陈信祥,教授级高工,1966年毕业于清华大学精密仪器系,1986年在美国宾州州立大学获电机工程博士。2009年获PMI认证OPM3 ProductSuite咨询师。于2008年从首信公司退休，为公司名誉董事长。

曾任首都信息发展股份有限公司董事长。在加入首信前，他主要致力于ERP系统的研究与发展，是SAP中国首席代表。他也曾任北京市经济委员会总工程师，致力于科技创新、进出口商务管理以及高科技的发展。

陈信祥博士是国家863计划中多个项目的主要成员，同时也是多个首都信息化重大工程的发起人。在北京2008年奥运会申办时，陈信祥曾任“技术”主题部分的陈述专家。目前，他仍从事项目管理与ICT领域的培训、咨询、评估工作。

陈信祥博士曾参与编著电子商务领域的三本著作，例如“电子商务网站建设”，同时在国际学术会议和杂志发表过十余篇有关信息处理的论文。

Chen, Xinxiang, professor and senior engineer, obtained his Ph.D. degree at Pennsylvania State University in major of Electrical Engineering, specialization in information processing in 1986, and graduated from Tshinghua University in major of optical instrument in 1966. He obtained PMI OPM3 Consultant in 2009. He was retired in 2008 as Honorary Chairman of CAPINFO.

Dr. Chen was former Board Chairman of Capinfo Company Limited. Before joining CAPINFO, he was Chief Representative of SAP China, where he was mainly engaged in the research and development of ERP software. And he was also former Chief Engineer at Beijing Economic Commission, and devoted himself to technological innovation, management of imports/exports business and promoting Hi-tech development. He was the key members for several projects sponsored by the State 863 Program and, and was the Sponsor of several Beijing Information infrastructure projects. Dr. Chen was the Presentation Expert of Technology Topic for 2008 Beijing Olympic Games. At present, he still is active in Project Management and ICT arears for training, consulting, and assessment.

Dr. Chen had participated in the composing of three books in topic of e-commerce, such as Construction of E-commerce Website and published more than 10 papers on information processing on international conferences and in technical magazines.

       何萧素娴女士（Rossana）现任HP云业务（香港&澳门）总经理，领导国内云产品同业务的销售管理与营销战略及活动策划。她还负责将HP行业领先的云产品组合应用到市场，并为客户及合作伙伴提供满足业务需求的解决方案。

       她于2000年加入HP，积累了30多年的IT业经验，为香港及北美地区多个行业（航空、制造业与公共部门）提供数据中心服务、云以及专业咨询服务。

       自加入HP以来，Rossana在负责数据中心设计与建立、试运行与评估的Mission Critical Facilities任总经理，同时还担任过其他职务，包括项目管理办公室（PMO）P 服务负责人；项目总监，负责大型项目的实施；以及AGM，服务于银行。

       Rossana还贡献个人时间给社区和NGO。她是项目管理协会（PMI）香港分会主席、香港优质顾客服务协会（HKACE）理事。今年她又被任命为香港最佳项目经理ICT奖项召集人。此外，近年来她还积极与创新学院合作，进行颠覆性创新与实施课程的设计。

Rossana Ho is General Manger for Cloud Business (Hong Kong & Macau), leading the sales organization and go-to-market strategies and initiatives in the country for cloud product and services. In this role, she is responsible for applying HP’s industry-leading cloud portfolio of offerings to the market and deliver solutions that meet customers’ and partners’ business needs.

Rossana joined HP in 2000 and has more than 30 years of IT experience spanning data center services, cloud, professional and consulting services both HK and North America in various industries including airline, manufacturing and public sector.

Through her years within HP, Rossana held different roles as General Manager of Mission Critical Facilities in charge of Data Center Design and Build, Commissioning and Audit; Other roles include leading the Project Management Office (PMO)P Services Principal and Project Director leading mega projects implementation; and as also AGM servicing leading banks.

Rossana also contributes her personal time to professional and community in NGOs. She is President of the Project Management Institute (PMI) Hong Kong Chapter, Education Director of the Hong Kong Association of Customer Service Excellence (HKACE). This year, Rossana is also appointed as the Convener for the HK Best Project Manager ICT Award. In recent years, she is also actively in collaboration with the Academy of Innovation in designing courses on disruptive innovation and its implementation.

演讲标题 Description: ICT技术转型下项目经理面临的机遇与挑战|Project Manager Opportunities and Challenges under ICT Transformation

       持续的信息和沟通技术变革是经常性全球市场波动的主要原因之一。也是创新、变化和学习的重要驱动力。ICT技术的快速发展促进了全球化、业务联结和企业转型。他们事定数了全球竞争的新领域，并不断增强敏捷和商业智能。他们让在各种经济活动中加入信息和知识成为可能。知识、学习和利用ICT的能力是私营企业发展和行业转型的核心。对现代的知识经济，ICT变革结合了创新和转型力。对新实践的转变并不容易，可被描述为“颠覆式创新”的流程。

       项目经理是驱动这些变革项目实施的核心。许多项目不再从经验中学习，而是发明或和在适应新情况。尽管有转型的挑战。流程带来了不可避免的巨大发展。

       在今天组织中发生了三种变化：1.发展，2.转变，3.转换。传统的项目管理理和通常被称为的变革管理，有效地支持发展和转变的变革，但他们对转换的变革还做得不够。

The ongoing information and communication technology (ICT) revolution has been a major source of the ongoing global market turbulence and a key driving force for innovation, change and learning. Rapid advances in ICT have been shaping globalization, and business networking and enterprise transformation. They have create a new playing field for worldwide competition with increasing premium for agility and business intelligence. They made it possible to capture and insert information and knowledge in all kinds of economic activity. Knowledge, learning and the ability to harness ICT are now more than ever at the heart of private sector development and industry transformation. For the modern knowledge-based economy, the ICT revolution combines the innovative and transformative powers. The transition to the new practices is not easy and best described as a process of “creative destruction” or “disruptive innovation”.

Project managers are core as we are driving the implementation of these change projects. Many of the projects are for unlearning the old and inventing or adapting to the new. Despite the challenges of transition and transformation, the process generates a great surge of development.

The three types of change occurring in organizations today are: (1) developmental,(2) transitional, and (3) transformational. Traditional project management and what is commonly called, “change management” effectively support developmental and transitional change, but they are woefully insufficient for transformational change.

Raed Haddad任职ESI国际公司亚太区董事总经理。为了顺应公司战略，他致力于带领公司团队为亚太区客户提供更好的服务并努力于提高ESI国际公司的市场知名度。在就任ESI国际公司亚太区董事总经理之前，他曾在美国负责ESI国际公司的全球交付服务。Haddad 先生与客户直接合作，通过交付并评估ESI 绩效改善计划制定战略，强化客户的竞争优势。

Haddad 先生拥有超过25 年的多元文化及项目管理经验，涉及多个行业，包括卫生保健，技术，政府，通讯以及金融服务。ESI的客户都受益于他的洞察力。

在项目管理、人才管理以及绩效改善计划评估的领域中，Raed 受到很高的赞誉。在各类会议、活动上，Haddad 先生是非常受欢迎的演讲者，并得到全球各地许多高管的认可。

Raed Haddad serves as Managing Director of ESI International for the Asia Pacific region. He delivers on the company’s strategic plan by effectively serving clients in the region and increase ESI International’s presence in markets. Prior to this role, he was based in the US where he was responsible for Global Delivery Services with ESI International. Mr. Haddad worked directly with clients to develop strategies that drive competitive advantage through delivery and measurement of ESI-driven performance improvement programs.

ESI clients benefit from Mr. Haddad’s insights based on more than 25 years of multi-cultural, project management expertise across a range of industries, including: health care, technology, government, telecom and financial services.

Highly respected in the arenas of project management, talent management and performance improvement program measurement, Mr. Haddad is an in-demand speaker at conferences, events and with executive audiences worldwide. 

演讲标题 Description：下一代 PMO：整合组织之力以执行组织战略 | The Next Gen PMO: Aligning Your Organization to Execute Its Strategy

当今世界充满活力，科技大行其道，这为新理念的入市提供了无限机会。但即使是拥有清晰的战略愿景、最具远见卓识的领导者，也往往无法看到他们的愿景得到成功执行。作为组织的战略推动者，PMO 越来越难以有效地识别战略项目集和项目，无法提供有效的资源和管理。因此，即便是最睿智的战略也注定会失败。

在最近的PMI“职业脉搏报告”(Pulse of the Profession®) 中，88% 的高管一致认为战略至关重要。然而，由于项目与组织战略之间缺乏一致性，致使44%的战略执行以失败告终。 

PMO今后该何去何从？根据斯坦福大学高级项目管理课程的前沿研究，此次演讲将为PMO 领导者提供一个战略执行框架，帮助他们不断地识别和调整正确的项目，并以正确的方式完成这些项目。

Today’s dynamic, technology-infused world offers limitless opportunities for bringing new ideas to market. But even the most forward-thinking leaders with clear strategic visions typically fail to see their visions executed successfully. As a strategic enabler of the organization, PMOs increasingly struggle to effectively identify, resource and manage the set of programs and projects that comprise the strategy. Unsurprisingly, even the smartest strategies are set up to fail.

In a recent report, PMI’s Pulse of the Profession®, 88 percent of executives agreed on the importance of strategy. However, a lack of alignment between projects and organizational strategy led to failure 44 percent of the time.

Where does the PMO go from here? Based on cutting-edge research from Stanford University’s Advanced Project Management program, this presentation will present a framework for strategic execution that helps PMO leaders to continuously identify and align the right projects and do those projects right. 

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, 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, 1,000 Questions on Project management, 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：高效PMO运作，助力组织变革创新 | Efficient PMO Operation Drives Organization Transformation and Innovation

以某大型能源企业的项目管理办公室高效运作“PMO'+'商业价值”的实践为例，分享高效PMO运作模式选择、操作实务、落地方法，价值表现。在经济新常态下，如何实现产业转型，助力“创业创新”，促进组织变革，提升项目商业价值。

Based on the case study of a PMO practice in a large-scale energy enterprise which effectively associates PMO with business, the speech will share best practices on PMO operation model selection, daily practices, implementation method and benefit realization. The presentation will also shed light on how to realize industry transformation, drive entrepreneurial innovation, accelerate organizational change and ultimately increase project’s business value.

肖杨先生是长期专注于组织级项目管理、PMO建设、创新管理和供应链运营管理的实战派讲师和咨询顾问，致力于帮助各类企业打造具有中国特色的组织级项目管理方法论。

毕业于俄克拉荷马市大学(Oklahoma City University, OCU)的MBA, 曾在摩托罗拉、飞思卡尔、索尼爱立信、LG和BSI等多家世界500强的外资企业从事全球总部层面研发和国际供应链运营管理的顶层设计、跨国大型项目、项目群和PMO的建设和管理工作。

熟悉各种不同流派的组织级项目管理方法论及各类培训、教练和咨询方式，目前专注于通过剪裁西方管理方法论结合中国自身文化特点的方式，帮助行业领先的国企和民企进行组织级项目管理的系统化顶层设计、流程体系再造和项目管理工具定制，从而帮助企业快速提升项目管理水平，有效支撑企业战略落地。

Mr. Xiao is a professional instructor and consultant in organizational project management, PMO establishment, innovation management and supply chain operation. Mr. Xiao obtained MBA on International Finance from Oklahoma City University, after which he worked in Motorola, SonyEricsson, LG and BSI on organization level in R&D, supply chain operation, international project, program management and PMO establishment as well as management.

Currently Mr. Xiao focuses on providing training, coaching and consulting service to various enterprises in China by tailoring western methodology to Chinese culture and enterprise environment in organizational project management framework design, process system reengineering and project management tools customization.

演讲标题 Description：基于中国文化下的组织级项目管理体系建设之道︱Building Organizational Project Management System under Chinese Culture

解决组织多项目管理的问题是一个复杂的工程，绝不是仅仅靠建立一个PMO或是在项目管理的框架下进行一次流程梳理就可以解决的，它会涉及企业管理的各个方面，从组织愿景到治理结构，从组织战略到项目资源调配，从单项目管理到组建项目群，从项目文档管理到数据分析与决策支持，从项目经理的选拔任命到绩效考核与职业规划。

演讲要点：

1. 组织级项目管理≠PMO

2. 结合自身企业特点设计组织级项目管理的顶层框架

3. 基于项目的分类分级建立多项目受控机制

4. 实现以客户为导向的项目端到端流程标准化

5. 建立企业级的项目全景图和基于项目的知识库

6. 打造企业各类项目管理人员的职业发展通道

7. 形成以PMO为运转核心的组织级项目管理体系

According to the experience, it is a comprehensive project to solve the multi-project management problem for organizations – it cannot be simply done by building a PMO or a process improvement under project management framework. It relates to all aspects within the organization: from vision to the governance structure, from strategy to project resource allocation, from single project management to program management, from project document management to data analysis and management decision support, from project manager assignment to the career path design of project manager. In a word, we need a systematic project management method to support the organization for continuous improvements and changes.

Agenda:

1. Organizational project management ≠PMO

2. Shaping organizational project management framework according to enterprise features

3. Establishing multi-project control mechanism based on project classification and categorization

4. Standardizing customer oriented end-to-end process for the project

5. Building organization level dashboard and knowledge base for all the projects

6. Designing career path for different types of project managers

7. Building a PMO centered organizational project management system

曾伟强先生拥有十多年制造业项目管理经验，中国项目管理研究委员会会员，项目管理联盟专栏作者，高级项目管理师，企业项目管理内训特聘讲师。作为实战派的项目管理从业人员，在群项目管理和项目信息化管理有自己独到的见解和方法，擅长PMO的建立和运作。作为公司企业级PMO办公室创立之初至今的主要建设者之一，建立了企业从项目的规划、项目立项、项目过程管理、项目信息系统规程（GMIS）、项目评价的成套项目管理流程体系，包括《企业产品开发规划流程》、《项目运作管理办法》、《产品开发管理办法》、《新产品进度监督办法》、《项目结题评审管理规定》、《项目科技进步奖奖励规定》、《项目管理信息系统操作规程》、《项目管理月度评价作业指导书》等。

作为内训师，授课课程包括《项目管理基础入门》、《项目管理全生命周期管理》、《制造企业一级单位项目化管理》、《项目经理核心技能》、《企业项目管理信息化》等课程，在国内杂志发表《项目管理新模式探讨》、《制造行业的研发多项目信息管理探讨》、《PMO在制造企业的应用研究》等多篇项目管理专业论文。

With over 10 years of project management experience in manufacturing industry, Mr. Zeng is a member of Project Management Research committee of China, an active author of Project Manager Union, a Level 1 CPMP, and a guest lecturer for company project management trainings. As a project management practitioner with years of experience, Mr. Zeng developed his own understanding and methodologies in this domain and is an expert at PMO establishment and operation. As a key member of Gree’s initial PMO establishment, Mr. Zeng formulated a project management process from project planning, initiation, progress management, Graphic Management Information System (GMIS), to project evaluation, with outputs includingproduct development planning process, project operation regulations, project management information system operation procedure, guide on project management monthly evaluation, etc..

