research & Development Department PMO, leads establishment, management and operation in Jingdong R&D Project Management Office, and mega programs in JD group. 

From 2004 to 2012, Cai has worked for Hisoft as Senior PM, PMO Director, Tech Committee Chairman. After the Hisoft combination into Pactera in 2013, He took PMO Director and Director of Quality and Safety in Pactera. Before 2004, Cai has worked for Yahtour Infotech company and Shenyang Institute of Automation (SIA), Chinese Academy of Sciences. Graduated from Shenyang Aerospace University.

Mr. Cai Dehui worked for the National Standard of IT Outsourcing as editorial deputy experts leader; National Standard of Outsourcing Delivery Center as editorial experts leader; Dalian Program Management Association as vice chairman.

演讲标题 Description：电商企业研发PMO的关键挑战与应对 | Critical Challenge and Solution in E-Commerce Company’s R&D PMO

Part 1 电商企业研发

电商企业研发具有的几个关键要素。

基于要素不同，形成不同的管理模式。

Part 2 研发管理

研发管理的基本模型。

对应复杂工作模式的综合研发管理体系。

Part 3 PMO的挑战与应对

PMO负责项目全生命周期的管理。

在电商企业研发环境中PMO面临的主要问题。

PMO从管理和技术两方面的解决之道。

Part 1 R&D in E-Commerce Company

Critical Elements in R&D in E-Commerce Company.

Different Management Methods Based on Elements.

Part 2 Management of R&D

Basic Model of R&D Management.

Combinative Management System of R&D Apply to Complex Working Environment.

Part 3 Challenge and Solution of PMO

PMO is Responsible for Project Lifecycle Management.

Major Problems of PMO in E-Commerce Company.

Management and Technology Solution of PMO.

韩燕女士，

项目管理协会（PMI）认证项目管理专业人员（PMP^®） 

项目管理协会（PMI）认证组织项目管理能力（OPM3^®）评估师

国际注册内控师（CICS）

PDP教练

PMI(中国)《项目管理世界》杂志编委

曾先后就职于韩国三星，摩托罗拉大学等知名大型跨国公司 ，一直致力于项目管理咨询、评估及培训工作。 

擅长领域： 

组织项目管理成熟度评估（OPM3^®）、工程项目管理能力评估 、 项目经理人才开发、 项目管理流程、规范及模版建立、 项目风险库建立、 项目稽查、项目完工绩效评价、 工程项目后评价等

胡启强先生，

项目管理协会（PMI）认证项目管理专业人员（PMP^®） 

近20年项目管理、研发管理和运营管理经验，在华为工作期间，担任过流程工程师、流程管理部经理；在艾默生工作期间，先后担任研发管理部经理、总监等。职业生涯中一直致力于研发管理体系建设、研发项目管理与平台建设、研发流程管理与业务优化、知识管理系统优化等。 

Ms.Han Yan 

Project Management Institute (PMI) Certified Project Management Professional (PMP^®),

Project Management Institute (PMI) Certified Organizational Project Management Maturity Model (OPM3^®) Appraiser,

Certified Internal Control Specialist (CICS) 

PDP Coach 

PMI(China) PM Network in Chinaeditorial board member 

Ms. Han worked for Samsung, Motorola University and other well-known large multinational corporations, and has been committed to project management consulting, assessment and training. 

Areas of expertise: 

Organizational project management maturity model(OPM3^®) assessments, project management capability assessment, project management talent development, establishment for project management processes, specifications and templates, establishment for project risk library, project auditing, performance evaluation for project completion, the post-project evaluation, etc.

Mr.Hu Qiqiang

Project Management Institute (PMI) Certified Project Management Professional (PMP^®).

Mr. Hu possesses nearly 20 years’ experience in project management, R&D management and operation management. He served Huawei Technology Company as a process engineer, manager of process management department. In Emerson Network Power, Mr. Hu worked as R&D management senior manager, director. Reviewing his career life, Mr. Hu has been committed to R&D management system construction, R&D project management and platform building, development process management and business optimization, knowledge management systems optimization, etc.

演讲标题 Description：组织级项目管理与PMO最佳实践︱Organizational Project Management and PMO Best Practices

• 为什么需要组织级项目管理？ 

• 什么是组织级项目管理？ 

• 组织级项目管理能力提升实践 

- OPM3^®、工程项目管理能力评估、全面风险管理体系、内控管理体系

• 组织级项目能力提升的核心部门 – PMO

• 艾默生网络能源公司PMO最佳实践

- 项目管理概况

- 项目管理发展历程

- PMO发展历史

- PMO现状

- PMO职能

- PMO未来方向

• Why do we need organizational project management? 

• What is the organizational project management? 

• Practices of Organizational project management capability enhancement: 

OPM3^®, engineering project management capability assessment, comprehensive risk management system, internal control management system 

• Core sector for organizational project capability enhancement: PMO 

• PMO Best Practices in Emerson Network Power: 

1. Project management overview,

2. Project management development,

3. PMO development history,

4. PMO status quo,

5. PMO functions, 

6. PMO future directions.

现任美资500强企业，全球领先的医疗科技公司，美敦力大中华区项目执行官, 项目管理办公室负责人。 拥有8年的项目管理和销售管理经验，  2010年MBA毕业荣誉加入美敦力全球职业经理人培养项目。在三菱电梯，韩国SK集团首尔总部等任职销售经理，大区经理，项目经理，全国渠道经理等。

    项目卓越管理：

•PMI(项目管理协会) 《项目管理知识体系指南（PMBOK^®Guide）》第5版中文翻译审校委员会委员

•PMI(项目管理协会) 《项目组合管理标准》 第3版翻译组组长兼第一译者

•2013年IBM（中国）项目管理日/ 论坛 唯一外部特邀演讲者 

•清晖项目管理PMO俱乐部现任理事长，第二届上海项目管理高峰论坛主讲嘉宾

•美敦力精益六西格玛黑带，项目管理专业人士（PMP^®）

•AACTP国际认证注册培训师

Mr. Yang serves a top 500 US-fund company which is global leading medical technologu comanyu - Medtronic (Shanghai) Management Co., Ltd.as Project Executive Office of Greater China, and Head of Project Management Office. He has 8 years’ experience in project management and sale management. In 2010  Mr. Yang got MBA degree, and he was apponited to be a member of the Medtronic Global Professional Manager Program where future managers born. He worked for Shanghai Mitsubishi Elevator Co., Ltd., SK Group – Seoul Headquarter as Sales Manager, Region Manager, Project Manager, National Channel Manager, etc.

