高峰对话特邀嘉宾 Speakers for Panel Discussion
论坛 A 中国项目管理最佳实践 | Project Management Best Practice in China
论坛 B 跨文化的项目管理 | Cross-Cultural Project Management Collaboration
论坛 C 项目管理对组织的价值 | Value of Project Management to Organizations
论坛 D 项目经理职业发展 | Project Manager Career Development
主论坛演讲嘉宾 | Speakers for the General Session
1.郎马克先生,PMI 总裁及首席执行官| Mr. Mark Langley, President and Chief Executive Officer
在担任PMI执行副总裁兼首席运营官八年后,郎马克先生于2010年12月成为PMI总裁及首席执行官。他负责监督和服务于PMI这一复杂的全球性组织。 PMI由分布在超过185个国家的超过50万认证人士和其他干系人组成。在PMI董事会的支持下,他的主要职责是通过制定、组织和实施运营战略,领导PMI遵循并执行PMI的战略计划。在他以前的职务中,他负责创造和发展PMI的运营团队,推动市场和业务发展,并激励志愿者及其他利益相关者与PMI建立持久而忠诚的关系,帮助推动行业发展和提高全球市场的客户满意度。在他的领导下,PMI干系人的基数已成长五倍,并从以北美为主的机构,发展到一个真正的有全球代表性的机构。在此期间,该协会同时还引入了更多的专业认证,开发项目集和项目组合管理标准,并发表了若干实践指南标准。他花了大量时间,向项目管理从业人士,组织和政府展现项目管理的价值,并与志愿者领导人合作进行社区工作,推进项目管理专业的发展。
郎马克先生于2002年加入PMI担任财务和行政总监,此后不久晋升为执行副总裁兼首席营运官。在加入PMI之前,他担任特罗公司(ChemLogix)首席财政官,并在资产贸易公司(AssetTRADE.com),卡拉(Quala)系统公司和城能源(Castle Energy)公司担任多个高级领导职务。他在普华会计师事务所(现普华永道)开始了职业生涯,也是注册会计师。他为PMI带来了在战略规划,全球业务发展,协会管理,运营和财务管理领域超过30年的经验。
郎马克先生已婚,有三个儿子和一个女儿。他毕业于美国宾夕法尼亚州费城圣若瑟大学。
Mark A. Langley became PMI’s President and CEO in December 2010 after serving over eight years as Executive Vice President and Chief Operating Officer. In the chief executive role, Mr. Langley is responsible for overseeing and serving as the lead advocate for PMI’s complex global organization, consisting of more than half a million certification holders and other stakeholders in more than 185 countries. In support of the PMI Board of Directors, Mr. Langley’s primary responsibility is leading the organization’s alignment to and execution of PMI’s strategic plan through the development and implementation of its operating strategies and organization.
In his previous role, Mr. Langley was responsible for creating and cultivating alignment of PMI’s operating groups to drive market and business development; as well as inspiring lasting and loyal relationships with volunteers and other stakeholders that helped advance the profession and drive customer satisfaction in worldwide markets. During his leadership, PMI’s stakeholder base has grown five-fold and transitioned from primarily North American to a truly global representation. During that time, PMI also introduced additional professional certifications, developed program and portfolio management standards, and published several practice guidelines. Mr. Langley has spent countless hours demonstrating the value of project management to practitioners, organizations and governments as well as collaborating with volunteer leaders, and working with communities to advance the profession of project management.
Mr. Langley joined PMI in 2002 as Director, Finance and Administration and was promoted shortly thereafter to executive vice president and chief operating officer. Prior to joining PMI, he served as Chief Financial Officer for ChemLogix and held senior leadership positions with AssetTRADE.com, Quala Systems, Inc. and Castle Energy Corp. He began his career at Price Waterhouse (now PwC) and is a Certified Public Accountant. He brings 30 years of experience to PMI in the areas of strategic planning, global business, association management, operations and financial management.
Mr. Langley is married and has three sons and one daughter. He is a graduate of St. Joseph’s University in Philadelphia, Pennsylvania, U.S.