Mr. Zeng has led and participated in the project management of nearly a hundred of research and development projects and has successfully implemented project management system in many other departments. He has created a tenure system for project management professionals, a series of training sessions for project managers, and a project management information system which enables project management to enter into an era of informationalization.

As the organization’s internal trainer, Mr. Zeng coaches on project management basics, project life cycle management, project manager key competencies, and organizational project management informationization. He also published papers on domestic magazines, topics ranging from new model of project management Information management of multiple R&D projects in manufacturing industry and PMO adoption in manufacturing companies. 

 
        马徐武先生，企业内部项目管理讲师。2009年毕业于吉林大学，同年加入珠海格力电器有限公司。工作至今，一直从事研发项目管理工作，有6年家电产品研发项目管理经验。在格力电器担任项目管理办公室副主任职务期间，结合企业实际，高效运用项目管理知识体系，大胆创新，全面推行企业内部产品开发和技术研究项目管理，先后组织完成《格力电器空调产品开发流程体系建设》、完善《格力电器项目管理运作办法》等一系列企业内部项目管理实践制度，并实现了近百个公司级项目的组合管理。2011、2012年分别主导公司级项目“出口E客户全新分体机”“出口北美全新除湿机”产品开发项目，目前产品已成功在海外销售并为公司海外业务取得重要业绩。 

授课精品系列课程包括《项目管理沙盘实战》、《项目进度管理》、《从技术走向项目管理》、《项目管理流程建设及管理》等，发表论文包括《浅析空调产品实行平台化、模块化研发模式》等。

Mr. Ma is Gree’s internal trainer. Graduated from Jilin University in 2009, Mr. Ma joined Gree Electric Appliances, INC. and has been working on R&D project management, gained six years of experiences in R & D project management in the Household Electrical Appliances domain. After taking his current work position in PMO, Mr. Ma effectively applied project management into the organization’s operation in an innovative approach, and promoted adoption of project management in product development and technology research on a full scale. He created an internal project management practice system, e.g. air conditioning product development process, and completed portfolio management of nearly 100 organizational projects. He led product development project “New Split-type Air Con for Export, Client E” in 2011 and “New Dehumidifier for Export to North America” in 2012, both of which have landed overseas safely and achieved appreciable performance for the company’s overseas business.

His speciality courses ranges from sand table practice, project progress management, “From Skills to Project Management”, and project management process establishment. He also published professional papers such as “Analysis of AC Products – Towards the Direction of Platform, Modularization”.

演讲标题 Description：格力项目管理最佳实践——PMO实战 | PMO Practices of Gree Project Management Best Practices

成立于1991年的珠海格力电器股份有限公司，是一家集研发、生产、销售、服务于一体的国际化家电企业。格力人以“掌握核心科技”为经营理念，以“打造百年企业”为发展目标。

2002年，格力电器成立公司级PMO，实行项目化管理模式。

2012年，格力电器成为中国首家超过千亿的家电上市公司。

2015年，格力电器挺进全球500强，“福布斯全球2000强”家用电器类第一位。

格力是通过怎样的项目管理制度和人才培养机制保证项目的高成功率？

格力PMO是如何运作保证组织战略目标的实现？

格力项目管理当前面临的问题和挑战有哪些？

格力对未来的项目管理发展又有哪些规划？

Gree Electric Appliances, INC. of Zhuhai was established in 1991. It is now an international household electrical appliance enterprise which integrated research and development, manufacture, marketing and service. The business principle of Gree is ‘Mastering key technology’, and the development goal of Gree is ‘Building a century enterprise’.

In 2002, Gree established a company-level PMO and implemented project management mode.

In 2012, Gree became the first listed household appliance company in China with billions of assets.

In 2015, Gree entered global 500 and ranked first in Forbes global 2000 for household appliance.

What kind of project management system and talent development mechanism ensure Gree’s high project success rate?

How does Gree operate to ensure the achievement of strategic goals of the organization?

What are the problems and challenges Gree faces now?

What are Gree’s plans for the future development of project management?

演讲主题Description: PMO——新企业核心竞争力 | PMO - New Enterprise's Core Competitiveness

       互联网时代，传统企业如何转型，继续前进？互联网企业如何实现商业价值？

       无论是传统企业还是互联网企业，都需要找到能够保证企业核心竞争力的方法！PMO将是一种行之有效的解决方案！通过各种管理层级各种功能与形式的PMO ，来有效的平衡项目组合、项目集、项目管理之间的管理关系，来有效的驱动企业战略落地与商业价值提升！

       PMO存在的价值是什么？PMO存在的形式与功能有哪些？PMO工作效能如何快速提升？

       PMO对于企业项目管理体系如何实现不断优化？PMO工作模式如何不断改进？PMO如何更好的管理企业项目管理隐性与显性组织过程资产？PMO 如何协助企业培养项目管理人才梯队？PMO如何管理项目绩效评价与项目经理绩效评价？以上问题是当前企业PMO面临的主要挑战！！！

       郭老师将以PMO管理模型介绍，案例分析的形式，为你解析PMO成为新的企业核心竞争力的解决方案！

In internet era, how to achieve a transformation of traditional enterprises and how to move on? How Internet enterprise will realize their commercial value?

Both traditional and internet enterprise need to find a way to guarantee enterprise core competitiveness! PMO will become an effective solution! PMO of all management levels with all sorts of function and form can effectively balance the management relationship among portfolio, program and project management, can effectively drive corporate strategy execution and business value enhancement!

What is the value of PMO? What are the form and function of PMO? How to promote PMO performance quickly?

How to realize continuous optimization of PMO for enterprise project management system? How to improve operating mode of PMO continuously? How does PMO better manage invisible and visible organization project management process assets? How does PMO assist enterprise to develop project management talent echelon? How does PMO manage project Performance evaluation and project manager performance evaluation? All the above are major challenges enterprise PMO is facing!

Ms. Guo will analysis the solution that making PMO the new enterprise core competitiveness in the way of PMO management model and case studies.

        钟一鸣是经验丰富的转型专业人员，在项目组合管理、保险业和金融服务方面有20多年的经验，涉及北美、欧洲和亚洲。他在美亚保险（AIG）负责北亚地区的项目组合管理，包括业务转型、运营计划、战略转型计划交付和亚太地区的项目集。

        在加入AIG之前，他是香港赛马会的高级经理，负责战略业务计划项目组合、PMO和项目集经理团队。2004年，他从多伦多到香港担任永明金融集团亚洲 区域PMO/IT总监，负责IT管理、风险与合规、PMO、标准与方法、能力开发，同时管理亚太地区战略市场/产品准入、合并和收购计划。

        他活跃于全球PMI社区，在PMI国际大会上经常发言。在来香港之前，他在PMI南安大略分会工作，现担任PMI香港分会的执行副总裁。

Danny Chung is a seasoned transformation professional with 20+ years in portfolio management, insurance industry and financial services sector. His extensive experience covers North America, Europe and Asia. With his capacity in AIG, he looks after the portfolio in North Asia which covers business transformation, operational initiatives, delivery of strategic transformation initiatives and programs in APAC.

Prior to AIG, he was the Senior Manager in The Hong Kong Jockey Club. He was responsible for a portfolio of strategic business initiatives, PMO and team of program managers. He relocated from Toronto to Hong Kong in 2004 as the Asia Regional PMO/IT Director in Sun Life Financial. He looked after IT Management, Risk & Compliance, Program Management Office, Standards and Methodologies, Competency Development in the region. He also managedstrategic market/product entry, merger & acquisition initiatives in the APAC region.

He is actively involved in international PMI communities and a frequent speaker in PMI international conferences. He served in PMI Southern Ontario Chapter before relocating to Hong Kong. He is currently the Executive Vice President in the PMI Hong Kong Chapter.

演讲标题 Description：我的外包PMO | My Outsourcing PMO

        外包项目在当今商业界司空见惯，在金融业、银行业、保险业、制造业和商贸业。任何一个产业当中都有外包项目。外包几乎无处不在！

        外包与另一项目的区别是什么？为什么我们常用“挑战”一词来描述外包项目？一个渺小的项目经理如何“打破魔咒”，成功用PMO完成外包项目？

        钟一鸣将在此次演讲中分享他在北美和亚洲的外包项目经验，揭秘外包项目管理。他的演讲将生动逼真地展示他的亲身经历，并与观众互动交流。

Outsourcing projects are common in today’s business world.  It appears in financial, banking, insurance, manufacturing, commercial industries. Name an industry, any industry, and it will have a part in them. Outsourcings are practically everywhere!

What is the difference between an outsourcing and another project? Why do we always use the word ‘challenge” to describe outsourcing projects? How did a humble project manager ‘break the curse’ and champion an outsourcing project with PMO?

Danny will share his hands-on outsourcing project experience in North America and Asia with the audience which will unleash the myths of managing an outsourcing project. His sharing is always lively, interactive and from real business world experience.

1. PMP、SPPA云端项目管理信息系统证照

2. 工业技术研究院 创意中心 特聘研究

3. 台湾地区水利署 项目主持人

4. 美国麻省理工学院（MIT）史隆管理学院专题演讲者

5. 符合的客户（部分）IBM 、上银科技、旭东机械、亚太电信、台湾地区硅能、大毅建设、中华项目管理学会、东吴大学EMBA 、中华工商研究院、台湾地区智慧自动化与机器人协会、PMI（项目管理协会）台湾地区分会等单位之系统思考与项目管理教育训练讲师

著作

杨朝仲、文柏、洪世泽、陈国彰，《反直觉才会赢：你从没看过的系统思考、项目管理与孙子兵法》，商讯文化，（2011.10）

杨朝仲、文柏、林秋松、董绮安、刘馨隆，《系统思考的即战力》， 书泉出版社，（2011.12）

杨朝仲、张良正、叶欣诚、陈昶宪、叶昭宪，《系统动力学~思维与应用》，五南图书出版社，（2007）

中国大陆演讲经历

1. 2015.8.7，联想移动通信（武汉），演讲主题：运用系统思考与项目管理打造问题解决即战力

2. 2015.8.8（河南）、2015.8.9（武汉）

    邀请单位：国家外国专家局培训中心

    演讲主题：运用系统思考活用项目管理

    演讲内容：

    1) 运用系统思考培养问题解决能力

    2) 运用系统思考活用项目管理

    3) 系统思考在项目集管理、项目组织者与项目管理办公室（PMO） 之创新应用

1. PMP, SPPA Cloud Project Management Information System Certificate

2. Distinguished Researcher of Creative Center, Taiwan Industrial Technology Research Institute

3. Project Director, Water Resources Agency, Ministry of Economic Affairs, Taiwan

4. Lecturer, MIT Sloan School of Management

5. Systems thinking and project management trainer of IBM, Hiwin Technologies Corp., Shuz Tung Machinery, Asia Pacific Telecom, Taiwan Solar Energy, Dayi Construction, National Project Management Association (NPMA), EMBA class of Soochow University, China Industrial and Commercial Research Institute, Taiwan Automation Intelligence and Robotics Association (TAIROA), Project Management Institute Taiwan Chapter

Works:

1. Yang Chao-Chung et al., Counter-Intuition Wins: Systems Thinking, Project Management and the Art of War That You Have Never Seen, Commercial Telegram Culture (Oct. 2011)

2. Yang Chao-Chung et al., Combat Capability of Systems Thinking, Shu-Chuan Publishing House (Dec. 2011)

3. Yang Chao-Chung et al., System Dynamics – Thinking and Application, Wu-Nan Book Inc. (2007)

Public Presentation in mainland China

1. August 7th, 2015, Lenovo Mobile Communication (Wuhan), Topic: Build Problem-Solving Capability with Systems Thinking and Project Management

2. August 8-9th, 2015, Henan and Wuhan
    Invited by the Training Center of State Administration of Foreign Experts Affairs
    Topic: Make Flexible Use of Project Management through Systems Thinking
     Contents:

    · Develop problem-solving skills through systems thinking

    · Make flexible use of project management through systems thinking

    · Innovative adoption of systems thinking in program management, project sponsor and PMO

演讲标题 Description：运用系统思考打造中国制造2025与工业4.0时代的PMO即战力 | Building PMO Combat Capability with Systems Thinking in the Era of‘Made in China 2025’and‘Industry 4.0’

    中国制造2025与工业4.0具有跨领域系统整合、问题解决导向、快速客制化服务、创新商业模式等重要特性，由于“系统思考”方法本身就具有系统整合的特性，运用其系统思考因果回馈图的分析，将能有效看清问题的全貌，进而提出治标又治本的问题解决对策。系统思考也有助于让思维习惯跳出既定框架，让创意发散从点、线扩充到面。而且项目管理源自于系统管理，项目管理经常视为是系统管理的应用，因此具备系统思考能力的PMO，将能有效制定与分析适合中国制造2025与工业4.0时代需求的项目。

‘Made in China 2025’ and ‘Industry 4.0’ feature interdisciplinary system integration, problem-solving orientedness, rapid customization service and innovative business model. As systems thinking is characteristic of system integration itself, analysis using its causal feedback loop diagram helps us see the whole picture and put forward countermeasures that treat both symptoms and the root cause. Systems thinking also help us think outside of the box and expand creative ideas from point and line to surface. Project management originated from system management, and is frequently regarded as an adoption of it. Therefore, a PMO which possesses systems thinking capability will be able to efficiently develop and analyze projects that meet the needs of the Era of ‘Made in China 2025’ and ‘Industry 4.0’.

      陈威良先生拥有20年中大型项目规划、执行、管理、及顾问辅导的丰富资历，过去曾带领美国AT&T贝尔实验室研发团队，直接服务数千名AT&T服务人员及数百万名用户，也曾担任IBM 全球服务部门经理，负责数百万美元IT外包项目的执行与管理；陈先生目前担任孟华科技总经理暨首席顾问，为全球客户提供项目管理制度和流程改善、项目管理职能提升、及项目管理系统工具之规划导入等整体服务，其辅导之产业涵盖高科技、电信业、服务业、营建工程、政府部门、学术单位等。陈先生目前亦担任PMI台湾地区分会常务理事暨副理事长、参与项目管理社区之志愿者服务。

       陈先生毕业于台湾大学资讯工程学系，并取得美国纽约大学计算机硕士学位。

Mr. William Chen has 20 years experience in planning, executing, managing, and consulting on mid-to-large sized global projects. While with AT&T Bell Laboratories, he led a global team to develop customer care platform to serve millions of users in the U.S..  He also worked with IBM Global Services as program manager to lead and manage millions in budget for outsourcing IT development projects to India. Currently, Mr. Chen is the President and the Chief Consultant at Monmouth Technologies, Inc., a leading IT company dedicated to serving project-oriented organizations. He has offered and served customers worldwide in successfully deploying PMIS tools as well as improving PM processes and competencies of project managers.  Mr. Chen and his team have engaged in services for a broad spectrum of industries, including high-tech, telecom, service-oriented, C&E, academic, research, government sectors. Mr. Chen also serves as the vice president of PMI Taiwan Chapter and provides volunteer services in the project management community.

Mr. Chen holds a Master degree majored in Computer Sciences from New York University and a Bachelor degree from the department of Computer Science and Information Engineering, National Taiwan University.