Project Management Excelence :

• PMI PMP PMBOK^® Guide Fifth Edition Chinese Translation Verification Committee member

• The Translation team leader and  main translator of PMI The Standard for Portfolio Management Third Edtion - PfMP

• Keynote speech on 2013  IBM China forum / Day  ( The only special external speaker )

• Head of Changeway Project Mnagement PMO Club Council, 

• Keynote speech for a variety of PM / PMO forum and summit 

• Medtronic Lean Six Sigma Black Belt and Project Management Professional ( PMP^®) holder

• AACTP International Certifified Trainner 

演讲标题 Description：A3思维在项目管理中的应用︱A3 Thinking / Reporting in Project Management   

通过将A3思维引入项目管理，在美资企业内部独创了一套项目管理的方法，从而成为了问题解决，建议，方案和状态回顾的标准工具，重要性不在于A3这种格式，而是隐藏其中的流程管理和思维。我将通过A3表格讲诉一家美资企业的项目管理全貌和最佳实践，应用的工具是：计划、实施、检查、处理(PDCA)。

A3 thinking brings US-funded enterprises a unique project management method. It evolved to become the standard format for problem-solving, proposals, plans, and status reviews. What is important is not the format, but the process and thinking behind it, and the conversations it facilitates. The project management system and the best practice of an US-funded enterprise will be well illustrated by an A3 form using PDCA, laid out from upper left-hand side to lower right, which anyone can understand. 

赵弘先生是用友集团原中南大区总经理。曾任联想集团ERP、Y2K、CRM大项目经理。连续四年荣获用友集团优秀企业培训师、催化师称号。项目管理专业人士（PMP®）专职讲师；美国运营协会APICS新加坡认证TTT讲师、美国匹兹堡认证LDI高级讲师。项目管理知识体系指南（PMBOK®Guide）第五版译者和PMBOK实用宝典译者。

Mr. Zhao Hong is the former general manager of the South China Region in Yonyou Group, former large project manager for ERP, Y2K, CRM in Lenovo Group. He won outstanding corporate trainers, Facilitators award in Yonyou Group for four consecutive years. He is also the Project Management Professional (PMP®) lecturer, TTT lecturer authenticated by The Association for Operations Management (APICS) Singapore, LDI senior lecturer authenticated by Pittsburgh of USA. Translator for PMBOK® Guide (5th edition) and Practical Bible for PMBOK. 

演讲标题 Description: 打造百万年薪PMO总监软技能︱Improve the Soft Skills of Millionaire PMO Supervisor

在过去几十年间，现代项目管理认识到需要一个组织实体，PMO项目管理办公室来进行项目的监管、控制和支持；同时现代项目管理将PMO定位为业务整合者，包含所有的项目干系人、流程方法和实践、自动化工具和工作辅助物，用以管理、或者影响项目绩效。PMO帮助项目经理和相关组织去理解和应用专业项目管理实践，同时去适应和将业务利益整合到项目管理环境中。

大多数PMO总监同意真正的管理挑战并非存在于技术问题中，而是存在于项目的行为和组织方面。尽管现在的项目管理中包含信息和技术变革方案，人仍然是项目的中心。人决定项目的成功和失败。人们通过人际和组织软技能如：沟通、授权、决策和谈判等来满足项目的目标。在项目环境中，人可以被看成问题和限制条件，或被看成解决方案和机会。人力资源管理（软技能）因此是项目管理的关键组件。  

During the past few decades, modern project management recognized the need for an organizational entity-PMO-to perform project management oversight, control, and support. It positions the PMO as a business integrator, to encompass all the people (project stakeholder), processes (methodologies and practices), and tools (automated systems and work aids) that manage or influence project performance. The PMO helps both the project manager and the relevant organization to understand and apply professional project management practices and to adapt and integrate business interests into project management environment. 

Yet most PMO Directors agree that the real management challenges lies not in technical problems but in the behavioral and organizational aspects of projects. Despite the recent information and technology revolution in project management, people are at the center of projects. People determine the success of failure of a project. They meet project goals and objectives by using interpersonal and organizational soft skills such as communication, delegation, decision making and negotiation. In project environment, people can be viewed as problems and constraintsor as solutions and opportunities. Human resource management (soft skills) is therefore a vital component of project management.

刘树昌先生05年毕业于天津大学工程管理专业，之后一直从事项目管理相关工作，曾就职于华为技术有限公司，担任海外大型TURNKEY项目经理，成功完成包括印尼巴厘岛、南苏门答腊岛、中爪哇等多个大型项目的交付。11年加入中国北车集团大连机车研究所有限公司，担任过项目管理办公室主任，人力资源部部长，市场部部长等职务。在2014年（第六届）中国IT项目管理论坛上获得2013-2014年度大连十佳项目经理奖项。

Graduated from Tianjin University in Project Management in 2005, Jeff Liu has been working in PM field for around nine years till now. He joined Huawei Technologies Co., Ltd. first, worked as Turnkey Project Manager, delivered several turnkey projects successfully, such as Bali Island Project, South Sumatra Project, Central Java Project etc. He joined Dalian Locomotive Research Institute Co., Ltd. in 2011, and has taken several positions such as the Director of the PMO Department, the director of the HR Dept., the director of the Marketing Dept., and so on. Mr. Liu Shuchang won the award 2013-2014 “Top Ten Project Manager of Dalian” on China IT Project Management Forum 2014 (Sixth).