2.陈永涛先生,PMI (中国) 董事总经理 | Mr. Bob (Yong Tao) Chen, Managing Director of PMI (China)
陈永涛先生现担任PMI(中国)董事总经理,全面负责PMI在中国大陆的业务以及中国香港和台湾地区的企业客户市场。陈永涛先生于2009年初加入PMI。此前,他曾任甲骨文公司(Oracle)大中华区政府、教育和医疗(GEH)业务发展总经理,负责甲骨文GEH业务在中国大陆、香港和台湾地区的发展。在任职甲骨文之前,陈永涛先生曾分别在富士施乐公司(Fuji Xerox)和摩托罗拉公司(Motorola)任职7年和9年,担任公司多个高级领导职务。陈永涛先生的职业生涯始于在铁道部担任工程师/项目经理。在职业生涯中,通过与各个中央政府部门及IT、电信、工程、软件和外包等行业的合作,陈永涛先生积累了丰富的项目管理和团队领导工作经验,取得了卓越的成就。
陈永涛先生早年毕业于北京交通大学,获得电气工程学士学位,后就读于美国城市大学,获得市场MBA学位。
Bob (Yong Tao) Chen, Managing Director of PMI (China), leads PMI overall businesses in the mainland and the organization market of HK and Taiwan region of China. Bob joined PMI in early 2009. Immediately prior to joining PMI, Bob worked for Oracle – Greater China where he was the General Manager, Business Development (Greater China) in the Government, Education and Healthcare. In this role, Bob was responsible for developing Oracles GEH business in Mainland China, Hong Kong, and Taiwan. Prior to Oracle, Bob worked in Fuji Xerox (7 Years) and Motorola (9 Years) in several senior Leadership positions. Bob began his career with the Ministry of Railways as an Engineer / Project Manager. Throughout his career, Bob has developed extensive project management and team leadership working experiences and excellent results in working with the various Central Government Ministries and industries including IT, Telecommunications, Engineering, Software and Outsourcing…
Bob holds a BA in Electrical Engineering from Beijing Communications University and an MBA in Marketing from City University in USA.
3.白继迅先生,国家外国专家局培训中心主任 | Mr. Bai Jixun, General Director of the Training Center of State Administration of Foreign Experts Affairs (SAFEA)
白继迅先生现任国家外国专家局培训中心主任。白继迅先生曾任中国国际人才交流协会驻加拿大总代表、国家外国专家局培训中心副主任、中国国际人才交流基金会副主任、国家外国专家局法规与联络司副司长、中国国际人才交流协会驻美国亚特兰大办事处总代表。
白继迅先生在长春光学精密机械学院光学工程系毕业,获工学学士学位。后来白继迅先生于清华大学经济管理学院研究生毕业,获 MBA硕士学位。
Mr. Bai Jixun is general director of the training center of State Administration of Foreign Experts Affairs (SAFEA). Mr. Bai was the general representative of China Association for International Exchange of Personnel (CAIEP) in Canada, deputy director of the training center of SAFEA, deputy director of China International Talent Exchange Foundation, deputy director of the laws, regulation and liaison department of SAFEA, general representative of CAIEP on Atlanta, USA.
Mr. Bai Jixun graduated from the Optics engineering department of Changchun Optics Precision Mechanical School and got a B.A. of Technology. Later, Mr. Bai Jixun graduated from the Economic Management School of Tsinghua University and got an MBA.