演讲标题 Description: 建立四维项目管理能力之PMO: 整合PMISxBIM之实务与挑战 | Establish 4D-Project Management enabled PMO: Practices and Challenges for PMISxBIM Integration

       现今营建工程管理已有高度e化的趋势，除了企业常见的企业资源规划(ERP, Enterprise Resource Planning)系统外，尤其针对大型工程，业界开始积极导入建筑信息模型(BIM, Building Information Modeling)以进行设计、施工、及其界面之沟通与管控。而透过项目管理系统(PMIS, Project Management Information System)的整合与建置，可将BIM的3D建筑模型，结合时间及成本管控，进行4D或5D (3D + Time + Cost)的项目管理。

       项目管理办公室该如何顺应4D/5D项目管理的趋势、并建立4D/5D项目管理的能力?本演讲将分享PMIS及BIM的整合案例，并探讨整合二者的要点及经常面临的问题与挑战。

The recent construction management is highly managed and operated in various information systems. In addition to the ERP (Enterprise Resource Planning) System, for large scale construction projects, BIM (Building Information Modelling) is also actively used for design, construction, and the communication and control of the interfaces. With the integration of PMIS (Project Management Information System), we are able to integrate the 3D model in BIM with the time and cost control in PMIS, and implement 4D or 5D (3D + Time + Cost) Project Management. 

The PMO should get ready for the 4D/5D project management trend, and develop its competency in 4D/5D project management. In the speech, we will demonstrate actual cases about the integration of PMIS and BIM. We will also share the experiences and practice viewpoints for implementing the integration, as well as difficulties and challenges we commonly face.

       荷兰商学院/上海交通大学工商管理博士,上海交通大学项目管理高级培训讲师, 中国科技部培训中心科技与项目管理高级培训讲师, PMP^®, 项目管理协会（PMI）组织级项目管理、进度管理、风险管理社区团队成员, 中国国家职业管理咨询师（NMC）, 上海交通大学国际人力资源协会执行会长, 主导咨询项目：世界500强吉利及沃尔沃汽车集团公司PMO项目管理办公室咨询项目。哈罗德.科滋纳《项目管理的未来》译者（PMI China《项目管理世界》2015年9月版）

PhD holder of Business Administration in Business School Netherlands and Shanghai Jiao Tong University. Senior Project Management Trainer in Shanghai Jiao Tong University. Senior Technology and Project Management Trainer in Training Center of Ministry of Science and Technology of China. PMP^®. Project Management Institute (PMI) Organizational Project Management Community Member, Schedule Community Member, and Project Risk Management Community Member. Certified China National Management Consultant (NMC). Executive Director of International Human Resources Association of Shanghai Jiao Tong University. He led consulting projects for the PMO (Project Management Office) of Global Fortune 500 Volvo Group and Geely Holding Group (Mother Company of Volvo).

He is also the Chinese translator of The Future of Project Management by Harold Kerzner. This article is published on PM Network in China，September Issue, 2015, PMI(China))

演讲标题：PMO建立的实践方法及模板应用 ｜The Practice Method of Establishing PMO and Templates Application

       结合演讲者在世界500强公司吉利汽车集团、沃尔沃集团和其他集团公司所做的PMO建立的咨询工作实践以及从事多年PMO教学的经验，该演讲从PMO建立前的公司项目管理环境评估、PMO的组织架构及职能划分（项目组合、项目交付、卓越方法论中心）模板、PMO建立的制度保障、项目管理方法论建立流程及模板、项目经理能力的培养方法及模板、PMO推广指南及阶段性效果评估等步骤予以有序展开。演讲将注重实践流程和模板的展示、应用,帮助观众掌握如何在他的公司内建立成功的PMO。

Based on speaker’s consulting practice of establishing PMOs in Global Fortune 500s , like Geely Holding Group, Volvo and other big companies, and his years’ PMO teaching experience, James Liu will cover topics of : Project Environment Assessment before Establishing PMO, Organizational Structure and Function of PMO (Portfolio Management, Delivery Management and Center of Excellence) and Templates, Institutional Guarantee of Establishing PMO, the Process and Templates of Project Management Methodolog,  Project Managers Competence Development and Templates, PMO Promotion Guide and Periodically Performance Evaluation. The speech will focus on demonstrating practical processes and templates so as to help the audience to master the practice method of establishing a successful PMO in their own company.

       辛巍巍女士现负责赛诺菲中国的人力资源项目管理。她曾在中美两地工作，任职于大型国企，外企，有过十年人力资源管理经验， 擅长人才及领导力发展，组织变革管理， 企业雇主品牌管理，绩效管理，职业生涯规划等。拥有中国人民大学学士学位及美国明尼苏达大学MBA学位，并获中美英等国专业机构人力资源管理认证。

Irene is responsible for HR project management of Sanofi China now. In the past ten years, she used to work for Chinese big state-owned and international companies in both China and the United States and accumulated rich experience in human resources management. She is excellent at talent and leadership development, organization change management, employers brand management, performance management, career planning, etc. She holds a bachelor degree from Renmin University of China, a MBA degree from University of Minnesota, U.S., and HR Professional Certificates from Institutes in China, UK and the U.S..

演讲标题Description: 职涯变革中的项目管理之道| Project Management Methodology in Career Transition

       对于项目管理专业人士而言，这是一个最好的时代，也可能是一个最坏的时代。互联网+，工业4.0， 中国制造2025的时代主题中，正在并已经颠覆无数的企业和行业。组织变革是产业转型升级不可回避的话题。对于项目管理人才，把握机遇， 精准定位职涯优势，了解所处企业，行业的生命周期， 顺应组织环境进行职涯调整或变革，这将是个最好的时代。而另一面， 在某些行业，企业的衰退中，不能对职涯重新设计并实现能力经验的迁移，将无法把握职涯变革中的风险和机会成本。

职业生涯可以作为一个终生的 项目来管理。项目管理中的专业，人际和领导能力都可以在职涯的各阶段尤其是变革期得到突出应用和发展。

·   项目管理角度的职业生涯发展

·   了解你的工作价值主张，塑造个人品牌和声誉

·   干系人管理：确定职涯发展中的角色和使命

·   职业选择的关键要素:   在变革中控制风险和成本

·   跨界变革： 工作，家庭，社区环境中的人际和领导力

For PMPs, it will be the best era or possibly the worst one. ‘Internet+’, ‘Industry 4.0’, ‘Made in China 2025’, all these contemporary trends are making disruptive impact on industries and companies. Organizational change is an unavoidable subject in the context of industrial revolution.  It could be the best era to PMPs if they capture the opportunity, leverage expertise, understand company/industry life cycle then smoothly complete their career transition. On the other hand, however, some industries are declining. People may take risk and cost if they couldn't restructure their career and realize skill transfer.

Career is a life project. The profession, interpersonal relationship and leadership of PMPs could be adopted and developed in different stages of career.

·   Career development’s definition and process from PM perspective

·   Employee value proposition and individual branding

·   Stakeholder management: Navigate roles and responsibilities in career transition

·   Key issues in career choice:  Control risk and cost in transition

·   Cross the border:  Relation and leadership transfer in work, family and community

中国唯一同时荣获PMI-ACP^®、PMI-PBA^®、PMP^®、PgMP^®的项目管理专家。现任银联支付学院主管。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。十五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，中国荣获PMI-ACP、PMI-PBA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。中国第一本中文版PMI-ACP认证辅导教材：《敏捷项目管理与PMI-ACP应试指南》著者、《项目管理经典译丛：商业分析实践指南》译者、《业务驱动PMO成功故事：不同行业和世界各地的成功故事》译者。 

Mr. Bruce Yu is a unique project management expert who obtainedPMI-ACP^®, PMI-PBA^®, PMP^®, and PgMP^®certificates. He is currently the Supervisor of UnionPay Training Center. Former positions include HP (Shanghai) KM Manager, PMO lead; Director of Ctrip Knowledge Management Center, Head of Ctrip Program Management Office. Bruce possesses 15 years of experiences in managing IT projects and related work, andhas led major organizational projects like Haier SBU project, Yizhong ERP project, HP knowledge management program and Ctrip knowledge management program. He is one of China’s first experts to obtain PgMP^®, and the first one who got PMI-PBA^® and PMI-ACP^® in China. He was awarded outstanding Chinese project management trainer in 2013 and Chinese characters of knowledge management in 2011. He isthe author ofAgile Project Managementand Guide to PMI-ACP^®Exam, the resource material for PMI-ACP^® in Chinese. He also translated PMI’sBusiness Analysis For Practitioners: A Practice Guide, and Business Driven PMO Success Stories Across Industries and Around World.

 
演讲标题 Description：”互联网+”时代下的敏捷创新 | Agile Innovation in ‘Internet+’ Time

“互联网+”的核心不是免费，也不是关注普通的目标客户，而是通过产品与用户建立连接与信任：用户在使用产品的过程中可以发表自己的感受，企业则将用户的感受变成改进产品的源动力。用户不仅有参与感，而且有可能把自己的梦想变成现实的体验。互联网企业更是通过一个个产品作为入口将庞大的用户群引入其生态圈，通过生态圈建立用户间的连接，并通过深度用户参与和体验黏性增进用户对其品牌的信任和忠诚。

伴随着互联网+的迅速渗透到各个行业，中国的社会经济模式正经历着：

----以生产为核心到以需求为核心的转变

----以商户为核心到以用户为核心的转变

----以产品功能为核心到体验个性为核心的转变

在新的商业模式下，作为项目经理的我们需要关注：

----如何拥抱变化，抛弃传统模式封闭的弊端，以极限迭代引领客户需求和市场变化；

----如何简化流程，最大化客户收益，始终关注组织和客户的核心价值点；

----如何将客户拉进团队，让客户之声成为打造制胜产品的真正利器；

----如何最大化激发团队潜能和创新力量，摆脱传统管理模式带给人性的束缚和禁锢；

----如何将持续改进纳入到团队每天、每小时、每分钟的工作循环，使改进这一词汇不再成为项目经理的口头禅，而是每个团队成员心中的戴明环。

本次主题演讲将通过分析互联网+在金融、汽车、房地产、零售、物流等行业的发展，描述ACP敏捷的核心价值和历史使命。通过敏捷的创新实践案例的分享，揭示敏捷是互联网+的天然匹配管理模式，并进一步探讨敏捷与互联网+交互发展的趋势。

The core of ‘Internet +’ is not free access or focus on common target customers, but the establishment of connection and trust with customers through products: in the process of using the products, users can express their feelings which would be the driving source for enterprises to improve their products. Users could not only feel involved, but also has the opportunity to turn their dreams into reality. Internet enterprises are even using products as an entrance to pull a large number of users into its ecosystem to establish connection among users, and enhance user trust and loyalty to their brands through high engagement and user experience.

Along with the rapid penetration of the ‘Internet +’ to various industries, China's social economy is going through:

-Transformation from production to demand oriented

-Transformation from merchant to user oriented

-Transformation from product function to user experience and personalization oriented

Under the new business model, as a project manager we need to focus on:

-How to embrace changes, abandon closed traditional model, and lead customer needs and market changes through extreme iterative loop;

-How to simplify the process to maximize customer benefits and always focus on the core value of the organization and customers;

-How to engage customers into the team and make the voice of customer the real tool to create winning products;

-How to maximize team potential and creativity and get rid of the bondage of traditional management mode to the human nature;

-How to continuously improve the team every day, every hour, every minute, make the term “improvement” no longer a project manager's mantra, but a deming circle in each team member’s mind.

The speech will describe the core value and historical mission of agile based on the analysis of the development of ‘Internet +’ concept in finance, automobile, real estate, retail, logistics and other industries. Through agile practice case sharing, this speech will show that agile is the natural matched management mode of ‘Internet +’, and will further discuss the interactive development trend of agile and ‘Internet+’.

       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）的项目经理；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 Creating Millionaire Project Managers attracted thousands of audience. PMBOK^® Guide and 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.

Creating Gold-Collar PMO Directors will practically present project management methodology function model, project management maturity, project management tools, standards for project management, project knowledge management and so on. It will also present project management, project resources management, training and deployment, talent development, team development, etc. from the perspective of foundation and resources and 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.

演讲标题 Description: 后PMP时代打造金领PMO总监 | Creating 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。

Creating 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, etc. 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.

夏凯先生曾为技术工程师，主持并参与过多项重大企业项目，具有丰富的项目管理实战经验。近年来，夏凯先生积极从事企业学习与发展管理工作，为企业创建并实践了系统化、层次化、多元化的人才发展体系，同时，长期负责性格解析、人际沟通、压力与情绪管理等课程授课工作，努力帮助管理者与员工增强个人综合素质与业务能力，不断促进企业整体竞争力的提升。

Previously as a technical engineer, Mr. Xia led and participated in a number of major enterprise projects and gained extensive experience in project management. In recent years, Mr. Xia is actively engaged in the management of corporate learning and development. He has established a systematic, multi-layered and diversified talent development system for enterprises. Meanwhile, Mr. Xia teaches classes ranging from character analysis, interpersonal communication, to stress and emotional management. He helps managers and employees to enhance their overall quality and competence, and constantly drive the improvement of the enterprise’s general competitiveness.

演讲标题 Description：知人者智，自知者明–项目管理中的性格冲突管理 |“Those who understand others are knowledgeable, but those who understand themselves are wise”– Management of Personality Conflict in Project Management   

项目经理在项目中时常会遇到一些棘手的冲突问题，冲突的来源有进度、任务优先次序、资源、技术意见、管理程序、成本和个性等。这些冲突经常让项目经理心怀郁闷，却也手足无措，有时甚至会影响到项目完成进度和质量。如果我们分析一下各种冲突的来源，会发现绝大部分冲突是由项目中的“人”所造成。俗话说，有“人”的地方，就有江湖，在项目管理中，项目经理就是一位游走于险恶江湖的大侠。那么问题来了，如何与项目干系人和谐共处？如何尽可能避免各类冲突？社会学家和心理学家告诉我们，性格差异是导致冲突的首要因素。我们也发现，在项目管理中会与一些人相处融洽，也会与一些人时常摩擦。了解、尊重，并且善用性格差异，是项目经理管理冲突、解决冲突的核心技能。

Project managers may encounter problematic conflictions in their projects when dealing with schedule, task priority, resource allocation, technical opinions, management process, budget, personality, etc.. These conflicts upsets them, confused them, sometimes even affect project schedule and quality. If we try to figure out where the conflicts are from, we’ll find that “People” is the key here. What we need to understand then, is how to get along with everyone involved in a project and to minimize the possibility of running into conflicts. Many sociologists and psychologists believe that personality difference is the main cause of conflicts. We also find out that when working on a project, there are people who get along with each other and those that do not. Understanding, respecting, and leveraging such difference are the core skills that project managers should possess when handling and resolving conflicts.