演讲标题 Description：项目管理在产品制造业中的应用范例 | Project Management Application in Manufacturing Industry

Part 1 项目管理的引进与推广

Part 2 我们的PMO

Part 3 应用中的经验分享

Part 1 Project Management introduction and popularization

Part 2 The PMO of CNR DLRI

Part 3 Experience Sharing

2009年加入文思海辉(原海辉软件国际集团)，组建集团研发中心(ITDC)。主导及负责过的项目为集团的业务及信息化建设提供了强有力地支持。

同时，于2012年开始负责集团云产品事业部，负责SaaS产品的研发及市场开拓工作，为客户提供云产品及大数据服务。主要客户有智联招聘、中移动、青岛啤酒、恒大地产等。

加入文思海辉前，先后在BenQ、UTStarcom任职，处理企业管理咨询、系统设计、需求分析、项目管理、商务谈判等工作,带领团队在多个行业的项目中工作。熟悉包括石油、化工、建筑、冶金、建筑、煤炭、邮电、水利、软件、外包等行业的业务及项目管理流程。

张巍早年毕业于哈尔滨商业大学，企业管理与信息系统学学士学位，后就读于斯塔福德学院，获得企业管理硕士学位。

Mr. Zhang Wei joined Pactera Technology International Ltd. in 2009 to establish the Corporation Research Center (ITDC). In the past 5 years with Pactera, he leaded his team strongly support corporation business and information construction. 

In 2012, Mr. Zhang was appointed as the head of Cloud Products Department, responsible for the research and market development of SaaS products, providing cloud products and big data service to clients who are zhaopin.com, China Mobile, Tsingtao Beer, Evergrande Real Estate, etc.

Prior to joining Pactera, he worked for BenQ, UTStarcom, dealing with corporation management consulting, system design, need analyze, project management, business negotiation. He leads his team working in multiple industries projects. All these experience makes him an expert of business and PM process in petroleum, chemicals, construction, metallurgy, coal, post and telecommunications, water conservancy, software, outsource. 

Mr. Zhang Wei holds a BA in Business Management & Information Systems from Harbin University of Commerce, and an master degree in Business Management from Stafford College. 

演讲标题 Description: 精细人员成本管理与提升人员利用率创新实践︱Innovative Practice of Project Member Cost Management and Personnel Utilization Rate Improvement

人员成本管理遇到的问题及困惑

使用SLR与RLR管理成本

精细化的工时管理

人员利用率、资源地图及人员动态调整

What problems and puzzles that we faced on about project member cost management

How to use SLR (standard labor rate) and RLR (real labor rate) 

Intensification of project time management

Personnel utilization rate, resource map and people dynamic adjustment

赵磊，2005年毕业于江苏大学工商管理学院。2013年5月加入柯马公司，负责项目管理学院。从05年开始在富士康，威图，凯士比公司中都曾从事项目管理，曾领导的最大价值的项目是威图公司TS8 滚压线的投资及TS8本土化项目，总值9千万人民币。2010年6月完成PMP^®认证，在多年的工作中积累了丰富的项目经验。

Zhao Lei, graduated from college of business administration, Jiangsu University in 2005. He joined COMAU Shanghai as PM Academy Manager in May 2013. He has lots of project experience, and starts his career as project manager in Foxconn, Rittal Shanghai, KSB Shanghai since 2005. The most valued single project is the TS8 rolling line investment and TS8 localization project in RITTAL Shanghai which values 90 million RMB. He got PMP^® certification in June 2010.

演讲标题 Description：柯马的项目管理人员培养︱Project Management talent development of COMAU

1. 柯马的现状      

2. 当代员工特点  

3. 柯马的项目管理培养体系

4. 未来的展望     

1. Current situation of COMAU

2. The Employee’s peculiarity

3. Project management talent development system of COMAU

4. The future vision

傅老师具有IT与管理综合教育背景，在金融、软件、教育培训等行业具有多年的项目实战与企业管理经验，近年来专注于项目管理教育培训事业。 

傅老师对PMI标准体系、PMBOK^®项目管理知识体系、PMI理念、PMP^®试题进行了深入细致的研究，善于将PMI理念与现实的项目管理工作相结合，将东西方文化与PMBOK^®精髓相结合，将企业管理与项目管理相结合。培训内容深入浅出、旁征博引、清晰易懂，对于帮助学员用最短时间快速了解与掌握PMBOK®具有深刻体会。在上海苏州无锡南京杭州北京等地成功辅导了多期学员顺利通过PMP^®认证考试。

With the education background of IT and management, Mr. Fu gained rich experience of project practical and business management form finance, software project, education and training field. Recent years, he focuses on the project management education and training. 

Mr. Fu has done a fabulous job of researching PMI Standard System, PMBOK^®, PMI Philosophy, and PMP^® Tests. Based on the deep understanding of project management, he develops his own training system that combine PMI philosophy with practical project management; combine eastern & western culture with the best of PMBOK^®; combine business management with project management. With his instruction, different classes of students in Shanghai, Suzhou, Wuxi, Nanjing, Hangzhou and Beijing have all successfully past the PMP^® certificate exam.

演讲标题 Description: 从PMP^®到MBA——管理教育对比与职业发展启示︱PMP^® & MBA – Management Education Comparison and Career Development Inspiration

PMP^®与MBA是当今世界两大主流职场证书，分别代表了市场上最为成功的职场培训与院校教育。二者在体系设计与市场运作上存在很大不同，但具有深刻的内在联系。许多项目管理从业人员在职业发展过程中都不可避免会希望对二者进行更多的了解。

演讲人将基于上海清晖PMP^®学员与复旦大学管理学院MBA学员的样本调研数据，结合自身的教育背景与职业经历对二者进行对比分析，并就项目经理职业发展方面提供一些粗浅的建议。

PMP^® and MBA are the two dominated professional certificate in the world today. They respectively represent the most successful professional training and college education in the market. Even though they are profoundly connected in knowledge, there are really big disparities in system design and market operation. During career development, many project management practitioners inevitably want to understand them more. 