4.Stefan Sack博士,柯马中国总裁 | Dr. Stefan Sack, CEO of COMAU in China
Stefan Sack博士在柯马中国担任总裁一职。柯马是全球领先的汽车工业解决方案及工业机器人供应商之一,隶属于意大利菲亚特集团。同时,Stefan Sack博士也担任着中国欧盟商会董事会副会长以及上海董事会的主席。
Stefan博士在中国的近九年中,从事于电子及汽车行业担任多种职务。在加入柯马之前,他在福伊特工业技术服务(上海)有限公司担任中国区董事总经理,此公司为大众、宝马、上海通用及其他汽车公司提供工业服务。从2005至2008年,Stefan博士作为运营副总裁管理德国CEAG集团旗下的飞煌世亚电子(北京)有限公司在南方和北京的三家工厂,飞煌世亚是全球范围手机充电器行业的领先企业。
在1999~2004年间,Stefan博士在麦肯锡咨询公司(位于德国汉堡的办事处)担任项目主管。
Stefan博士曾就读于德国汉堡大学,主修物理,并且在分子生物学/物理学领域获得了博士学位。此领域的研究是与马克斯·普朗克学会合作开展的,致力于德国科学研究的进步。
Dr. Stefan Sack is the CEO of COMAU in China one of the leading suppliers of production solutions and robots to the automotive industry and a subsidiary to the Italian FIAT Group. Additionally he is Vice President of the European Chamber of Commerce in China (EUCCC) and Chairman of the Shanghai Chapter.
Stefan has been in China for almost nine years in various roles in electronics and automotive industry. Before joining COMAU he was working as the Managing director China for Voith Industrial Services providing industrial services to Volkswagen, BMW, SGM and others. From 2005 to 2008, Stefan was responsible as Vice President of Operations for three factories in the South of China and Beijing for FRIWO/CEAG group, the world market leader of mobile phone chargers.
From 1999-2004 Stefan was working as a Project Leader with McKinsey & Company in the Hamburg office.
Stefan studied Physics at the University of Hamburg and got his PhD in the field of Molecular Biology/Physics from the same University in collaboration with the Max-Planck Society for the advancement of Science in Germany.
演讲标题 Description:柯马最佳实践---项目与人员管理| Comau best practice – project and people management
5.阿比德•穆斯塔法先生,阿联酋电信公司企业项目集总监 | Mr. Abid Mustafa, Director of Corporate Programmes for du in the UAE
阿比德·穆斯塔法是一位经验丰富的项目管理专业人士,在信息技术和电信两大领域有着20年经验。他专注于通过或建立及运行项目管理办公室以提升公司业绩,并以专业的管理知识实现项目与项目集之间复杂的转化,交付有形利益。
Abid Mustafa is a seasoned professional with 20 years' experience in the IT and Telecommunications industry, specializing in enhancing corporate performance through the establishment and operation of executive PMOs and delivering tangible benefits through the management of complex transformation programmes and projects.
Currently he is working as a director of corporate programmes for du in the UAE. Abid also represents du on PMI’s Global Executive Council, and sits on the Advisory Board of British University in Dubai (BUiD). At BUiDAbid is responsible for overseeing the curriculum for post graduate studies involving project management. Abid has just helped du launch UAE’s first project management executive forum (PMEF)
In his spare time, Abid is an avid writer on topics about project management. His articles have appeared in ProjectsAtWork, ProjectSmart, Project Times, HR Director UK, UK Outsourcing Magazine, PM Hut, and Human Resource Executive Online. Currently he writes for PM World Journal and PMI Network Magazine.
演讲标题 Description:DU与华为在项目群管理的深度交流,促进双方战略合作 | The deep exchange in program management between DU and Huawei promotes the strategy cooperation of mutual parties
DU和华为通过项目群管理交流的拜访和互访、PMEF ( Project Management Executive Forum)等方式,在项目群管理、组织建设等方面进行深度交流,促进双方在知识领域对齐、组织领域对齐,建立了电信网络运营商和设备供应商之间战略合作的新模式, 使双方的战略合作上升一个新高度。
Through the mutual visits and project management executive forum, DU and Huawei have a deep exchange in program management, organization construction. It promotes the benchmarking of mutual parties on knowledge area and organization area and build new model of strategic cooperation between telecommunications network operators and equipment suppliers. This makes the mutual cooperation up to a new height.
6.麦约翰先生,华为项目管理卓越中心(PMCoE)经理 | Mr.John McMillan, Head of Huawei Project Management Center of Excellence(PMCoE)
麦约翰曾在爱立信公司担任项目管理副总裁。他于2010年1月加入华为,拥有超过25年的深入项目管理经验。2010年,他被任命为华为企业项目管理卓越(CPME)项目的经理,负责建立项目管理进程、方法论、工具、能力和公司整体文化。
2012年,他被任命为华为项目管理卓越中心(PMCoE)的经理。他领导大家促进公司全球战略的实现和持续改善华为的项目管理绩效,能力和文化。
John McMillan is a former VP of Program Management with Ericsson. He joined Huawei in January 2010, bringing with him more than 25 years of deep project management experience.