北京东方迈道国际管理咨询有限公司高级项目专家

悉尼大学工程项目管理硕士

美国项目管理协会（PMI）认证项目管理专业人士（PMP®）

美国项目管理协会（PMI）认证组织项目管理能力（OPM3®）评估师

英国商务部PRINCE2 Practitioner 认证人员

IPMA国际项目管理大奖认证国际评估师

国际注册内控师（CICS）

PDP教练

PMI(中国)《项目管理世界》杂志编委

韩燕女士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。

○    Senior project specialist of Beijing Mydao Group International (Asia)

○    Master of Project Management, University of Sydney

○    Project Management Institute (PMI) Certified Project Management Professional (PMP®)

○    Project Management Institute (PMI) Certified Organizational Project Management Maturity Model (OPM3®) Professional

○    Certified Internal Control Specialist (CICS)

○    PDP Coach

○    Editor of Project Network in China run by PMI (China)

Ms. Han previously worked for Samsung, Motorola University and other well-known large multinational companies, 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..

南开大学哲学系本科毕业

中央财经大学人力资源管理硕士

国家注册一级人力资源管理师

具有20年企业人力资源管理从业经验，10余年企业内训师经验。
2010年系统接受国际行动学习协会行动学习教练培训与认证，为国内首批WIAL认证催化师。
2013年获得美国PDP国际人力资源管理教练技术大陆区认证。

王红立女士曾任职顶新国际集团总部人力资源室、教育训练中心并任人力发展高级经理，也曾在厦门惠尔康集团任人力资源总监，具有丰富的人力资源管理与培训管理实战经验。目前就职于中国能源建设集团天津电力建设有限公司，任人力资源部副部长，全面负责公司人才发展规划、培训体系搭建与员工培训工作，尤其在岗位能力素质模型构建、员工培训课程体系与课件开发、企业行动学习推动实施等具有丰富的实践经验。

○    Bachelor of Philosophy, Nankai University

○    Master of Human Resource Management, Central University of Finance and Economics

○    China National Registered Human Resources Professional, Level 1

○    20 years of experience in human resources management business, 10 years of experience in corporate internal training.

○    Certified Action Learning Coach (issued by World Institute for Action Learning) since 2010; one of the first batch of certified WIAL Action Learning Facilitator in China

○    Certified PDPAdministrator, mainland China in 2013

Ms.Wang Worked in Ting Hsin International Group headquarters at human resources department and learning center, served as senior manager of human development.She also worked as HRD director in Xiamen Hui Kang Group; she has rich experience of human resources management and training management. Now Ms. Wang is deputy director of HRD department in Tianjin Power Construction Company Limited belonging to the Energy Construction Group.Now her responsibility is for talent development planning, training system, and brought expertise on capability modelbuilding for job positions, training coursewaredevelopment, and implementation of corporate action learning.

演讲标题 Description：工程企业项目管理核心人才发展探讨与实践 | The Discussion and Practice of Project Management Talent Development in Engineering Company

1 宏观环境与工程企业快速发展给人力资源管理带来的挑战

   1.1 工程行业近年来面临的机遇与挑战

   1.2 工程企业人力资源开发的重点与难点

2 基于战略的工程企业项目经理任职资格与能力素质模型开发

   2.1 项目经理任职资格与能力素质模型开发的价值

   2.2 项目经理任职资格与能力素质体系框架

   2.3 项目经理任职资格与能力素质模型开发方法

         2.3.1 项目经理素质和任职资格模型的“选用育留”对标分析

         2.3.2 BEI访谈与AL行动学习快速建模技术

3 基于战略的项目经理素质和胜任能力模型应用

   3.1 项目经理的选拔与资源池建立

   3.2 项目经理培训与培养

   3.3 项目经理的激励与职业发展

1 The challenges to human resources management caused by rapid development of the macro environment and engineering industry

   1.1 Opportunities and challenges the engineering industry is facing in recent years

   1.2 Focus and difficulties of human resources development in engineering industry

2 Strategy based project manager qualification and competency model development in engineering industry

   2.1 The value of PM qualification and competency model development

   2.2 The framework of PM qualification and competency model

   2.3 The development method of PM qualification and competency model

         2.3.1 Benchmark analysison the selection, employment, training and retention of PM qualification and competency model

         2.3.2 BEI interview and AL action learning rapid modeling technology

3 Strategy based application of PM qualification and competency model

   3.1 Project manager selection and talent pool building

   3.2 Project manager training

   3.3 Project manager motivation and career development

      他先后就职于通信, 楼宇安防等多个行业的全球500强公司, 历经从工程师到项目集经理的职业生涯提升。管理过消费电子产品的生产项目，也管理过创新工业产品的研发项目，目前聚焦组织中各种复杂、非常规的项目集管理，以及组织运营管理。作为项目集管理思维的受益者, 愿与项目管理专业人士分享项目集管理思维在工作与生活的应用，也将探讨项目集管理学习对公司与个人带来的价值。

He has worked in top global 500 companies of communication, building fire & security and other industries, and was promoted from engineer to program manager in his career path. He has managed projects of consumer electronics production, and projects of products research and development. Now, he is focused on complex and special programs in organization and operation management of organization. As a beneficiary of program management thinking, he would like to take the Congress as a  good chance to share program management thinking in the adoption of work and life with project management professionals. He will also discuss the value of program management study for individual.

演讲标题 Description: 项目集管理思维的渗透与项目集管理的学习价值 | The penetration of program management thinking, and value of program management learning.

      项目集管理作为美国项目管理协会推出的标准， 已经在众多的500强公司得到了充分的应用。在国内，随着不断深入的推广，也得到了越来越多企业的认可，用来指导在项目集环境中如何管理多个相互关联的项目和非项目活动。除了应用于常规的项目管理之外，其项目集管理的核心思想，如战略视野，关注收益，有效治理等更可以广泛的渗透到工作生活中的各个领域，可以行之有效的在各种条件下进行裁减应用。此外，演讲也会涉及项目集管理助力项目经理职业生涯提升，带来丰富的价值。内容包括：项目集管理思维；项目集管理应用：大型先进工业品开发项目集案例；项目集管理思维在生活中的应用；充分利用项目集管理思维，让工作生活最大化的受益；PgMP学习价值。

As a standard of PMI, Program Management has been adopted by many top 500 companies. In China, along with wide promotion, it has been accepted by more and more enterprises to guide how to manage multiple projects and activities with dependency. The core of program management thinking, such as strategic vision, focusing on benefits, effective governance can be more broadly penetrated in all areas of life, and it can be tailored in different situation. Moreover, the speech will introduce how program management enhances project manager career path, and bring the rich value. It includes: program management thinking; program management case study of large & advanced industrial product development program; program management thinking in life; maximizing the benefit of work and life by leveraging the program management thinking; value of PgMP learning.

        公司级特聘内训师；硕士、PMP®、工业和信息化部认证高级项目经理（信息系统项目管理师）、公安部认证高级信息系统安全师；实战派项目管理专家、资深项目经理；专业项目管理咨询顾问；大型MSS管理应用系统架构师，大数据系统架构师；主持项目涉及电子政务、企业信息化、通信、大数据等。他在中国电信上海公司企业信息化部负责大数据、MSS域相关系统的规划及建设推进管控；曾任上海世博局某重点信息化项目经理，荣获 “2010年世博城市之星”、“优秀项目管理者”、“保障明星”、“世博会事务协调局优秀团员”等多项荣誉称号；加中贸易理事会信息化管理顾问

Tong Tian is China Telecom Internal Trainer with Master's Degree and PMP®. He is also certified Senior Project Manager (Information System Project Manager) by the Ministry of Industry and Information, certified Senior Information System Security Manager by the Ministry of Public Security, Practical project management expert, Senior Project Manager, professional project management consultant, Large MSS Management Adoption System Architect and Senior Big Data System Architect. His projects cover e-government, enterprise information, communication, big data, etc. He is in charge of the planning and management and control for the development of big data, MSS domain related system in the IT department of Shanghai Branch of China Telecom Co., Ltd. He once served in Shanghai World Expo Bureau as senior IT project manager with many award like the “2010 Shanghai Expo City Star”, “Excellent project manager”, “Security Star”, “Excellent member of the Communist Youth League of China in Shanghai World Expo Bureau”. Tong Tian is also the Information Management Consultant of Canada China Business Council.

演讲标题 Description：基于项目管理思维的8090管理艺术｜Management Art for the Generation that born in 1980-1990 with the Project Management Thinking

1. 理解新一代

分析80后、90后的成长背景和行为特征

2. 项目化管理思维在8090后的具体应用

1）我们是“小伙伴”。将项目目标管理结合游戏化激励因素，提供年轻一代更满意的工作、更有把握的成功、更可见的奖励、更紧密的社会联系和更宏大的意义。

2）轻装上阵接地气。抛弃部分老师傅对小学徒的成见，提供更平等的工作氛围，减少照本宣科式的“最佳实践”经验传承，更鼓励年轻一代结合不断变化的环境共同寻找过程优化可能与发现真正的“最佳实践”。

3. 结合项目化思维的8090后有效激励机制

1）8090后“高离职率”背后的故事。是什么让年轻人感觉灰心而最终离开企业，如何让8090后感受到自己对于企业、岗位的重要性。

2）针对8090后的有效团队建设实践。通过有效团队建设活动打破僵化层级关系，从“让领导先走”到“和领导共行”，将传统的同事关系提升为战友情谊，最终有效实现团队战斗力提升。

1. Understand the next generation

Analysis the grow up background and behavior features of the generation that born in 1980-1990

2. The Adoption of Project Management Thinking for the generation that born in 1980-1990.

1) We are partner. By integrating the target management of project and game driving factor, provide job with better satisfaction, more possible success, more visible reward, closer social connection and more broad meaning.

2) More practical. Get rid of the Prejudice of experienced staff to the new staff. Provide a more equal work environment, reduce the best practice knowledge transfer by echoing what the books say, encourage the young generation to optimize possibility and look for real best practice by integrating the changing environment.

3. Effective Driving Mechanism for the generation that born in 1980-1990 with the Project Management Thinking

1) Behind the story of high turnover rate for the generation that born in 1980-1990. What makes the young generation feel disappointed to leave the company? What makes them to feel the important of them to the position and company?

2) Effective team building practice for the generation that born in 1980-1990. Break the rigid Hierarchy relation with the effective team building activities. Change the attitude to “let the leader go first” to “go with the leader”. Improve the traditional colleague relation into buddy friendship to raise the competency of team.

      VTC视觉思维上海发起人之一，校长邦行动学习汇合作引导师，复旦MBA行动学习合作讲师，《世界咖啡》第二版 译者，芬兰引导CAS体系全阶认证。

       体验式培训践行者，把视觉思维、游戏化体验与结构化的课程架构结合，营造轻松的氛围，让参与者打开思想的禁锢，左右脑同奔，学习反思，让学习效果最大化。提供“引导技术 + 视觉引导 + 应用戏剧”培训和体验工作坊。在天邦股份、恒生股份、上海建行、景格股份、复旦大学、拓思顾问与教练、SMG上海电视台、浙农商行、苏农商行、阜阳石化、扬中城投、壹锦柜服饰、三福百货、SIMPRO Union、校长邦、答人网、嘉兴经发区、上海真如政府等机构拥有咨询/授课/促动工作坊经验。

She is Founder of Visual Thinking Center of Shanghai, Facilitator of President Group Action Learning, Action Learning Instructor of MBA Class in Fudan University, and translator of The World Cafe and Certified Facilitator of Finland CSA system.

As a passionate practitioner of Experiential Training, She integrates visual thinking and gamification experience into structured training framework, so as to cultivate a relaxing atmosphere. It enables participant to break through any restraint on their thinking, work creatively with both left and right brain, reflect on their learning, and enjoy maximum learning effect. She provides training and workshops for "facilitation skills + Visual Facilitation + Creative Theatre". She also provides consultation, training and facilitation for organizations like Tech-Bank Co. Ltd, Hundsun Technologies Inc. , CCB Shanghai, Jingge Tech, School of Management – Fudan University, Enrichment Management Consulting Co., Ltd, SMG Shanghai TV Station, Zhejiang Bank of Agriculture and Commerce, Jiangsu Bank of Agriculture and Commerce, Fuyang Petrochemical Corporation, Yangzhong City Investment Co., Ltd., Shyibox, SANFU, SIMPRO Union, President Group, HRDR, Economic and Technological Zone in Jiaxing, Zhenru Town Government of Shanghai.

演讲标题 Description：世界咖啡——社群新经济时代的对话力｜The World Café - Dialogue In Socialnomics

      社群是在一定地域内发生各种社会关系和社会活动的网络连接。它有特定的生活方式，是有成员归属感的人群所组成的一个相对独立的社会群体。除了这些跨界的粉丝，全员主人翁的文化、定期的线上线下活动也让社群稳定，不断发展。因此，社群新经济时代，我们需要拥有跨界对话力。

    《世界咖啡》是一种跨界汇谈的对话力，起源于90年代中期的美国。

    《世界咖啡》认为我们所有人存在于一个有生命的网络连接中，每一个人都是智慧的发光体。当这个问题是我们关注的话题时，我们的智慧开始启动。我们每一个人都非常乐意奉献我们的智慧。我们每个人的智慧连接又会启发新的灵感和新的智慧。

    《世界咖啡》强调通过结构化的流程和有趣的“异花授粉”设计，在有限的时间内，让与会者充分参与，聚焦对话，并最大限度地连接全场智慧，而这正是社群新经济时代所需要拥有的跨界对话力。

     本次分享中，汤素素邀请您一起来品味这杯“社群新经济时代的世界咖啡”。

Community is born in certain geographical areas of various social relations and social activities of the network connection, with a particular way of life, is a member of the sense of belonging groups made up of a relatively independent social group, in addition to these trans-boundary fans, ownership culture, regular online or offline activities also let community stable with continuous development. In Socialnomics-the community economic era, we need to have trans-boundary dialogue.

The World Cafe is one of facilitation skill, about trans-boundary dialogue, originated in the mid 90's in the United States.

The World Cafe thinks all of us living in a connected network; each one is the light of wisdom. When we focus on the topic concerned, our wisdom will be inspired. Everyone will be encouraged and happy to contribute his wisdom. Everyone's wisdom connects together and will inspire new inspiration.

The World Cafe includes a structured process and an interesting "cross-pollination" design.  In a limited time, welcome everyone's engagement, Sindy will help to focus on dialogue. The World Cafe maximizes the connection of everyone, which is the trans-boundary dialogue Socialnomics needs.

Sindy Tang invites you together to taste the cup of Socialnomics World Cafe.

徐毅先生是一名敏捷教练及顾问，现任IBM全球商业服务大中华区敏捷及DevOps卓越中心主管。拥有10年以上的通信及IT行业从业经验。有丰富的敏捷实践、辅导和咨询的经验，专长于大型组织的敏捷转型，先后为通信和高科技行业、银行业等多个行业客户进行过多年的敏捷咨询服务。

Mr. Yi XU is an Agile Coach & Consultant, currently is the IBM GBS GCG Agile/DevOps Center of Excellence Leader. Yi has 10+ years of experience in Telecom & IT industry. Yi has rich experience in Agile Implementation, Agile Coaching and Agile Consulting. Specialized in Agile Transformation of big enterprises, has been providing years of Agile Consulting services to clients in various industries including Telecom, Hi-Tech, Banking.