Mr. Fu collects and comparatively analyzes the sample survey data from PMP^® students of Shanghai Changeway Project Management Training Center and MBA students of Fudan University School of Management. Based on the research findings, the speaker will provide some suggestions on project managers’ career development. 

林少培先生是上海交通大学机动学院项目管理教研中心主任，教授，上海交通大学船建学院工程管理研究所技术总监，PMI（项目管理学会）全球学位鉴定理事会GAC理事，英国土木工程师学会上海分会秘书长，英国土木工程师学会资深会员FICE。英国皇家特许工程师CEng英国"Bridge Engineering"杂志编委，英国"Civil Engineering Innovation"杂志编委，英国"Management, Procurement and Laws"杂志编委。林少培先生是大连理工大学钢结构研究生及工程力学研究生。1992年获国务院颁发的政府特殊津贴。曾任前国家计委、中国国际工程咨询公司咨询专家, 负责大型工程项目的技术和经济评价工作。1985年后在上海交通大学从事教学与科研工作。发表国内外学术论文近150篇，内容涉及工程，管理，计算力学，计算机应用，模糊推理和人工智能等领域。

Mr. Lin is professor, director of Project Management Teaching & Research Centre of the School of Mechanical Engineering of SJTU, Technical Director, Institute of Engineering Management, SJTU, Board Director, PMI-Global Accreditation Center, Director General, ICE Shanghai Branch FICE & CEng. Editorial Board member of British Journals "Bridge Engineering", "Civil Engineering Innovation" and "Management，Procurement and Laws". He engaged in graduate program and research in the Dalian University of Science and Technology. Professor Lin has had a long-term experience in teaching, research and consultation works in engineering and management. He awarded since 1992 the Government Special Allowance for outstanding contributions to the cause of education of high learning, issued by the State Council of PRC. He has been the consulting expert of former China State Commission of Planning responsible for economic and technical appraisal for mega projects. Professor Lin returned from industry to University and worked for Shanghai Jiao Tong University since 1985, devoting himself in teaching and research works. He had published more than 150 papers in Journals and in domestic and international conference in a variety of disciplines, including engineering, management, computational mechanics, computer application, fuzzy inference and artificial intelligence etc.

演讲标题 Description：技术型到技术与管理复合型人才的转型︱ Transformation from Technology Talents  to Technology and Management Talents

萨熠恒先生具有20多年项目和项目集管理经验的业内资深人士. 是负责ESI亚洲客户咨询服务总监。由于多年在不同国家以及不同行业的经验积累，使得他对于项目管理实践形成了自己深刻独到的见解。萨熠恒先生为几乎所有不同类型的机构进行过咨询和项目管理培训。他经常在PMI的活动中作讲演，话题涵盖管理全球化项目、战略优势的风险评估、项目管理经理人的成功要素、项目管理专业人才所应具备的能力、如何快速和高效的规划项目以及管理整合项目等。在2009年, 他受邀作为外国专家局 <PMP^®引入中国十周年交流研讨会> 演讲嘉宾。 萨熠恒先生拥有斯坦福大学认证项目管理经理SCPM证书以及PMI颁发的项目管理师PMP^®证书。

Ravi Sahi, ESI International’s Regional Director of Client Solutions – Asia, has 20 years of project management experience in physical infrastructure development, strategy-based consulting, and information technology in the financial services sector. With widespread, cross-industry experience on many cross-border engagements, Ravi has a keen understanding and appreciation of the criticality of focused, disciplined, and effective project management. Along with his MBA (Strategy & Finance), he is also certified as a Project Management Professional (PMP®) by the Project Management Institute (PMI), and is also a Stanford Certified Project Manager (SCPM). Ravi has delivered project and program management training and has consulted at all organizational levels which have significantly benefited clients worldwide. Ravi is a frequent speaker on Project Management topics at events organized by the State Administration of Foreign Experts Affairs of China.

演讲标题 Description: 提高项目管理水平：组织如何将项目经理转型为业务领导者︱Raising the Bar: How Organizations are Transforming Project Managers into Business Leaders 

简而言之，这是项目经理有史以来最好的时代。全球范围内的组织都在对项目经理的发展进行实质性的投资，同时为他们铺就通向高管职位的职业发展道路。这一新趋势代表组织转变了对待项目经理的方式，更为重要的是，它们对于项目经理最终潜力的看法也发生了转变。

在这一精彩演讲中，Ravi Sahi 先生，来自ESI 国际公司业务开发与客户解决方案的区域总监，将谈及在商业世界中，这种全新的“登顶路线”在项目管理中的应用情况。另外，Ravi 先生还将探讨“登顶”所需具备的八大项目管理胜任力。通过聆听这一内容详实的演讲，您将获得一份虚拟蓝图，从领导力、沟通与业务技能，战略眼光等方面入手，确保您在相较以往任何时刻都更为重视和尊重项目经理的商业环境中取得成功。

To put it simply, it’s never been a better time to be a project manager. All over the world, organizations are making substantial investments in the development of their project managers and providing them with career paths that lead all the way to the executive ranks. This new trend represents a shift in the way organizations perceive their project managers and, more importantly, the way they perceive their project managers’ ultimate potential.

In this informative presentation, Ravi Sahi, Regional Director, Business Development and Client Solutions of ESI International, will reflect on how the new “route to the top” in the business world is now beginning with project management.  In addition, Ravi will discuss his Eight Project Management Competencies Required to Get to the Top. From strength in leadership, to communication and business skills, to having a strategic vision, you’ll receive a virtual blueprint on how to position yourself for success in a business environment where project managers are more valuable and respected than ever. 

傅旭升博士是PMP^®与IBM认证的Rational软件开发者，现任PMI台湾分会理事长与台湾逢甲大学助理教授。

傅旭升博士在项目管理、系统工程、系统分析及需求分析领域拥有15年经验。他的学术研究覆盖自适应控制、非线性控制及动力学、水面舰船控制、项目管理及功能性分析，目前已在40多本学术刊物上发表了超过15篇学术论文。

他拥有国立中山大学机电博士学位、美国海军研究院机械工程与美国加州大学应用数学双硕士学位、PMP^® 认证。他是中文繁体《项目管理知识体系指南（PMBOK^® Guide）》第四版的翻译者之一也是中文繁体《项目管理知识体系指南(第三版)建筑分册》的总编辑。

Simon H. Fu, Ph.D., PMP^®, IBM Certified Rational Software Architect. Currently he is President of Project Management Institute, Taiwan Chapter, and Assistant Professor of Feng Chia University. 