演讲标题 Description:华为项目管理卓越中心(PMCoE)介绍| Huawei PMCoE Introduction
华为PMCoE成立于2012年,是“企业项目管理卓越”变革项目的重要成果,也是华为项目文化建设的重要里程碑。它以信息技术及通讯行业领先实践中的很多重要理念为基础。
Huawei established Project Mangement Center of Excellence(PMCoE) in 2012, which was a significant output of the “Corporate Project Management Excellence” transformation project and also a big milestone in Huawei’s project culture construction. It was based on many key concepts from leading practice of the ICT industry.
7.王伟先生,柯马(上海)工程有限公司动力总成事业部项目管理部经理 | Mr. Wang Wei, Comau (Shanghai) Engineering Co.,Ltd, PWT Business Unit, PM Leader
2008年7月至今,王伟先生担任柯马(上海)工程有限公司动力总成事业部项目管理部经理,负责项目经理团队的日常管理、项目经理的业务能力提升、项目经理的绩效评估;强化柯马标准流程的使用。他致力于项目管理流程的持续改进和优化;在客户和项目经理中推广柯马最佳项目管理实践;事业部的业务指标的管理,包括营业收入、项目利润、现金流等;总体项目风险的评估、控制和缓解;项目群业绩的统一管理和营运部门一起提升动力总成的综合业务能力。王伟先生还负责了长安福特马自达SIGMA发动机装配线的管理。
2006年6月至2008年6月,王伟先生担任柯马(上海)工程有限公司动力总成事业部项目经理。期间他负责了东风神龙汽车有限公司Tu/EW发动机缸盖机加项目,东风康明斯ISDE缸盖装配线项目,云内动力D19TCI发动机装配线项目;
王伟先生拥有上海工业大学工业电气自动化学士学位,和北京科技大学机电一体化工程硕士学位。
From July 2008 until now, as Comau (Shanghai) Engineering Co.,Ltd, PWT Business Unit, PM Leader, Mr. Wang Wei leads PM team daily work, PM competency coaching, PM performance evaluation; enforces standard policies and procedures; leads continuous improvement of the project management process; shares the best practice among Comau PM family and among the customer; reports profit and loss figures; consolidates and analyzes profitability, revenue, margins, bill rates and utilization across practice; manages the strategic aspects of large engagements and mitigates any risk; reviews high-level deliverables across project; develops PWT competency with operation management. He also is responsible for CFME Sigma Engine assembly line.
From June 2006 to June 2008, Mr. Wang Wei was Comau (Shanghai) Engineering Co.,Ltd, PWT Business unit/project manager. He was responsible for DPCA Tu/EW CH M/C line, DECE ISDE CH assembly line, Yunnei Power D19TCI engine assembly line.
Mr. Wang Wei has the industrial electrical automation bachelor of Shanghai Industrial University and master's degree in mechanics engineering of Beijing University of Science and Technology.