演讲标题 Description: 设计思维、敏捷、DevOps-为创新交付 提供动力｜Design Thinking, Agile, DevOps - Fuel the Innovation Delivery

       敏捷软件研发发展至今，也带动了相关领域的发展，前有设计思维专注于打造卓越的用户体验，后有DevOps倡导开发与IT运维高度协同。互联网时代的到来，需要我们有效地结合运用这三方面实践，以便更好地满足消费者的需要。对于很多企业来说，如果顺利地从传统模式转向新模式，则是关键。

       DevOps一词是开发（Development）和运维（Operations）的组合词，是一组过程、方法与系统的统称，用于促进软件开发过程中业务、开发、技术运营和质量保障部门之间的沟通、协作与整合。DevOps提倡开发和IT运维之间高度协同，从而在完成高频率部署的同时，提高生产环境的可靠性、稳定性、弹性和安全性。

Agile software development has been evolving for years. Along the way, it has driven related areas to evolve as well. Take Design Thinking as a framework for delivering great user experience, and DevOps for the closer collaboration between development and operations, together with Agile, they fueled companies' innovation delivery. The internet era requires us to synergy practices in these 3 areas effectively, to satisfy customer needs even better. While for many companies, the key is how to transform from traditional model to this new model.

DevOps is a contraction of "Development" and "Operations". It's a set of processes, methods and systems. DevOps aims to facilitate the communication, collaboration and integration among Business, Development, Operations, Quality Assurance departments. And also DevOps promotes closer collaboration between development and operations, in order to improve the reliability, stability, resilience, security of the production environment while finishing high frequency deployments.

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，近十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^®指南项目管理知识体系、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^® 指南精髓相结合，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^® 指南具有深刻体会。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 from finance, software project, education and training field. In recent years, he focuses on project management education and training. 

Mr. Fu has done a fabulous job of researching PMI Standard System, PMBOK^® Guide, PMI’s project management knowledge system, and PMP^® tests. Based on the deep understanding of project management, he develops his own training system that combines PMI philosophy with practical project management, incorporates oriental and western culture with the best of PMBOK^® Guide; and merges business management and project management. With his instruction, many students in Shanghai, Suzhou, Wuxi, Nanjing, Hangzhou and Beijing have all successfully past the PMP^® certificate exam.

演讲标题 Description：《项目管理2.0》：思想与启发| Project Management 2.0: Idea and Enlightenment

在当今项目管理界，哈罗德科兹纳先生无疑是具有全球影响力的一位项目管理大师。过去30多年来他的一系列项目管理著作对于我们学习与思考项目管理起到了重要的促进作用。某种程度可以说，科兹纳先生的思想在引领着项目管理前行的步伐。

演讲人受电子工业出版社委托，正在翻译科兹纳先生2014年出版的最新著作《项目管理2.0》，在翻译的过程中，演讲人从书中初步领略了科兹纳先生对项目管理的一些关键领域的最新思想观点，其中包括项目战略、度量指标、项目沟通、胜任力、问题解决与决策等。

借本次大会之机，演讲人提前为参会者做一次PM2.0核心思想内容的分享，对本书观点做一些点评，并对中国项目管理未来发展可能受到的启发表达一些自己的观点。

In the field of project management today, Mr. Harold Kerzner is undoubtedly a master with unrivalled global influence. His works on project management has played an important role in promoting our study and thoughts over the past 30 years. Mr. Kerzner's ideas, to a great extent, are leading the pace of project management forward.

The speaker, authorized by the Publishing House of Electronics Industry, is translating Mr. Kerzner’s latest book Project Management 2.0, which was published in 2014. In the process of translation, the speaker has a preliminary understanding of Mr. Kerzner’s latest thoughts on key areas of project management, including project strategy, metrics, project communication, competency, problem solving , decision making, etc.

Taking the chance of this congress, the speaker will share the core ideas of PM2.0 with the participants. He will give some comments on the main viewpoints of the book, and express his opinions on the future development of China’s project management.

毕业于北京大学，24岁出任外企驻华首席代表，27岁加盟世界顶级咨询公司担任管理顾问，拥有18年的亚太地区的项目管理和咨询经验，现任美国Palisade公司亚洲区总经理。从2009年起，致力于在中国的国有大型企业、外资企业及民营企业、研究机构、著名大学及政府部门推广项目风险管理和分析决策的理念和方法。曾多次参与国资委和央企内部重大投资风险管理分析的研究课题及培训工作。现侨居澳大利亚。

Mr. Freeman Liu was graduated from Peking University. At the age of 24, he became chief representative of foreign enterprises in China and became a management consultant of a world top consulting corporation in 27. Now Mr. Liu is the General Manager for Asian region of Palisade Corporation with 18-year experience in project management and consulting in Asia-Pacific region. Since 2009, he has been devoting to the ideas and methods of popularized project risk management and analysis and decision of China’s large state-owned enterprises, foreign enterprises, private enterprises, research institutions, notable universities and government. Many of researches and training of significant investment risk management analysis of SASAC (State-owned Assets Supervision and Administration Commission of the State Council) and central enterprises were served by Mr. Liu. Now he has immigrated to Australia.

演讲题目Description: 在项目管理中的风险管理及定量化风险分析 | Risk Management and Quantitative Risk Analysis in Project Management

在演讲中，Freeman将分享亚太区域内的跨行业的项目管理经验，尤其是风险管理和分析方面。Freeman长期活跃在亚太地区，对于很多行业和不同规模的公司和机构内部的风险管理和分析有深入和广泛的了解。量化分析来自于西方，在美国和欧洲早已广泛应用，在亚太地区，由于众多外资企业及金融机构的影响，也迅速的推广开来。据统计有约93%的财富500强企业在使用量化分析的工具及方法进行企业内部及外部的项目风险管理。

Mr. Liu will share his experience of cross-industry project management in Asia-Pacific region, especially risk analysis and management. He has long been active in Asia-Pacific region and has thorough understanding of risk management and analysis of many industries and various scales of companies and institutes. Originated in Western countries, quantitative analysis now has been widely used in the US and the Europe. It is rapidly popularized in Asia-Pacific region due to the impact of foreign-capital enterprises and financial institutions. According to statistics, about 93% of the Fortune 500 companies adopt quantitative analysis to internal and external project risk management.

专业经历

○    米其林亚洲技术经理

○    米其林亚洲架构师

○    企安达中国技术经理

○    宇博科技研发部经理

○    艾昂科技中国资深顾问

学历

○    浙江大学，机电工程硕士

○    沈阳理工大学，机电工程硕士

简介

曲俊生先生具有丰富的敏捷项目经验。参与过多种敏捷实践，是国内较早的敏捷认证专家和敏捷实践推广者。

Experience

○    Technical Manager, Michelin Asia

○    Entity Architect, Michelin Asia

○    Technical Manager, QAD

○    Section Manager, IPACS e-Solutions

○    Senior Consultant, Ion Global

Education

○    Master, Mechanical and Electrical Engineering, Zhejiang University

○    Bachelor, Mechanical and Electrical Engineering, Shenyang Ligong University

Johnson Qu is an agile expert with rich agile project experience. He has participated in diversified agile practices, and coached several agile teams from beginner to mature level.

演讲标题 Description: Michelin Code 项目的一天–米其林亚洲敏捷实践分享 | One day of Michelin Code project – Michelin Asia Agile Practice Sharing

随着外部环境的快速变化，敏捷及其实践比如Scrum、极限编程等，正变得越来越流行。PMI今年也开始在中国地区推广PMI-ACP®认证。同时我们也听到了很多关于Agile的批评的声音。其中一个重要的原因就是作敏捷和真敏捷之间有很长的路要走。我们希望跟大家分享我们是如何在米其林亚洲QRCode项目中来实施敏捷。以下是主要的内容：

• 为何选择敏捷？

• 实施敏捷的挑战

• 项目组的一天

• 经验教训

Agile is more and more popular as market is changing rapidly. PMI also launched PMI-ACP® (Agile certified Practitioner ) in China this year. At the same time, we also heard a lot of negative comments on agile. One of the reasons is there is a long way to go from DO agile to BE agile. We’d like to share with you how Agile was first implemented in QR Code Project for Michelin Asia.

The main items to be covered are as below:

• Why we choose Agile?

• Challenge to implement Agile-Scrum?

• 1 day in the project team

• Lessons learned

主要证照专长

PMP^® 项目管理专业人士

1．SMT /PCBA 制作，质量管理，问题分析与SPC, 6 sigma 应用

2．生管排程,物料存货控管，MRP, CRP, DRP管理,应用.

3．手机, PDA, NB新产品试,量产,(NPI)推动与项目管理. EPM导入.

4．组织系统流程建立与运作, 团队领导 , 项目管理与研发管理应用.

学历

台湾大学科技菁英硕士学分班           商业管理

台湾科技大学工业管理研究所           工业管理

广州中山大学工商管理博士              管理理论

Certificate & Expertise

PMP (Project management professional),  

1．SMT /PCBA process，quality management，SPC and 6 sigma .

2．Produce Control ,Material control，MRP, CRP and DRP management.

3．Phone, PDA, NB, NPI management and EPM implement.

4．Process, systems build up, Team leading, PM and NPI implement.

BA in Business management of National Taiwan university, EMBA of Industry management in National Taiwan Science university, PhD of Management theory

in Sun Yat Sen university                       

演讲标题：研发项目管理成熟度模式整合研究 ——准则量化与案例分析｜New product development management maturity integration model research-Criteria measurable and case study

新产品研发的成功攸关企业竞争力与永久发展，基于成熟度模式在软件行业与组织级项目管理(OPM3)的改善优势,本文应用多准则分析工具与模糊德尔菲问卷法整合现有成熟度模式,

创建出周延有效的客制化“新产品开发管理成熟度整合模式”（NPD-MMMI）。其中陡坡分析法有效体现了专家共识值之筛选门坎，透过网络阶层法（ANP）与超矩阵运算，将模式中准则与要素相对重要性予以量化，改善以往模式因缺乏数据而无法更进一步管理之缺失。研究发现，新产品开发管理成熟度模式之5大关键流程组与权重为项目管理（38.8%）、产品管理（26.4%）、流程管理（16.5%）、能力管理（10.2%）、产品策略管理（8.2%），前三项共占了权重82%。案例分析表明，组织导入成熟度模式对企业新产品开发绩效有着正面影响。流程、设计、经验教训的流程化，流程指导方针标准化，流程参数量化, 再利用六标准差方法持续改善 ,可以引导新产品开发进程达到成熟度的最高等级。

The competency and sustainable operation of business units depend on successful new product development. Base on the improving benefit of software maturity model and organizational project management (OPM), This paper like to use multi-criteria analysis tools and fuzzy Delphi method to integrate current maturity models and established coverall and useful customize “New product development management maturity integration model”(NPD-MMMI). Scree test shows the screen threshold implement for expert’s common judgments effectively. By analytic network process and super matrix processing, it is measurable for the weight of criteria and elements in the model. It improved the management loss of the model due lack of data. It’s found that 5 key management area and weight of NPD-MMMI are project management (38.8%), product management (26.4%), process management (16.5%), capability management (10.2%) and product strategy management (8.2%), Top 3 items weight for 82%. The case study also shows that maturity model have positive effective on performance of new product development.

The lessons learn of manufacture and design lead to process guideline standardize. Measureable and continuous improvement of procedure parameter brought NPD approach to top level of maturity model.

       他2015年加入思碧睿，负责敏捷和精益业务拓展，辅导企业组织架构层面的敏捷转型，敏捷服务的方案设计，负责管理层的敏捷转型推广以及执行团队层面的敏捷转型实践（金融和能源等行业）。2013-2014年在Delivalue 担任敏捷转型顾问，敏捷转型业务主管，负责制定敏捷转型规划，与客户项目经理一起推进敏捷转型，辅导客户项目经理，为客户业务部门和IT部门的经理及核心团队提供敏捷培训。2009-2012年担任法国兴业银行IT流程总监，IT部门IT流程及质量管控经理，管理基于PMI及ITIL标准来定义适用于法国兴业银行的IT流程体系 (包括项目管理, ITIL, 测试等)，建立并推动变更计划以跨所有IT部门来部署新的流程 (涉及欧洲，美国及亚洲4000多名员工)，管理IT流程及质量管控部门。2006-2008年担任凯捷咨询 管理咨询经理，金融行业管理咨询业务经理。负责通过IT流程的部署来实现IT的产业化，通过与业务目标相结合来定义IT战略规划。2006-2008，在埃森哲担当 IT 咨询经理。他从巴黎ISEP 学校获得工程师文凭。

He joined Inspearit in 2015 with the responsibility of Agile & Lean offer development for Inspearit, coaching of agile transformation at organization level (digital entity), design of an Agile Competency Center and lead at management level of deployment of agile practices at team level (finance, energy). 2013-2014, he worked as Agile Transformation Consultant, Leader of several agile local transformations in Delivalue Consulting. He is responsible for setting up of the transformation plan, co-drive of the transformation with the customer managers, coaching of the customer managers and Agile training for business and IT managers and teams. 2009-2012, he was IT Method Head, Manager of the IT Method and Quality department for SG CIB IT department in Société Générale CIB / Bank. He was in charge of Definition of IT methods (project management, ITIL, testing) adapted to SG CIB specificities starting from PMI and ITIL standards, set up and drive of a change management plan to deploy the IT methods all across the IT department (4000+ staff in Europe, USA and Asia), manager of the IT Method and Quality department. 2006-2008, he was Manager of management consulting mission for IT departments of Financials customers of Cap Gemini Consulting / Management Consulting. He is responsible for Industrialization of IT department through implementation of IT processes, Definition of IT Strategy in line with business objectives. 1999-2007, He was Manager of IT transformation missions for IT departments of Media & Telecom customers in Accenture / IT Consulting. He has Diploma of Engineer from ISEP school (Institut supérieur d’électronique de Paris)

演讲标题 Description: 在数字银行大型项目集中应用敏捷最佳实践的经验｜ Return of Experience of Implementing Agile on a Large Program for a Digital Bank (Best Practices)

       大型项目集的背景和挑战：作为欧洲银行的领导者之一，他们启动了一个项目集来更换支持数字零售银行服务的前端办公室程序。新的数字银行服务需要在18个月内完全交付。这一项目集具有战略性、复杂性（新的架构和基础设施）。交付日期也非常有挑战，包括将200多人部署到不同的地点。

1. 在项目集中实施敏捷的获益

2. 实施的最佳敏捷实践，以让项目集成功

3. 面向敏捷部门：在项目集团队中成功应用敏捷实践后，采取了互补的敏捷实践，来管理新创建的应用程序这一产品（有特色的团队方法和敏捷需求管理）

Context & Challenge of the large program: As one of the European Bank leaders, a program had to be launched to replace all the front office applications supporting the digital retail banking services. The new digital bank service had to be fully delivered within 18 months. This program was particularly strategic, complex (new architecture and infrastructure), with a challenging deadline, involving 200+ people dispatch on various locations

1. The benefits of the implementation of Agile for this program

2. The Best Agile Practice implemented which enabled to succeed this program

3. Toward an agile department: after the successful adoption of Agile practices by the program team, complementary agile practices are being implemented to manage the new created application as a product (Feature Team approach and Agile Demand Management).