Dr. Fu has more than 15 years of experience in the fields of project management, system engineering, system analysis, and requirement analysis. His academic research covers adaptive control, nonlinear control and dynamics, surface vessel control, project management, and functional analysis. He has been published more than 15 academic papers and other 40 articles on different journals. 

He earned his doctorate title from National Sun Yat-Sen University, Kaohsiung, Taiwan, and MSME from Naval Postgraduate School, Monterey, CA, and Master of Applied Mathematics from University of California, San Diego, US. Dr. Fu is one of the translators of the Traditional Chinese PMBOK^® Guide 4th edition, PMBOK^® 5th Edition, and editor of the Traditional Chinese Construction Extension for PMBOK^® 3rd edition.

演讲标题 Description：项目管理竞争力助力未来职业发展︱Project Management Competency Helps Future Career Development

项目经理的核心竞争力是未来企业最重要的人才力量。项目经理在受限的环境中持续工作，寻找解决方案，这些需要激情和应变能力。另外，项目是团队工作，项目经理需要建立起他/她的领导能力和管理能力。演讲者将重点介绍未来的项目挑战，并通过案例说明项目管理竞争力助力未来职业发展。

The core competency of a project manager is the most valuable human assets for future development of enterprises. Project manager works under a constrained environment and looks for solutions, which requires strong passion and strain capacity. In addition, project is team work that must be supported by project managers’ leadership and management. In this presentation, the speaker will highlights the future challenges for project and illustrates the project management competency will help future career development by practical case studies.

•     北京大学博士；

•     PMP^®；

•     神州数码教育学院技术总监；

•     中科院研究生院特聘教授、专家组委员、研究生导师；

•     河北神玥软件科技有限公司独立董事;

•     《PMBOK^®指南使用手册（第2版）》、《项目复杂性管理实践指南》和《项目失败分析和拯救》三本书的译者。

•     Ph.D. of Peking University;

•     PMP^®; 

•     CTO of Training Center at Digital China Advanced Systems Services Limited; 

•    Specially-appointed professor，graduate student supervisor and a member of experts committee of the University of Chinese Academy of Sciences;

•     An independent director of Hebei Shengyue Science and Technology Co. Limited; 

•     The translator of three books: A User’s Manual to the PMBOK^® Guide (2nd Edition), Project Recovery: Case Studies and Techniques for Overcoming Project Failure, and Navigating Complexity: a Practice Guide 

演讲标题 Description: 项目失败分析和拯救--哈罗德.科兹纳给我们的启示︱Project Recovery: Case Studies and Techniques for Overcoming Project Failure

化腐朽为神奇，力挽失败项目；借鉴万众瞩目案例，扬帆起航项目拯救。

在现实世界，不是所有的项目都能成功。当项目出问题时，传统项目管理技术失效了。但是究竟何为“失败”呢？我们对其又能做什么呢？哈罗德.科兹纳博士凭借将近50年的项目管理经验让我们醍醐灌顶，豁然开朗。

浓缩全球商业社区的组合经验，科兹纳博士的新著揭开了拯救过程的神秘面纱。《项目失败分析和拯救》运用现实商业世界万众瞩目的案例阐释了危机管理的冰火两重天。从挑战者号航天飞机灾难到波音787梦幻客机问题，《项目失败分析和拯救》细致入微地剖析这些众所周知的案例，详述适用于大小业务的重要收获。

在这本书中，我们将首先学到如何通过开展项目健康检查和识别早期的失败预警迹象识别身陷绝境的项目，然后识别问题的根本原因和挑选一名项目拯救经理实施拯救生命周期阶段。这些最先进的技术对力挽狂澜的商业领袖或顾问至关重要。

事实上，项目失败在商业世界司空见惯，这恰恰是《项目失败分析和拯救》不可或缺的原因--学习如何将项目失败转变成成功良机。

Turn failed projects around; Learn from high-profile case studies and get on the road to Project Recovery.

In the real world, not all projects succeed. When a project has gone wrong, traditional project management techniques go out the window. But what constitutes “failure” in the first place? And what can be done about it? With nearly 50 years in project management, Dr. Harold Kerzner has the answers to these questions.

Drawing from the combined experience of the global business community, he has written this book in order to demystify the recovery process. Project Recovery uses high-profile case studies from the real world of business to illustrate the best and worst of crisis management. From the Space Shuttle Challenger tragedy to problems with Boeing’s 787 Dreamliner, Project Recovery takes a microscope to well-known cases, detailing important takeaways for businesses large and small.

In this book, you’ll learn how to identify troubled and failing projects by performing Project Health Checks and identifying the early warning signs of failure. Next comes identifying the root causes of the problem and selecting a Project Recovery Manager who can implement the phases of the Recovery Life Cycle. These state-of-the-art techniques are crucial for any business leader or consultant who is serious about knowing what to do when things go wrong.

In fact, failures are extremely common in the business world, which is why a resource like Project Recovery is so important — learn to turn project failures into opportunities for success.