高峰对话特邀嘉宾 Speakers for Panel Discussion
1.神庭弘年先生,PMI日本分会主席,PMP| Hirotoshi Kamba, PMI Japan chapter president, PMP
1973~ 在大阪供职于IBM日本
1980~ 参与基本金属行业银行系统开发项目的植物控制项目
1984~ IBM日本的应用系统发展标准经理
1987~1997 经历了许多制造业、金融、保险、分销行业的项目
1997~1998 IBM总部的全球项目
1998~2003 汽车行业BOM重建项目
2002 IBM认证的亚太区高级执行项目管理的项目管理行业领袖
2003 IBM日本的技能经理
2005 项目管理行业日本高管
2006.5 从高管退休,签约成为一名高级专家
2008 被选为PMI日本分会主席至今
2009 获得项目管理社区颁发的贡献奖
2011.6 从IBM日本退休,(成立Kamba项目管理实验室)
其他:
PMP
庆应义塾大学研究生院导师,在广岛市立大学、日本广岛修道大学、先进工业技术研究所担任兼职导师,
日本信息技术推广机构的软件工程研究基金会会员
1973 Worked for IBM Japan at Osaka
1980~ Plant Control projects in Basic Metal industry Banking system development projects
1984~ Manager of Application Development Standard for IBM Japan
1987~1997 Experienced many kind of projects in Manufacturing, Finance, Insurance, Distribution industries
1997~1998 Global projects with IBM HQ
1998~2003 BoM Reconstruction of Automobile industry
2002 IBM certified Senior Executive Project Management Asia Pacific PM Profession Leader
2003 Director of Competencies, IBM Japan
2005 PM Profession Japan Executive
2006. 5 Executive retirement, contracted as a Senor professional
2008 Elected PMI Japan chapter president by now
2009 Contribution Award from Society of Project Management
2011 .6 Retired IBM Japan, (established Kamba PM Laboratory)
Others:
PMP,
Instructor of Keio University Graduate school, Part time Instructor of Hiroshima City University, Hiroshima Shudo University, Advanced Institute of Industrial Technology, etc.
Member of Software Engineering Research foundation of Information-Technology Promotion Agency Japan
2.傅旭升博士, PMI台湾分会理事长,PMP | Dr. Simon H. Fu, Chair of PMI Taiwan Chapter, PMP
傅旭升博士是PMI台湾分会理事长,现任博旭科技顾问公司资深顾问、屹通信息科技(澳门)有限公司台湾地区代表、逢甲大学兼任助理教授,曾任高雄应用科技大学兼任讲师、中山大学兼任讲师等职,拥有丰富项目管理、系统工程、系统分析、需求分析等工作经验及项目管理教学经验,实际执行大型项目采购、计划与执行项目(预算超过上亿),并派驻美国洛克希德马丁公司担任项目经理,具备项目企划书与报告撰写能力,专长研究领域包括非线性最优化系统及控制、非线性适应控制及应用、水面船舰动力控制设计、项目管理、系统规划/任务规划/功能需求、品质管理及系统模拟与效益分析等,目前研究重点为机电整合运用于老人照护与健康照护、降低柴电汽车尾气排放污染等,曾发表国际学术期刊论文15篇及多篇著作、译作,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。
Currently he is Senior Consultant of IMS Technology & Consultant Inc., and work with HSIC group, Chen-Guan University, he is also serve as President of Project Management Institute, Taiwan Chapter, Assistant Professor of Feng Chia University, and consultant of Smart Clothing research projects and biosensing application for MP&C. Dr. Fu has more than 15 years of experience in the fields of project management, system engineering, system analysis, and requirement analysis. His academic research covers adaptive control, nonlinear control and dynamics, surface vessel control, project management, and functional analysis. He has been published more than 15 academic papers and other 40 articles on different journals. He earned his doctorate title from National Sun Yat-Sen University, Kaohsiung, Taiwan, and MSME from Naval Postgraduate School, Monterey, CA, and Master of Applied Mathematics from University of California, San Diego, US. Dr. Fu is one of the translators of the Traditional Chinese PMBOK Guide 4th edition, and editor of the Traditional Chinese Construction Extension for PMBOK 3rd edition.
3.朴英珉先生,PMI 韩国分会主席 | Mr. Young Min Park, PMI South Korea Chapter President
Mr. Young Min Park is President of Project Management Institute (PMI) South Korea Chapter, and CEO of Innovation Framework Technology Korea Ltd. He has BS degree in Industrial Engineering from Korea University and MS degree in Project Management from University of Alaska Anchorage USA.
Starting his career from joining Middle East Construction projects in early 1980’s, he has experienced projects around 30+ years. He has various experiences in civil construction, shipbuilding and heavy industrial projects, ICT and R&D/NPD projects.