王钧先生同时担任智慧城市国家标准推广组长；中国互联网研发创新小组组长；中国软件协会过程改进分会创始人，IQ计划策划人。长期致力于系统过程改进实践，研制完成《软件成本度量标准》解决了“软件预算管理”这个老问题，也是质量竞争力计划2012-2020（Q计划）、创新领导力计划2012-2020（I计划）提出者。

Mr. Wang Jun, Originator and secretary general of IQ Alliance; leader of Popularization Team for National Standard of Smart City; leader of China Internet Development & Innovation Team; originator of Process Improvement Branch of China Software Association; planner of IQ Project. He devoted himself to practice of system process improvement, developed and finished Standard for Software Cost Measurement which solves the problem of “software budget management”, and also proposed Quality Competitiveness Plan 2012-2020 (Plan Q) and Innovative Leadership Plan 2012-2020 (Plan I).

演讲标题Description: 项目预算对软件企业做强的战略意义| The Strategic Importance of Project Budget to Software Enterprises

软件项目预算一直是软件项目管理的一个难题，预算不仅影响了甲方要的进度，乙方要的利润，还影响到双方共同关注的质量问题，实际中，预算不足，牺牲的往往是质量，这阻碍了软件企业做强之路。智联联盟为此开展了十年探索，提出了质量竞争力计划（Q计划)，于2013年，成功发布了《软件研发成本度量规范》行业标准，并正在构建完整标准族，为攻克软件预算难题、解决10元中标、缓解软件企业恶性竞争、保护业主投资、提高厂商利润率、协同软件产业生态开拓了一条可行的道路。

Software project budget is always a problem in industry since the budget has influence not only on schedule desired by party A and profit desired by party B, as well as on the quality issue concerned by both parties. In practice, insufficient budget always results in poor quality, which hinders software enterprise to develop. IQ Alliance, after exploration for a decade, proposed quality competitiveness plan (plan Q), published the industrial standard of “Specification for Measurement of Software R&D Cost” in 2013 and it is structuring complete standard family so as to create a feasible way for conquering the problem of software budget, solving RMB 10 bid winning, relieving vicious competition among software enterprises, protecting owners’ investment, increasing firms’ profit margin and coordinating software industrial ecology.

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（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: 互联网+与项目管理|Internet Plus and Project Management

      互联网+是当前各项实体行业以互联网为其作业基本方式的一种创新的环境，是各行各业新业态的一个颠覆性的革命变化。它对项目管理的理念，内容，组织与流程必将带来前所未有的冲击！互联网+这种新业态对我们项目管理会产生什么影响？如何在互联网+的环境下做好各类行业的项目管理？我们应该如何作好准备？我们准备好了吗？

The Internet Plus  is an innovative environment that various entity industry use Internet as the basic operation model. It’s a subversive revolutionary change of the new business model in all walks of life. It will bring unprecedented impact on the concept, content, organization and process of project management! What would be the impact of this new form of Internet+ on our project management? How to do a good job of project management of all kinds of industries in the Internet+ environment? How should we get ready? Are we ready?

        王长峰教授曾师从著名数学家华罗庚弟子、中国科学院著名项目管理专家蔡晨教授、博士生导师。兼任科技重大项目协同管理创新研究院院长，中国科学学与科技政策研究会中国科技项目管理专业委员会主任委员，中国通信学会通信建设工程技术委员会副主任委员,教育部“长江学者奖励计划”评审专家,国家外国专家局国家软科学研究计划专家组首席专家，国家财政部世界银行中国火电效率项目管理顾问，工业与信息化部安全生产管理、项目管理专家，中国海洋石油总公司项目管理专家，PMI全球学位鉴定（GAC）中国（地区）学位课程评价委员会常务理事、国家及5省自然科学基金委员会同行评议专家，教育部人文社会科学研究项目评审专家，教育部全国工程硕士专业学位教育指导委员会专家，中国技术经济研究会可行性研究与项目评价分会理事，曾任国资委、国家外国专家局组织的2011中央企业项目管理创新技能大赛复赛组组长和决赛评审专家。

        主要研究领域：“互联网+”安全风险预警、自治控制及应急管理，“互联网+”重大（科技）工程综合管理决策研讨厅, “互联网+”集团公司投资预算管控，重大（科技）工程治理体系与治理能力，知识产权与技术标准。

Professor Wang Changfeng is student of Professor Cai Chen, pupil of the distinguished mathematician Mr. Hua Luogeng and a famous expert in project management of Chinese Academy of Science. Professor Wang also holds a concurrent post as director of the Collaborative Management and Innovation Institute for Significant Science and Technology Project, director member of China Science and Technology Project Management Professional Committee of the Chinese Association of Science of Science and S&T Policy Research, chief expert in Chang Jiang Scholars Program for the Ministry of Education, chief expert in the expert panel for the National Soft Science Research Program of the State Administration of Foreign Experts Affairs, management consultant of the Global Environment Facility (GEF) China Thermal Power Efficiency Project launched by World Bank and Ministry of Finance, expert for project management and production safety management of Ministry of Industry and Information Technology, project management expert of China National Offshore Oil Corporation, executive director of China Project Evaluation Committee of China Program Evaluation Committee of PMI Global Accreditation Center (PMI-GAC-CPEC), peer view expert of both National and 5 Provincial Natural Science Foundation of China, assessment expert for research project in humanity and social sciences fields supported by Ministry of Education, expert of the national masters of engineering education committee in Ministry of Education, member of the feasibility research and project evaluation branch of Chinese Society of Technology and Economics. Moreover, he served as team leader of the quarter-final team and the assessment expert of the final round of the national (State Assets Administration Committee, State Administration of Foreign Experts Affairs) enterprise project management innovative technology competition in 2011.

Major research areas: ‘Internet+’ risk early warning, autonomous control and emergency management; virtual workshop for Significant Technology Project Integrated Management in ‘Internet+’ Era, Corporation Investment and Budget Management, Governance system and capability of major (scientific) engineering project, intellectual property and technique standards.

演讲标题 Description：基于钱学森“大成智慧学”的互联网与重大工程管理 | Internet & Major Project Management Based on the “Great Wisdom” of Mr. Tsien Hsueshen

      针对我国重大工程管理存在的资源配置“碎片化”、创新链条与产业链条的对接、管理体制和机制等问题，阐明了“互联网+”重大工程管理中“+”是什么？ “+”的结果是什么？ “+”的实质是什么？阐明“互联网+”重大工程管理的理论基础---钱学森的“大成智慧学”，运用“大成智慧学”既从整体上又深入到工程系统结构内部去观察和解决国内外重大复杂工程各种复杂性问题，运用“从定性到定量综合集成法”，即从定性到定量的综合集成研讨体系解决实际问题，进一步提出了“互联网+”重大项目管理构建框架，以及达到的研究目标、科学问题、关键技术和实际解决对策。

In view of the fragmentation of resource allocation, connection of innovation chain and industrial chain, management system and mechanism in major project management in China, it introduces what plus means, the essence of plus & the result of plus in the Internet plus major project management. It also clarifies Tsien Hsueshen's “great wisdom", the theoretical basis of Internet plus major project management. It uses the "great wisdom" to observe and solve the complex problems of major and complex projects home and abroad by going into the system structure of project wholly. Using the Qualitative to Quantitative Integration Method, that is the Qualitative to Quantitative Integration Discussion System to solve practical problems, it further proposed the "Internet plus" major project management framework, as well as the research objectives, science problems, key technologies and practical solutions.

明新国先生任上海交大生产性服务业研究中心主任,上海市信息化专家委员会委员，上海市推进信息化与工业化融合研究中心主任，上海市标准化协会理事，PMI全球学位鉴定（GAC）中国（地区）学位课程评价委员会委员，浙江嘉兴平湖市企业转型升级研究院院长。

1995年研究生毕业于上海交通大学机械工程系获工学博士学位。1998年至2005年受聘于新加坡制造技术研究院，曾任研究员、研究科学家。2005年受聘为上海交通大学教授至今。2007年6月至8月为美国麻省理工学院Visiting Faculty Fellow。

主要研究方向包括：智能制造系统(信息化与工业化深度融合、工业4.0、产业互联网、工业云、工业大数据、工业互联网、工业物联网); 产品创新工程(创意、创新、创业、众创空间、创新链)；生产性服务（服务型制造、产品服务系统）；互联网+工业（思维、模式、技术）；精益企业与管理；物流与供应链（价值链）管理等。

撰写和发表论文100多篇，被国外SCI/EI检索50多篇。多次在国内外学术会议和工业研讨会发表主题演讲、出任专题分会主席及国际学术委员会委员。曾经担任国际期刊《Concurrent Engineering: Research and Applications》、《International Journal of Computer Applications in Technology》、《International Journal of Product Development》、《Journal of the Chinese Institute of Industrial Engineers》、《Business Process Management Journal》的编委会委员。

Mr. Henry X.G.Ming is director of Research Center of Manufacture-Related Service Industry of Shanghai Jiao Tong University, member of Committee for Informatization of Shanghai, director of Shanghai Informatization and Industrialization Fusion Promotion Research Center. He is also director of Shanghai Association of Standardization, member of China Program Evaluation Committee of PMI Global Accreditation Center (PMI-GAC-CPEC), dean of the Research Institute of Enterprise Transformation And Upgrading in Pinghu City, Jiaxing, Zhejiang Province.

He graduated from the department of mechanical engineering in Shanghai Jiao Tong University in 1995 and earned Ph.D. in Engineering. From 1998 to 2005, he worked in the Singapore Institute of Manufacturing Technology as a researcher and a research scientist. In 2005, he was appointed as professor of Shanghai Jiao Tong University. He was visiting faculty fellow for Massachusetts Institute of Technology in the U.S. from June to August 2007.

His main research area includes intelligent manufacturing system (deep integration of informationization and industrialization, industry 4.0, industrial Internet, industrial cloud, industrial big data, industrial Internet of things); product innovation project (creativity, innovation, entrepreneurship, hackerspace, innovation chain); manufacture-related services (service-oriented manufacturing, product service system); Internet + industry (thinking, mode, technology); lean enterprise and management; logistics and supply chain (value chain) management, etc..

He published more than 100 papers. More than 50 papers were cited in SCI/EI. He delivered keynote speeches and served as breakout session chair in domestic and international academic conferences and industry seminars many times. He was member of the international academic committee. He also is on the editorial board of some International Journals, including Concurrent Engineering: Research and Applications, International Journal of Computer Applications in Technology, International Journal of Product Development, Journal of the Chinese Institute of Industrial Engineers, Business Process Management Journal.

演讲标题 Description: 互联时代的制造模式转型与产品服务创新 | Manufacturing Model Transformation & Product Service Innovation in Internet Era

在服务经济的大环境下，传统制造业的服务转型存在多方面的动因，包括客户需求正在从以物质产品为核心的导向，转变为以生产性服务为核心的导向；高附加值的价值链条逐渐由制造环节转变为服务环节；当前客户与企业间的交易方式正在从“一锤子买卖”转变为长期的服务合作关系。不同于工业生产过程的高投入和可存储性，服务业务具有较强的伸缩性，服务能力和服务资源的调整容易实现和操作。

针对企业在制造业服务化转型中不同方面的动因与瓶颈，我们开展了一系列的深入研究，包括：(1)互联网+时代的产品服务创新生态系统;(2)工业产品服务价值创造理论与方法研究;(3)面向客户需求的产品服务方案设计方法与技术研究;(4)工业产品服务供应链管理方法与技术研究;(5)工业产品研发知识管理服务。

In the environment of service-oriented economy, the service transformation of traditional manufacturing industry has many driving factors, including customer demand shift from material product centered to manufacture-related service centered, the shift of high added-value chain from the manufacturing to service featured, and the shift of trading mode between customers and enterprises from one time deal to long term service cooperation. Different from the industrial production process, which boasts high input and storability, service business has highly flexible and easier to operate allocation of service capability and resources..

In view of factors and bottlenecks in different aspects of manufacturing service transformation, we have carried out a series of in-depth research, including: (1) product service innovation ecosystem in the ‘Internet+’ era (2) theory and method of the industrial product service value creation (3) design method and technology for product service proposal catering to the customer demand (4) management method and technology on industrial product service supply chain (5) knowledge management service of industrial product development.

中国建筑业协会管理现代化专业委员会常务理事、中国图学学会BIM委员会副主任委员、中国建设教育协会BIM委员会副主任委员、中国建筑学会工程管理研究分会理事。

英国皇家特许建造师(MCIOB)，英国皇家特许测量师（MRICS），美国注册费用咨询师（CCP）, 英国皇家特许建造师(MCIOB)中国东方区副主席。

《土木工程学报》《工程管理学报》编委。

Stanford大学、Georgia Institute of Technology访问学者和高级访问学者。

长期从事项目管理、工程管理信息化、项目投融资方面的教学、研究和工程实践。

主持参与国家自然科学基金课题、上海市科技攻关课题，国家住房和城乡建设部等多项科研项目：主要有国家大型工程项目管理问题的调查研究 (中国工程院课题)；基于Open BIM的工程建设管理信息化研究；BIM情境下建设项目契约治理的内在机制及结构优化研究；北京奥林匹克工程管理信息平台(PIP)的设计与开发等等。

主持参与中国人民银行上海市分行办公大楼、中德友好医院、上海虹桥交通枢纽工程等多项工程项目管理咨询实践。

出版的著作主要有：《工程项目管理》（教育部十五重点教材）、《投资建设项目组织》（全国投资建设项目管理师考试用教材）等。发表论文80多篇。

○  Executive Director of Professional Committee of Management Modernization, China Construction Industry Association

○     Vice Director of Specialized Committee of BIM, Chinese Graphics Society

○     Vice Director of Specialized Committee of BIM, China Association of Construction Education

○     Executive Director of Construction Management Research Sector, The Architectural Society of China.

○     Member of Chartered Institute of Building (MCIOB)

○     Member of the Royal Institute of Chartered Surveyors (MRICS)

○     Certified Cost Professional (CCP) of the US

○     Vice President of MRICS Oriental District

○     Editorial Board member of China Civil Engineering Journal and Journal of Engineering Management.

○     Senior Visiting Professor of Stanford University and Georgia Institute of Technology.

Mr. Wang has long been conducting teaching, research and engineering practices on project management, informationization of construction management and project investment & financing.

He organized and participated in varied research projects supported by the National Natural Science Foundation of China, Shanghai Municipality, Ministry of Housing and Urban-Rural Development of the People’s Republic of China (MOHURD), including Management Problems of Large Engineering Projects in China (Research Project of Chinese Academy of Engineering), Research of Informationization of Construction Management based on OpenBIM, Research of Internal Mechanism and Structure Optimization of Construction Project’s Contract Mechanism under BIM Circumstances, Design and Development of Project Information Platform in Beijing Olympic Games, etc.

Mr. Wang also organized and participated in management consulting for many construction projects: Office Building of Shanghai Branch of the People's Bank of China, Sino German Friendship Hospital, Shanghai Hongqiao transportation hub, etc.

Main published works: Construction Project Management (key textbook listed in The Tenth Five Year Plan of Ministry of Education of the People's Republic of China), Organization of Investment Construction Project (textbook for examination of Investment Construction Project Manager). More than 80 published research papers.