谢志杰先生拥有18年以上大型项目规划、执行、管理、及顾问辅导的丰富资历，过去曾带领索尼爱立信全球产品研发团队，主持手持式装置开发项目，服务全球数百万名用户，也曾担任Logitech项目经理，负责数百万美元3C产品项目的执行与管理。

谢先生目前担任睿杰集团(睿杰项目管理顾问公司、史丹佛创新管理顾问公司)集团总裁，为全球客户提供创新管理、新产品开发管理、项目管理的顾问与咨询。其辅导之产业涵盖高科技、电信业、生技业、服务业、营建工程、政府部门、学术单位等。谢先生目前亦担任PMI项目管理协会东北亚区地区发展总召(Mentor)、参与项目管理社群之志工服务。

谢先生于2013年获颁『中国十大项目管理培训师』殊荣。并于2014年受国家外专局邀请担任项目管理全国巡回演讲专家。

谢先生毕业于美国Stanford斯坦福大学航空太空研究所, 计算流体力学实验室。当年准备出国留学时托福考试创下高分，至今仍是托福成绩世界记录保持人。

Mr. Jack Hsieh has over 18 years of experience in planning, executing, managing, and consulting on innovation and related project management. While with Sony Ericsson, he worked as head of project management team, led a cross-functional, cross site international team to develop handheld devices which served millions of user worldwide. He also worked with Logitech as a project manager to lead and manage millions in budget for own brand 3C development projects in Switzerland, Ireland, China, and Taiwan.

Currently, Mr. Hsieh is the President at Maestro Project Management Consultants Co., Ltd., a leading consulting company dedicated on innovation management, new product development management, and project management. He has offered and served customers worldwide in successfully deploying PM concept into practice; as well as creating a correct corporate innovation methodology. Mr. Hsieh and his team have engaged in services for a broad spectrum of industries, including high-tech, telecom, bio-science, service-oriented, C&E, academic, research, government sectors. Mr. Hsieh also serves as Northeast Asia Region Mentor in PMI and provides volunteer services in the project management community.

Mr. Hsieh laureled as “Top 10 distinguished project management trainers of China” in 2013. He holds various certificates, including PMI Certified OPM3^® Professional, PMP^®.

Mr. Hsieh holds a Master degree majored in Aeronautics and Astronautics from Stanford University and a Bachelor degree from the department of Mechanical Engineering, Yuan-Ze University. While Mr. Hsieh was preparing for his oversea study, he set a new world record on TOEFL score; the record is still unbroken so far.

演讲标题 Description: 创新与创新管理：如何运用NPD（新产品开发管理）方法实践创新︱Innovation and Innovation Management – Achieving Strategic Innovation Objectives by Application of NPD Techniques

商业环境变动的速度在二十一世纪变得越来越快，各种新的点子，例如新技术、新流程、新环境都会对公司的经营与管理发生重大影响。能快速吸取新点子并采取对应行动的公司将会是无庸置疑的赢家。

在竞争激烈的商场上，公司要达成组织策略目标最直接的方式就是推出消费者喜爱的产品或服务。传统式大量生产；达到经济规模以压低价格的方式已不再适用于二十一世纪。综观成功的公司；莫不以创新为超敌致胜的方法，其中的代表性公司包括苹果公司、阿里巴巴。

依据调查显示，全美排名前20％的顶尖企业，其营收有38％、利润有42.4％ 來自新产品的销售。虽然如此，但新产品的平均失败率却高达41％，这正表示新产品的创新企划与开发的重要性，是绝对不容忽视。

但检视新产品开发的相关决策，对许多公司的管理阶层而言，似乎比较像是赌注。伴随成功新产品而来的是更多的竞争者，如果依靠的是偶然侥幸的获胜，未来公司将淹没在众多竞争者之间。这正是因为他们尚未清楚了解新产品开发的本质，也未能有效的管理，许多实务界与学界的专家已经明确的告诉我们：「新产品开发的管理能耐，正在明显区隔商场上的胜者与败寇。」项目管理在整个新产品开发过程扮演一重要角色，随着全国PMP人数增加，企业下一个考虑的课题就是如何运用项目管理增加新产品开发成功率。

但在面临不熟悉的新东西时，不同背景不同心态的人将会表现出差异极大的态度。对于推动者来说，如何洞悉这些行为背后的原因；如何因人置宜地采取不同的策略是一大挑战。绝大多数推动者是靠自己以往经验来执行，但检视导入新观念的相关决策，对许多公司的管理阶层而言，似乎比较像是艺术。

聪明的人从学习中吸取经验，本讲座教导如何一次就成功导入变革，少走冤枉路。

Speed of the changes in the business environment in the 21st century is becoming faster and faster, all kinds of new ideas, such as new technologies, new processes, and new environment are having a major impact on the company's operation and management. Those who can quickly absorb new ideas and take the corresponding action will no doubt be the winner.

In a highly competitive market, the best way to achieve the Organization's strategic goals of the company is launching products or services favored by customers. Traditionally the goal was achieved by mass production; economies of scale to drive down prices, which is no longer applicable in 21st century. If we refer to successful companies; they rely heavily on new product development to beat competitors, like Apple computer, Alibaba.

Based on PDMA Survey shows that America's top 20 % companies, 38 % revenue and 42.4 % profit is coming from sales of new products within 3 years. However, the average failure rate for new products is as high as 41%, which shows the importance of new product development.

Reviewing new product development decisions, for the management of many companies, it seems more like a bet. What is followed by successful new products are more competitors, if your future relies on lucky win, companies would flood by competitors in the future. This is because most people have yet to clearly understand the nature of new products development, as well as fail in management. Many practitioners and academic experts have clearly told us: "Capability on new product development management is a clear watershed of winner and losers.”

But when faced with unfamiliar new environment, people with different background react quite differently. For mid or high level managers, it is always a hard time on discern the reasons behind these hesitation and speculation. How to apply different methods to persuade different kinds of people is a big challenge. Most promoters rely on their own past experience, but look at importing new ideas related to decision-making, for the management of many companies, it seems more art than science.

Smart people take lessons from others, while others take from themselves. This seminar teaches you how to successfully import the changes, few walked this road before.