He introduced PMI’s PMP certification to Korea in the mid of 1990’s and has been Chair of Translation Verification Committee for PMBOK Guide Korean version. He has spoken at international conferences, i.e. PMI, GPMF, PMAJ, ProMAC, PMSA and CMAS as a speaker and presenter. He is currently representing Korea as a chair of ISO/TC258 mirror committee, which is for developing international standard for Project, Program and Portfolio Management.
He has been actively involved in training of Project Management at the industry and universities, and speech through media like K-TV and contributing to newspapers and magazines on PM related topics. He received ‘Sonam Award (Project Manager of the year) ’ in 2008 by KPMA.
论坛 A 中国项目管理最佳实践 | Project Management Best Practice in China
1.孙虎先生,华为技术有限公司 全球技术服务部项目群管理办公室部 项目群总监| Mr. Max Sun Hu, Program Executive of Global Program Management Office. GTS(Global Technical Service)at Huawei
孙虎先生是华为技术有限公司全球技术服务部项目群管理办公室项目群总监,从事项目管理工作17年, 在大型复杂项目管理、全Turkey项目管理、项目群管理、项目管理办公室运作等方面经验丰富。作为华为公司第一批海外Turkey工程高级项目经理, 曾在中国、亚太、中东、非洲、中亚、独联体、欧洲等地区成功主管多个大型通信工程项目成功交付(2004~至今),并作为中东北非片区和西欧地区部PMO部长负责华为区域项目群管理(2008-2010),作为华为公司SWAT项目管理专家团队,指导全球主要热点区域公司特级战略项目群管理(2011~至今),获华为公司全球技术服务部项目管理领军人物称号.
Max Sun Hu is the Program Executive of Global Program Management Office. GTS(Global Technical Service) at Huawei. He worked as a lot of key roles in project management area during the past 17 years. He is one of the first group of Full Turkey senior project managers who successfully delivered the large telecommunication projects overseas, including in China, Asia Pacific, Middle East, Africa, CIS, Europe, etc. (2004~Now) He worked as PMO Director in MENA (2008) and Europe (2009-2010), since 2011 he held the very important position to lead the SWAT team to guide and supervision all major strategic program Globally and be awarded leading light of project management of GTS.
演讲标题 Description:项目群管理最佳实践 | Program Management Best Practice
华为项目群管理理论和实务,GLOBE项目群管理的最佳实践,包括项目群组织架构、Governance有效沟通管理、价值管理与实现、项目群经营、跨文化团队打造、组织和流程贡献、人才培养等
Huawei program management theory and practice; GLOBE program management best practice, including program organization structure, Governance effective communication management, value management and realization, program operation, cross-culture team construction, organization and process contribution, talent training and etc.
2.蔡晓明先生,源讯科技(中国)有限公司 (Atos Worldline) 总经理 | Mr. Simon Choi, Atos Worldline ( China) Co., Ltd General Manager
蔡晓明于1994 年加入斯伦贝谢公司(Schlumberger),至 2004年所属业务被源讯并购,他在斯伦贝谢公司和源讯公司历任新加坡、香港和中国区的智能卡技术支持经理、亚太区移动通信产品经理、亚太区移动通信市场部总经理、中国区电子交易系统市场总监。2002年开始,他曾担任斯伦贝谢神码(SchlumbergerSema)公司和源讯(Atos)公司金融服务部中国区总经理和核电与智能网事业部总经理。
蔡晓明1990年毕业于华南师范大学计算机科学系,获计算机科学学士学位。后就读于亚洲理工学院( Asian Institute of Technology) 管理学院, 获MBA 学位,技术管理专业。
Simon Choi Hiu Ming joined Schlumberger in 1994 and the service line he belonged to was acquired by Atos in 2004. He was General Manager of Schlumberger and Atos e-payment service in China as well as General Manager of Nuclear power& Intelligent network Division since 2004. Prior to this, Mr. Choi was the smartcard technology support manager of Schlumberger and Atos in Singapore, Hong Kong and China. He was the manager of mobile communications product and Marketing Manager of mobile communications, APEC and Marketing Director of e-trading system, China.
Simon Choi holds a BA in Computer Science from South China Normal University since 1990 and an MBA in Technical Management from Asian Institute of Technology.