演讲标题 Description：BIM-VDC驱动的建筑业工作范式变革|BIM-VDC enabled Working Paradigm Revolution in AEC Industry

1 建筑业的现状和面临的问题

过去几十年中，相对于其他行业，建筑业是所有行业中生产方式变化最少、工作效率最低下的行业，几百年仍旧保持经验传承的方式，亟待变革和创新。

2 其他行业的启示——以航空工业为为例

    在制造业的生产中，流水化生产、计算机控制、虚拟设计等早已成熟。早在2000年，播音777就实现了立体CAD设计，所有细节完全在计算机中体现。

3 IT技术、BIM-VDC带来的行业变革

    如今的建筑工程是由业主、建筑师、工程师、承包商和工程师等参与的合作的工作流程，二维图纸依旧是文件交换的主体，效率低下。随着IT技术的发展，BIM-VDC技术给传统的工作范式提供了崭新的视角。

1 Situation and Problems faced in AEC Industry

In past few decades, compared to other industries, AEC industry is the least changed and most inefficient industry of all industries. It preserves the way of experience delivery for hundreds of years, and it is looking forward to revolution and innovation.

2 Enlightenment of other Industries——take Aviation Industry as an Example

In the production of manufacturing industry, streamline, computer control, and visual design are well developed for long. In 2000, Boeing 777 has adopted three-dimensional CAD design, and every detail can be shown and performed on the screen of computer.

3 Industry Revolution caused by IT technology and BIM-VDC

Nowadays, construction is a collaborative team work process with owner, architect, engineer, contractor, and supplier, etc. The main subject of documentation exchange has remained to be 2D drawings, which is inefficient. Along with the development of IT technology, BIM-VDC can offer an absolutely new viewpoint to the traditional working paradigm.

       中国 6P 领导力首席顾问、国内著名领导力专家。全球 PMGS 中国首席顾问。拥有 6P 领导力等系列自主知识产权产品。奥迪、麦当劳、爱立信、微软、施耐德、玛氏、一汽大众、一汽集团、北汽集团等全球500 强企业一致推崇的定制化培训专家。清华大学经管学院MBA 客座教授、北京大学CHO 课程客座教授。曾任摩托罗拉高级经理人,新加坡与中国航天工业部合资企业北京博威国际模拟器总经理。沈小滨先生持有美国通信协会CNTT（聚合网络技术）认证。

Robin is the Chief Consultant of 6P leadership in China, famous leadership expert and Chief Consultant of Project Management Global Solution (PMGS) in China. He owns series of independent intellectual property products like 6P Leadership. Robin is also consultant and trainer of Global 500 companies like Audi, Mcdonald’s, Ericsson, Microsoft, Schneider, Mars, FAW-VOLKSWAGEN, FAW, BAIC Motor, etc. He is Guest Professor for MBA Class of School of Economics and Management in Tsinghua University, Guest Professor for CHO Class in Peking University. He held the position of Senior Project Manager in Motorola, and the position of General Manager of Beijing Bravery International Simulating Engineering Co. Ltd, which is a joint venture of Singapore and the Ministry of Astronautics Industry. Robin holds the Certified in Convergent Network Technologies (CNTT) which is issued by Telecommunication Industry Association.

演讲标题Description：项目管理中的领导力——软的要做硬，硬的要做软 | Leadership in Project Management - Making the Soft Skill “Hard”, the Hard Skill “Soft”

l  企业项目管理中面临的典型问题与挑战

l  什么情况下，我们可以说项目成功了？

l  向上管理：如何赢得项目发起人及相关上级领导对项目的支持

l  横向管理：如何赢得跨部门、跨专业的同事对项目的支持与配合

l  向下管理：如何用非职位的软权力赢得项目团队成员的支持与配合

l  成功项目经理素质与能力：“软”能力＋“硬”能力，二手都要硬

l  成功项目经理领导力：如何用领导力影响他人

l  问答：学员实战问题研讨与最佳实践分享

l  Typical issues and challenge we faced in Enterprise Project Management

l  What are the standards for a successful project?

l  Upward Management: How to win support from Sponsor and Senior Management?

l  Cross-Functional Management: How to win Cross Functional & Cross Professional Colleague’s support to project?

l  Downward Management: How to use non-position soft power to win support from project team?

l  Successful PM Capability: To be strong in both Soft skills and hard skills

l  Successful PM Leadership: How to practice leadership skills to better personal influence

l  Q&A: Audience can discuss the problems in real situation and best practices

David Trickey是欧洲优秀的管理顾问之一，专注于文化多样性和远程管理领域。他拥有超过30年的顾问和培训师经验，负责设计公司的项目，让全球人才发展适合于全球组织。他是TCO国际创始合伙人，与组织的人力资源和学习与发展团队合作建立蓝图，以在他们的日常工作中实施国际化战略。成果之一是为超过100多个跨文化项目团队举办研讨会。在TCO，他带领超过50人的虚拟团队，支持世界各地的员工。他出版了大量的文章和博客，以克服在全球项目工作中所面临的挑战，以及开发远程学习模块，如管理跨文化团队，在虚拟团队中增进信任的心理问卷，如何在跨文化环境中取得成功的培训视频。他是新书《跨文化管理的挑战：跨文化项目团队工具箱》的合著者。其他作者包括柯马的Roberto Guida 和 Ezio Fregnan。

David Trickey is one of Europe’s leading consultants in the management of cultural diversity and distance, with over 30 years’ experience as a consultant and trainer in designing company-wide projects which develop global people 'fit' for global organizations. David is a founding partner of TCO International, partnering with an organization’s HR and Learning & Development team to build a blueprint so that international strategy can be implemented by those who make it happen in their day-to-day interactions. This has led to delivering workshops for over 100 multicultural projects teams. In TCO he leads his own virtual team of over 50 associates and support staff around the world. David continues to publish a wide range of articles and blog posts on overcoming the challenges faced in global project work, as well as developing e-learning modules on managing multicultural teams, psychometric questionnaires on accelerating trust in diverse teams and video training packages on how to succeed across cultures. He is co-author of new book Managing Challenges across Cultures: a toolbox for multicultural project teams which he developed with Roberto Guida and Ezio Fregnan from Comau.

演讲标题 Description:全球项目团队工具箱：管理跨文化合作的挑战｜A toolbox for global project teams: Managing the challenges of multicultural collaboration

跨国项目的团队具有强大的文化差异。远距离工作的成员往往感受到“动荡”。全球项目的“动荡”类似于当不同气流相遇时，飞机上乘客的反应。我们作为旅行者，感到不舒服、不确定、脆弱和压力。大多数时候，我们只是想在某个地方（如果我们可以）。毫无疑问，以下明确的过程和程序，能帮助项目经理了解复杂项目中的技术和更可预测的挑战。但管理跨文化项目的人需要项目经理能开发新的技能。多样性背景和视角带来特殊的挑战，比如如何创建和发展信任，建立一个共同的目标感和团队意识，管理混合的忠诚和优先事项，明确地沟通意图，建立影响团队决策的承诺。

这些挑战远远超出良好项目管理的正常要求。即使是经验丰富的项目经理，有着项目管理专长并了解通用项目管理标准，也会发现国际合作项目易被误导、难以处理，极为复杂。如果忽视并未解决这些挑战，它们可以在跨文化团队中成倍增加预算和延迟最后期限，并带来挫折和缺乏承诺。

虽然没有人是天生的全球化人才，但我们可以成为这样的人。大多数项目经理和那些在全球团队工作的人，通过个人接触，实验和经验，可以发展必要的合作技能。这一过程的尝试和错误是缓慢的，并没有建立有效跨文化项目领导力的共享文化。到现在为止，还没有“可用”的工具箱，来让项目经理来系统处理所面临的跨文化挑战。我将探讨如何通过设计，在全球项目建立跨文化管理的能力。其中有我们的跨文化项目管理研讨会的例子。也有我们与先进自动化系统的领导者——柯马公司开发的工具。本月出版的一本新书将包括这些内容。这些工具非常实用，可在项目生命周期的所有阶段使用。项目经理可用于探索和整合在多元文化团队中工作的不同期望。我们将看到团队如何来预测和稳定容易混乱的全球项目工作，从而带来更高程度的理解、尊重和承诺，并整合团队成员的多维度观点，产生额外的能量和创新。

Multi-country projects with strong levels of cultural diversity in the team and where members are collaborating at a distance often suffer from ‘turbulence’. Turbulence in global projects produces similar reactions to passengers on planes when different airstreams meet and we, the travelers, feel uncomfortable, uncertain, vulnerable and stressed. Mostly we just want to be somewhere else (if we could). Undoubtedly, following clear processes and procedures help Project Managers to navigate the technical and more predictable challenges of a complex project, but managing the people side of a multicultural project requires the Project Manager to develop new skills. Diversity of background and perspective bring special challenges, such as how to create and develop trust, build a sense of common purpose and team identity, manage mixed loyalties and priorities, communicate intentions clearly and build commitment to decisions affecting the team.

These challenges go well beyond the normal demands of sound project management. Even an experienced manager with well-developed project skills and common project management standards can find the complexities of international collaboration disorienting and difficult to handle. Ignored and unmet, these challenges can add exponentially to budgets and missed deadlines, as well as creating frustration and lack of commitment within multicultural teams.

While no one is born global, we can all become global. However, most project managers and those working in global teams develop the necessary collaboration skills through personal exposure, experimentation and experience. This process of trial and error is slow and does not build a shared culture of effective multicultural project leadership. Until now no ‘ready to use’ toolbox has been available for project managers in dealing systematically with the multi-cultural challenges they face. I will explore how to build multicultural competence in global projects ‘by design’, with examples from our Multicultural Project Management workshop and the tools we have developed with our partners Comau, leader in advanced automation systems, in a new book published this month. These tools are practical, deal with all phases of the project life-cycle and can be used by project managers to explore and integrate the differing expectations of how to work in a culturally diverse team. We will see what teams can do to predict and stabilize the inevitable turbulence of global project working, resulting in higher levels of understanding, respect, commitment as well as the additional energy and innovation which comes from bringing together the team member’s multiple perspectives.

       先后在中国建筑（世界500强企业）、中国水电（世界500强企业）和中国节能等三家央企从事项目管理、企业管理、信息化等工作。具有MBA和工学学士学位，国家注册一级建造师、注册法律职业资格等执业资格。

       中国节能是唯一一家以节能环保为主业的中央企业。目前拥有473家子公司，上市公司6家，业务分布在国内30多个省市、自治区及境外40多个国家和地区。梁磊作为中国节能标准化活动的具体组织者，推动开展了这一集团级的大型管理变革活动。通过创新性地提出管理视图分析法，在全集团做到上下一致、相互协调，实现了与企业既有各种管理体系的有机融汇，达到了统一共性、彰显个性的效果。基建项目管理标准化是标准化活动的11个专项之一，主要是针对投资方的项目全生命周期管理应用，在实施过程中积极地融合了PMI项目管理体系、项目集管理方法，是中西合璧应用项目管理理论的有益尝试，为集团型企业项目管理能力的提升提出了具体方法。

Mr. Liang holds executive responsibilities in Fortune Global 500 companies China State Construction Engineering Corporation and SinoHydro Corporation, also in CECEP for project management, business administration and informatization successively. He holds a MBA degree, a Bachelor of Engineering degree, and other professional qualifications such as National Registered First-class Construction Engineer and Legal Professional Qualification Certificate.

CECEP is the only company which takes energy conservation and environment protection as its main business among numbers of state-owned enterprises. Currently it has 473 subsidiaries, 6 listed companies in China and Hong Kong. Its business spans over in more than 30 provinces, autonomous regions in China and more than 40 countries and regions in the world. Mr. Liang promoted a series of Group-level Management Innovation Activities as the organizer of Standardization Activity of CECEP. Through innovatively incorporating the PMI project management system and method with Management Breakdown Layout Analysis (MBLA), he effectively improved communication and operations within different group departments and subsidiary operating companies. Capital Project Management Standardization (CPMS) is one of the eleven special focus of the Standardization Activity. It focuses on the project life-cycle management of the project owner. CPMS integrate the PMBOK and The Standard of Program Management from PMI. It is an useful attempt of combining the Chinese and Western project management theory and develops feasible method for promoting the project management competence in group type state-owned enterprises.

演讲题目 Description：重构大型企业项目管理体系的方法与实践 | The Method and Practice of Restructuring the Project Management System of Large Enterprises

一、大型企业项目管理面临的现状与挑战

       1、面临的现状

       2、存在的问题

       3、问题的根源

二、融合PMI项目管理体系的解决思路和方法

       1、解决问题的思路

       2、方法论——管理视图分析法

       3、与PMI项目管理体系的融合与创新

三、重构中国节能（工程）项目管理体系的实践

       1、主要工作

       2、主要成果

       3、主要价值

1、Present situation and challenges large enterprises is facing

      - Present situation

      - Challenges

      - Root causes

2、The thought and method for solving the problem with integrating PMI methodology

      - The Approach of problems solving

      - Methodology - Management Breakdown Layout Analysis (MBLA)

      - Integration and innovation with PMI project management system

3、Restructuring the Capital Project Management System in CECEP

      - Tasks

      - Deliverable

      - Value

拥有32年项目管理经验，涉及行业广泛。在韩国的电子行业（尤其是电信方面）和银行业具有丰富的项目管理经验。对高效项目管理在战略目标落地转化中的重要性有深切的理解。曾负责各组织级的项目管理培训和咨询工作。

近期重要成就：

○     促进韩国项目管理国家能力标准的制定（2015年）

○     汉阳工程学院项目管理副教授（2007年至今）

○     KS A ISO21500实施指南编写成员（2013年）

○     PMI韩国分会副主席、项目管理和人际交往技巧培训师

○     PMBOK®指南第五版韩国翻译审核委员会主席

○     PMBOK®指南第三版和第四版韩国翻译审核委员会委员

○     与其他三人制定《标准项目管理术语集》，作为PMBOK®指南翻译辅助

○     在Meritz、大韩航空、亚太经合组织和三星电子实施企业项目管理（EPM）体系

○     任大韩航空“微软Office EPM 2007的技术应用计划（TAP）”项目经理兼解决方案合作伙伴（咨询和培训）

○     企业项目管理 – 在韩亚银行、有利银行和高技术产业领导企业项目管理体系的设立。举办管理层规划研讨会确立企业项目管理（EPM）监管框架。提供微软企业项目管理（EPM）咨询和培训解决方案，在企业项目管理（EPM）流程方面给高级经理提供建议，促进企业级供求管理的实施。

○     项目管理办公室 – 为多个企业建立了高绩效企业级PMO，包括Metrits、APACK和希杰集团。实施EPM流程和支持体系以进行数百个相关项目的规划和跟踪。为组织合并进行公司整合培训。

○     项目管理解决方案开发 – 用Scorpio系统为中型公司进行了项目、项目集、项目组合管理与VICO（虚拟公司）网络应用程序的整合。

○     为许多大型企业提供项目管理咨询服务，例如GM Korea、因维斯、易安信、微软、NHN、三星电子、LG电子、花旗银行、摩托罗拉、大韩航空、SK电讯、三星SDI、POSDATA。

○     项目管理培训及设想/规划研讨会——曾为韩国100多家企业提供项目管理培训，主题涵盖基础项目管理、IT组合管理、风险管理、项目组合管理、干系人关系技巧、沟通技巧、PMP考前培训、微软项目管理软件，并组织微软EPMU设想和规划研讨会，推行EPM。

32 years of project management experience across a broad set of industries with extensive experience as a consultant to electronics(especially telecommunication) and banking industries for management by projects environment in Korea. Have a keen understanding of the crucial role of effective project management in converting strategic goals into tactically-supportive organized action. Have been delivered project management training and consulted at all organizational levels.