包晓春先生82年毕业于杭州大学数学系，后从事大型水利水电工程施工管理10年。

92年组建上海普华科技发展有限公司并任董事长兼总经理至今。1992年-2002年引入国际知名的项目计划管理软件P3在中国进行推广。

2002年以来，带领团队进行项目管理自主产品的研发和推广，主导研制的PowerOn、PowerPiP和PowerPlan产品已被石油化工、电力、水利水电、交通、有色行业的EPC工程公司和业主建设单位广泛使用。由于自主产品的市场占有量，其带领的普华科技已连续多年获得由发改委、科技部、财政部和工信部四部委联合认定的‘国家规划布局内重点软件企业’称号，为项目管理软件行业唯一获此殊荣的企业。

社会兼职：中国建筑学会工程管理分会理事、信息专委会副主任；《项目管理技术》杂志编委。

Mr. Bao Xiaochun graduated from Mathematics Department of Hangzhou University in 1982. He has engaged in large-scale water conservancy and hydropower project construction management for 10 years. Mr. Bao Xiaochun established Shanghai Power Science & Technology Co., Ltd. in 1992, From 1992 to 2002 they brought the internationally well-known project management software P3 into China and popularized it.

Since 2002, Mr. Bao Xiaochun led the team to develop and popularize their project management product. Their products PowerOn, PowerPiP and PowerPlan have been applied widely by EPC engineering companies and construction enterprises in the following industries, such as petrochemical engineering, electric power, water conservancy and hydropower, transportation, and non-ferrous. Due to the market share of their products, the company has got the title “Key Software Enterprise within the State Planning Layout” continuously for many years, which is recognized jointly by The national Development and Reform Commission, Ministry of Science and Technology, Ministry of Finance and Ministry of Industry, and it is the only enterprise to win this title in the project management software industry.

Main socio-part-time with Member of Engineering Management Branch of China Construction Institute and Vice-director of Information Branch, Editor of magazine Project Management Technology.

演讲标题 Description : 项目管理在中国的应用现状和对策︱The Application of Project Management in China and the Countermeasures

项目管理在中国应用推广取得了令人瞩目的成绩。然而，清醒分析后发现，由于国情等因素原因，代表项目管理核心特征的----时间管理的应用并不理想；能够使项目管理走向企业管理、实现更高层次应用的-----企业项目化管理的应用更是凤毛麟角。如长此以往，项目管理在中国的应用前景可忧，推进会愈加辛苦。

如何使项目管理的应用走上正轨、发挥更大的价值？为此，发言者提出‘承认国情、理性思变、创新突围’这一针对政府和国企的工作对策，呼吁政府重视‘项目治理’实现政绩创新；呼吁政府和国企项目业主采用EVM提高驾驭项目、管控项目的能力；提出‘重点引导企业项目化管理’这一针对项目型企业的工作对策， 指出“项目管理不只是指对项目的管理，而是企业经营管理的主要支撑手段”、“通过项目管理能力的推进，可促进‘管理流程’与‘项目网络计划’融合，形成‘组织协同之源泉’”、“一个按项目来组织经营生产活动的企业，采用传统的（以工厂为对象的）企业管理模式不可能管理得精细、高效、合理、公平的”；提出‘融会贯通、适合国情、实现超越’这一针对软件工具发展的工作思路。发言者相信，只要体现项目管理本源和核心价值的内容得以广泛应用与普及，项目管理在中国的前景非常光明。

The application of project management in China has achieved remarkable result. While after analysis, we still could found that due to national conditions and some other factors, the application of time management that represents the core of project management is not ideal, and the application of enterprise management by project is even rare, which could make project management be adopted in enterprise at higher level. If things continue this way, the application prospect of project management in China would be at risk, and the popularization would be difficult.

How to make the application of project management on the right track and delivers a greater value? The speaker raised the solution “Admitting to the state, Rational thought change, Innovation breakthrough” which is for the government and state-owned enterprise; advocated the government to realize innovation achievements through attaching great importance to the “project management”; advocated the project owner in government department and state-owned enterprise to improve the ability of controlling project through EVM; raised the strategy “Guide the enterprise to emphasize the project management” which is for the project enterprise. The speaker pointed out “project management is not only management for project, but also the main support mean for the enterprise operation”; “through improving project management ability, to promote the combining of process management and project internet plan, to form the source of organization coordination”; “an enterprise that organizes production and operating activities according to the project, can’t operate subtly, efficiently, reasonably, fairly through traditional management model (with factory as the object)”; The speaker also raised the working thought “Digest and adopt to national conditions for exceeding” which id for IT Tool development. The speaker believes that once the core value of project management could get wide application and popularization, the future of project management in China is very bright.

上海交通大学项目管理硕士，一级建造师。常年从事海外大型、复杂承包项目管理及海外市场开拓和合同谈判等工作。有多个海外大型、复杂总承包项目的成功管理经历；有合同管理索赔成功经验；有成功开发大型海外项目的经验等。结合工作推广项目管理知识体系和标准化建设。

Qualification:

Master of Project Manager from Jiao Tong University, ConstructorExperience:

Engaged in overseas larger and complex projects management and implementation for years.

Sucessful claim case during the project execution

Develop oversea larger and complex projects

Experience on the training program of PMP®

Based on the working platform, promote project management knowledge system and standardization. 

演讲标题 Description: 海外工程承包项目管理探讨和分享︱Discussing and Sharing the Project Management Experience in the Oversea Engineering Projects

第一部分 总承包模式发展及背景 

1.1 总承包模式的发展  

1.2 总承包项目中的项目管理   

1.3 合同管理平台 

第二部分 总承包合同管理实施 

2.1 承包模式下的合同框架 

2.2 合同管理体系 

第三部分 承包商能力建设  

3.1 价值体系角度看总承包企业的自身发展

3.2 总承包能力的分析和建设

第四部分 沟通交流 

Part 1 Background of oversea EPC project

1.1 Development of EPC model

1.2 Project Management in EPC project

1.3 Contract Management Platform

Part 2 Implementing oversea EPC management

2.1 Contract structure under oversea EPC 

2.2 Systematic of contract management 

Part 3 Building competencies of Contractor

3.1 self development of Contractor through value system

3.2 Analysis and building competencies of Contractor

Part 4 Discussion

秦女士自1980年开始从事海外工程承包项目工作，主持开发执行了30多个海外工程承包项目，熟悉海外工程承包项目的运作，精通海外项目投融资程序，擅长项目合同管理、风险管理、成本管理，在业内享有很高的声誉，被国内多所高校聘为课座教授，曾多次在国际现代项目管理技术年会上做专题演讲。

个人专著 ：《论工程承包项目的风险管理与应急管理》，《我国海外工程承包项目管理模式剖析》，《关于海外项目的应急管理与索赔思考》。

教育：秦女士拥有中国人民大学EMBA硕士学位，新加坡南洋理工大学MBA硕士学位。

Ms. Qin engaged in overseas engineering contracted projects since 1980. In the past 34 years, she has lead and executed over 30 oversea EPC and PPP projects that make her an expert in commercial & contractual management and risk & contingency planning, as well as budgets & costs controlling. She has been enjoying a good reputation in those scopes. She is invited to be a visiting professor of several famous colleges and universities in China and to be a keynote speaker in Annual Meeting of International Modern Project Management Technology. 