Significant Recent Achievements

○     Served as Facilitator for enacting the NCS (National Competency Standard) of Project Management (2015)

○     Assistant Professor of Project Management at Hanyang Engineering Graduate School (2007~)

○     Member of Developing the Implementing Guide for KS A ISO21500 (2013)

○     Vice President of PMI Korea Chapter and PM & Interpersonal Skill Trainer

○     Chair of Korean TVC (Translation Verification Committee) forPMBOK® Guide 5th Edition

○     Member of TVC (Translation Verification Committee) forPMBOK® Guide 3rd and 4th Edition

○     Composed Standard Project Management Terminology for Korean to translate PMBOK® Guide with 3 persons

○     Implemented EPM system in Meritz Insurance, KAL, APEC and Samsung Electronics

○     Project Manager of TAP (Technical Adoption Program) Microsoft Office EPM 2007 for Korean Airlines as a Solution Partner (Consulting & Training).

○     Enterprise Project Management – Led the establishment of Enterprise Project Management practices at Hana, Woori Bank and high technology industries. Conducted executive planning workshop sessions to formulate EPM oversight frameworks. Executed as solution provider on Microsoft Office EPM for consulting and training and advised senior managers on Enterprise Project Management processes and drove implementation efforts in enterprise-wide resource capacity-demand management.

○     Project Management Office – Developed several high capability enterprise PMOs, including Metrits, APACK and R&D Part of CJ. Implemented processes and support systems to plan and track hundreds of interdependent projects. Conducted corporate integration sessions for organization mergers.

○     Project Management Solutions Development – Integrated web-based application (VICO – Virtual Company) for project, program and portfolio management for mid-ranged company with Scorpio systems.

○     Have worked with major organizations such as GM Korea, Invensys, EMC, Microsoft, NHN, Samsung Electronics, LG Electronics, Citibank, Motorola, Korean Air Lines, SK Telecomm, SDI and POSDATA for project management consulting.

○     Project Management Training & Envisioning/Planning workshop– Executed project management training like fundamental project management, ITPM, Risk Management, portfolio management, stakeholder relationship skill, communication skill, PMP prep, and MS Project for over 100 important companies in Korea and Envisioning and Planning workshops supported by EPMU of Microsoft for implementing EPM.

演讲标题 Description：从快速模仿者到先行者，项目管理方法需要怎样的考量？| What need to consider about the PM Methodology when transitioning from Fast Follower to First Mover.

为了追赶先进，在成本允许范围内，快速模仿者应当尽快效仿发达国家模式，达到传统项目目标即对质量的要求。但实际上由于种种原因，公司内部很难在感情上承认项目的失败。然而，我们必须从根本上改变对项目成败的看法——项目是长期的、目标导向的项目组合管理。而先行者则需要通过设计新产品、制定新程序、建立新体系来引领市场。

本次演讲追溯了快速反应的追随者的发展足迹，希望从项目管理方法的角度看问题，这也是又一次飞跃所需要的。

To catch up the behind area, the Fast Follower should imitate the practices of developed countries as soon as possible within cost, and as required quality which are the traditional objectives of project and but the fact is that it’ hard to admit the project failure emotionally within organization due to the several reasons.  However, such perspectives of project success and failure must be fundamentally changed to focus on long-term objective with project portfolio management as a role of First Mover who needs to lead the market by creating new product, process and system.

This presentation traces the footsteps as Fast Follower, and will view the point to be duly considered of project management methods needed for another leap.

       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 received 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：要如何确保项目的需求符合效益|How to Insure the Project Requirements Fulfill Profits

       过去项目管理的目标是如期、如质、如预算，但往往结果不符合公司策略或效益，项目的成功却不能为组织带來绩效，PMI的职业脉博调查(Pulse of the Profession®)研究报告针对全球不同产业超过一千位项目经理的深度调查，指出在市场与策略方向之外，相对应于全球迟缓经济成长、市场优序变更与创新的环境预测下，企业要在复杂与高风险市场环境中追求成长，除了人才发展、敏捷力之外，特別提到了项目的效益；《项目管理知识体系指南（PMBOK® Guide）（第5版）》也增加了商业价值的说明，显示如何能提出有竞争优势(Competitive Advantage)的项目更加重要，本演讲将说明如何利用竞争优势管理的简单工具达到项目效益的方向。

In the past, we were told that the goal for project success is “in budget, fulfill quality, and on time”. However, we often see successful project contributes no profit to company, or does not meet company’s strategy. PMI Pulse of the Profession® conducted a research on surveying more than one thousand project managers worldwide. The research indicated that besides market and strategy, due to the slow growth of global economy, marketing priority change and innovation environment, to continue growth under high risk and complex market, companies require not only talent development and agility, but also, project profits. In addition, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - 5th Edition also highlights business values in Chapter one. In this speech, we will illustrate how to achieve competitive advantage for your project, and there are simple tools we could utilize.

日本项目管理社董事兼标准化委员会主席，ISO/TC258专家，日本软件过程改进协会董事，NTT DATA University Corporation总裁兼CEO。曾任NTT DATA株式会社质量控制部负责人。

东京工业大学信息科学和工程学院兼职讲师。

博士、PMP、CMMI协会认证CMMI讲师。

Director and Chair of The Standardization Committee, Society of Project Management of Japan; ISO/TC258 expert; Director, Japan Software Process Improvement Consortium; President and CEO, NTT DATA University Corporation

Formerly, Head of Quality Assurance Dept., NTT DATA Corporation.

Part-time Lecturer, Tokyo Institute of Technology, Graduate School of Information Science and Engineering.

Ph.D., PMP, CMMI Institute certified CMMI Instructor.

演讲标题 Description: PMI日本分会如何保持其活动与组织部门战略一致 | Strategic Alignment of Activities and Organizational Components in PMI Japan Chapter

为了更好地完成中期战略计划， PMI日本分会自2014年以来进行了组织变革。日本分会制订了三年战略计划以完成使命和愿景，并规划了这三年中的一系列目标和活动。去年任务委员会发现，由于现在分会还保持着16年前成立时定下的分工和组织架构，而过去十年来日本分会不断发展壮大，周边环境日新月异，要在现有框架下完成目标十分困难。因此作为组织变革的第一阶段，我们决定成立三个委员会来指导此次变革。

此次变革主要针对战略计划实施部分的治理体系、分会志愿者的参与以及与PMI本部的战略合作。

近日，PMI日本分会召开了领导会议，公布了新政策，并就管理者、部门领导和秘书处之间的战略实施进行了讨论。

组织变革刚刚启程，将需要若干年才能完成。我们希望本次演讲能帮助听众了解组织机构为适应环境变化而进行的战略转型。

PMI Japan chapter has been conducting the organizational change from 2014 to better accomplish its mid-term strategic plan. The chapter specifies three year strategic plan to achieve its mission and vision. The plan contains a series of goals and activities to be conducted in the duration. Last year, the mission committee identified difficulties to accomplish the goals under the current assignment and the organizational structure, which were defined at the startup of the chapter 16 years ago. Then as the first phase of the change, we decided to establish three new committees to lead the change, since the chapter grew remarkably and the circumstances greatly changed for the last decade.

The essential part of the change covers the appropriate governance system to implement the strategic plan, the involvement of active volunteers in the chapter, and the strategic collaboration with PMI headquarters.

Recently, PMI Japan chapter held a Leaders meeting to share the new policy and to discuss approaches to implement the strategies among the directors, the component leaders, and the secretariat office.

The journey has just started and it will take a couple of years to complete. We hope it will be useful for the audience to understandstrategic transformation for an organization to meet the change of circumstances.

       周柏强先生目前就职于旧金山Sutter Health公司。基于丰田生产系统，他采用精益流程方法，为“智能医院”医疗设施项目设计并搭建了一个多站点的IT基础设施系统。这个系统减少浪费，改善工作流程，并在企业的运营和业务部门都为病人创造了积极的成果。同时，周柏强先生也是跨国PMO咨询和专业服务公司Management Solutions Inc.的董事顾问。

       周柏强先生（PMP®# 560）25年来一直积极参与PMI的工作。曾担任PMI旧金山区分会主席。他曾带领自硅谷，西耶那，上海的医疗保健，生物制药，高科技，政府，金融以及电信行业的全球高绩效团队。

       周柏强先生是加州大学伯克利分校顾问委员会成员，在项目管理课程方面提供咨询和指导。曾在斯坦福大学高级项目管理课程演讲，在圣地亚哥州立大学开设项目管理远程教育课程。周柏强先生拥有传播学学士，商业和领导力硕士双学位，同时也是认证敏捷教练，特许总承包商。

Ray is currently at Sutter Health in San Francisco, designing and constructing the IT infrastructure of a multi-site, “Smart Hospital” medical facilities program utilizing a Lean process based on the Toyota Production System to eliminate waste, improve workflow processes, and provide positive patient outcomes across the operational and business enterprise. He is also a Board Advisor with Management Solutions Inc., a multi-national PMO consulting and professional services organization.

He has been active in the Project Management Institute (PMI) for over 25 years, certified as PMP #560, and served as the PMI San Francisco President. He has led high performance global teams from Silicon Valley, Siena and Shanghai in the health care, bio pharma, high tech, government, finance, and telecom sectors.

Ray instructs and is on the Advisory Council at the University of California Berkeley Extension’s, Project Management program, lectured at the Stanford Advance Project Management program, and developed the distance learning Project Management course at San Diego State University’s, Masters of Regulatory Affairs program. As a life long learner, Ray holds Bachelors in Communication, dual Masters in Business and Leadership, certified as a Scrum Master, and licensed as a General Contractor.

演讲标题 Description：医院借鉴丰田模式为医患提供更安全更快捷的医疗服务 | Hospitals Turn To Toyota To Make Care Safer And Swifter

       日本丰田有别于其他竞争对手的一大重要区别就在于其对产品质量的追求，丰田也因此在设计，工程和创新方面获得了世界级美誉。这并非是一夜之间的成就，而是经过几十年的改革才逐渐将商业文化和工作流程渗透到员工和供应商中。生产力的提高使得丰田的客户、组织内部和合作伙伴都直接从中受益。

       本演讲将为大家介绍丰田生产系统是如何被应用到距离其日本起源地5000英里以外的一个非机动车、非制造业性行业的。同时将重点展示该系统的核心支柱，即5S法：整理、整顿、清扫、清洁、素养。5S法能够保持工作场所有序进行，运用视觉线索达成一致操作结果，从而减少浪费，优化生产力。5S法的实施使得工作场所在现有格局内更加整洁有序，是典型的组织层级的精益方法。本演讲也将举例说明如何运用5S方法，在医疗机构中建立这样一个整洁有序的环境，使病患有安全感，使员工有自豪感。

Delivering quality in manufacturing at Toyota has been a key differentiator from their competitors in achieving a world-class reputation for design, engineering, and innovation. This didn’t just occur overnight it took decades of transformational change to gradually permeate the business culture and work process flows within their ranks and to their suppliers.  The results of improved productivity have been directly beneficial to their customers, within the organization, and to their partners.

In this presentation you will learn how the Toyota Production System has been applied in a non-automotive and non-manufacturing industry 5,000 miles from its distant origins in Japan. We will focus on the pillars of this system also known as the “5S Method” which is comprised of steps to; Sort, Set in Order, Shine, Standardize and Sustain. Together these are utilized to reduce waste and optimize productivity through maintaining an orderly workplace and using visual cues to achieve more consistent operational results. Implementation of this method cleans up and organizes the workplace in its existing configuration, and it is typically the first Lean method which organizations implement.You will hear examples of how to create a workplace in a healthcare setting that is organized, clutter free, arranged in ways to easily find materials, and in a clean environment where customers feel safe to come to and employees are proud to be a part of.

       过去20年来，Marc 是专注于跨文化国际项目业务发展方面的专家。他拥有加拿大皇家大学全球管理硕士学位和慕尼黑大学应用科学学院国际企业管理硕士学位。

       在他的职业生涯中，他曾与10个国家的客户协作，领导与商业金融、电子商务、物理和网络安全、药物分销、培训、贸易、移民、创业、文化和社区发展相关的各种项目。

       他目前在蒙古国担任美国蒙古研究所所长的职务，发掘北美与蒙古之间的研究学术方面的合作新领域。目前进行中的项目包括与史密斯森协会（联合国博物馆）合作建立国家考古学数据库，为蒙古国的460所市级图书馆设计和建造新的国家图书馆管理和培训体系。

       作为PMI蒙古国分会秘书长，他管理着分会的发展项目，如在蒙古国大学课程里应用PMI的知识体系，安排项目管理的讲座和演讲。他还促进分会高级培训研讨会和客户培训课程的发展。

For the last 20 years, Marc has been a Business Development Specialist focusing on inter-cultural and international projects. He has a Master Degree of Global Management from Royal Roads University in Victoria, BC, and a Master Degree of International Business Administration from the Munich University of Applied Science. 

During his career he has worked with clients in 10 countries, leading projects related to commercial finance, e-commerce, physical and network security, pharmaceutical distribution, apprenticeship and trades development, immigration, entrepreneurship, cultural and community development. 

He is currently in Mongolia as the Resident Director of the American Center for Mongolian Studies, exploring new areas for research and academic collaboration between North America and Mongolia. Current projects include the development of a National Archeological Database in partnership with the Smithsonian Institute (United States National Museum) and a design and implementation of a new national library management and training system for over 460 municipal libraries across Mongolia.

As Secretary General of PMI Mongolia Chapter, he oversees the development projects for the Chapter such as implementation of PMI into Mongolian University curriculum and providing lectures and presentations on project management. He also facilitates the chapter advanced training workshops and custom training programs.

演讲标题 Description: 在新兴市场建设有效的跨文化项目团队｜Developing Effective Cross-Cultural Project Teams in Emerging Markets

       通讯技术的发展使得世界变得越来越小，让“去中心化”的项目团队和资源可以更容易地利用地区专业人才和成本优势。但与来自不同国家、不同文化和背景的团队及成员合作，也带来了独特的机会和挑战。

       基于20年来和亚洲、欧洲和北美项目团队合作的经验，此演讲将介绍使用国际团队的优势，一些相关的挑战和经验教训。

The world has become a very small place, and communication technologies are making it easier for the de-centralization of project teams and resources in order to take advantage regional specializations and cost benefits.  But working with teams and team members in different countries, from different cultures and with varying backgrounds creates unique opportunities and challenges.

This session will explore the advantages of using international teams, some of the associated challenges and lessons learned from 20 years of working with Asian, European and North American project teams.