Publications:

Theory of Risk Management and Emergency Management in Engineering Contracting Projects

Analysis of Overseas Contracted Projects Management Model

Emergency Management and Claim about Overseas Projects

Ms. Qin Ruijuan holds an EMBA from Renmin University of China and a MBA from Nanyang Technological University (Singapore).

演讲标题 Description: 国际工程项目的风险与风险防控体系︱International Engineering Project Risk Management 

1． 中国企业国际工程项目现状

2． 中国企业在国际工程项目面临的主要风险 

2.1 前期市场开发阶段面临的风险

2.2 项目实施阶段面临的主要风险

3． 国际工程项目风险管理体系的最佳实践

3.1 风险管理组织搭建的最佳实践

3.2 风险管理体系搭建的最佳实践

3.3 风险库的最佳实践

3.4 项目管理能力评估、内控与组织持续改进

3.5 风险管理文化与团队建设

1. Status of Chinese company’s internal engineering projects

2. The main risks faced by Chinese engineering companies

2.1 Risks during the early stages of market development

2.2 Risks during the project implementation stages

3. The best practice of International engineering project risk management system

3.1 The best practice of risk management organization

3.2 The best practice of risk management system

3.3 Best practice of risk library

3.4 Project management capability assessment、international control & organizational  continuous improvement

3.5 Risk management culture and team building

专业经历

米其林亚洲ERP骨干项目总监

米其林亚洲技术经理 

米其林亚洲架构师

IBM法国全球咨询服务部顾问

学历

法国里昂中央理工大学，信息管理硕士

上海交通大学，电子工程学士

证书与获奖 

米其林全球高级管理培训项目

米其林中国管理培训项目最佳学员，中欧工商管理学院

Experience

ERP Backbone Platform Manager, Michelin Asia

Technical Manager, Michelin Asia

Entity Architect, Michelin Asia

Consultant, Global Business Services, IBM France

Education

Master, Information Management, Ecole Centrale de Lyon, France

Bachelor, Electronic Engineering, Shanghai Jiaotong University, China

Certificate & Award 

Action Learning Program (Michelin Global Executive Program)

Best Mentee of BibLEAD (Michelin China Executive Program), China Europe International Business School

演讲标题 Description: 感受国际化项目管理中的文化差异︱Awareness of Cultural Difference in the Management of International Project

他是中国境内首位工程法律研究方向博士，兼任清华大学国际工程项目管理研究院特聘教授，建设法律协会（中国）副主席，中国国际经济贸易仲裁委员会仲裁员。

他是英国皇家特许建造学会会员(MCIOB)、皇家特许测量师学会会员(MRICS)，拥有中国国家一级建造师执业资格。

他擅长在大型公共建筑、基础设施、工业、能源、环保等工程建设领域，为业主和承包商提供专业的并具有实践价值的工程法律服务。他在境外大型基础设施项目全过程建设，EPC工程总承包、工程保险、见索即付保函止付、工程索赔、重大跨境工程仲裁和诉讼等高端工程法律领域，居于中国律师界实践前沿。

他入选2013/2014年度Who’s who legal国际建设工程律师名单。

Dr. Zhou is a qualified Chinese lawyer and is recognized as one of the top construction lawyers in PRC. Dr. Zhou has been listed in Who’s Who Legal “International Construction Lawyer of the year” 2013/2014.

Dr. Zhou was awarded as the first PhD in Engineering Law in PRC in 2004. He is the only Chinese lawyer who has been officially retained as Adjunct Professor by Tsinghua University - IIEPM. He is also a member of Chartered Institute of Building (MCIOB), a member of Royal Institution of Chartered Surveyors (MRICS). He is an arbitrator of CIETAC. 

Dr. Zhou specializes in all aspects of law relating to construction and engineering for construction projects including energy and power, transport, hydro, environmental protection, hotel and manufacturing plants. In mainland China, he is a leading practitioner of EPC projects, construction claim, bonds, construction insurance and related construction arbitration and litigation both domestically and internationally. 

Dr. Zhou is a key member of the drafting team for the first Standard Bidding Document for EPC Projects in PRC. He is also a key member of the revision team for the Sample Form of Construction Contract issued by Ministry of Construction. He had contributed study report to the revision of Construction Law of PRC.

演讲标题 Description: 项目干系人理念在国际EPC项目争端处理中的应用︱Application of Methodology of Stakeholders in International EPC Project Dispute Resolution

1. 案例分析：非洲某大型EPC项目合同解除纠纷处理

2. 国际EPC项目干系人的识别 – 法律关系矩阵

3. EPC项目干系人管理及案例分析

- 融资机构

- 咨询工程师

- 联营体成员(外部及内部)

- 政府机构

4. 项目管理思维对法律实践的积极影响

1. Case study: Dispute Resolution in Termination of a Major EPC Contract in Africa

2. Identification of Stakeholders for International EPC Projects – Legal Relationship Matrix

3. Management for EPC Project Stakeholders and Case Studies

- Financing Institute

- Consulting Engineer

- Joint Venture Members (Eternal & Internal)

- Governmental institutes

4. Positive Influence on Legal Practice by Project Management Methodology