演讲标题 Description:多重挑战下的完美实践——招商银行信用卡核心系统迁移 | Project of Core System Migration of Credit Card of CMB——the Perfect Execution Under Multiple Challenges
源讯科技(中国)的母体 Atos是欧洲第一大信息技术咨询与服务企业,全球第七大信息技术公司,2012年全球营收达到116亿美元,在全球47个国家拥有超过77000名员工。旗下的Atos Worldline是亚太地区最主要的信用卡解决方案供应商,服务于15个国家及地区的100多位银行客户。在中国大陆地区为多家主流信用卡发卡行提供服务超过10年。本项目是招行的信用卡核心系统迁移项目,实施时长两年多,移植卡量超过3000万,涉及管理系统近百个,无论从技术层面、业务层面还是项目管理层面,都面临多重挑战,本次从上述几个层面来和大家分享整个项目的完美执行。
Atos,the matrix of Worldline,is an international information technology services company with annual 2012 revenue of EUR 8.8 billion and 77,000 employees in 47 countries. Worldline,owned by Atos,is the main credit card solution supplier of the Asian-Pacific region.It serves more than 100 banks of 15 countries and in China mainland, it serves many major credit card issuing banks. This is the project of core system migration of credit card of China Merchants Bank. The implementation last two years and the quantity of transplant cards exceeded 3 millions and 100 management systems involved. It faced multiple challenges in technology,business and project management. I would like to share the perfect execution through the three aspects.
3.郭云先生,柯马(上海)工程有限公司(菲亚特集团)合同&PMO中国区经理 | Contract & PMO China Manager of Comau (shanghai) Engineering Co., Ltd (Fiat Group)
经过多年的技术工程及其管理工作,郭云先生在过去的5年中经历了项目型公司的整合管理,从项目管理办公室(PMO)的角度主导战略协调,包括通过比较内部能力与市场需求来进行商业模式的讨论,收集最佳实践和经验教训来绘制能力地图,监控执行项目组合的绩效和风险,指导项目组合下的项目集/项目管理,建立、广泛传播和监管项目/项目集/项目组合管理流程,发展与之匹配的信息技术工具,负责项目管理学院以促进项目管理的硬技能和软技能的改善。
郭云先生目前就读于香港大学和复旦大学联合举办的国际工商管理硕士学位课程。他在上海同济大学获得车辆工程学士学位。
After several years of technical engineering and its management background, Guo Yun experienced integrating management in project-based company in the past 5 years. He oriented strategic alignment from PMO insight, including business model discussion through comparing internal competence with market needs, collecting best practice and lesson learned for competence mapping, monitoring and controlling the performance and risks of executing project portfolio, guiding the program/project management under the portfolio, building, wide spreading and monitoring the project/program/portfolio management process and ICT tooling, facilitating the project management hard and soft skills improvement under the responsibility of PM Academy.
Guo Yun is currently enrolled in the International MBA program of Hong Kong University & Fu Dan University. He holds a BA in Automotive Engineering from Shanghai TongJi University.
演讲标题 Description: 项目型公司的智慧中心---战略项目管理办公室(PMO)|The Wisdom Center of the Project-based Company - Strategic PMO
每个成功的企业都有一个强大的智慧库,那么作为一个项目型公司PMO,我们的智慧中心又该在哪里呢?最合适的应该是具有战略地位的项目管理办公室。
项目型公司最基本也最全面的管理体系是项目管理,一切的过程管理都围绕着整套项目管理体系,通过项目管理获得企业竞争优势是项目型公司的显著特征。
战略PMO不断规划、实践、管理、搜集、分析业务的业绩表现和经验总结,积累形成企业的能力与知识,又通过战略管理的方式将其转化成能为客户提供价值的产品或服务投放市场,达到可持续发展的目的。
战略PMO包括如下实践职能:
项目管理制度及流程编制
项目管理制度及流程执行
项目组合管理
项目集(单一项目)管理
项目管理团队建设与管理
项目绩效管理
项目管理信息系统与知识管理
Every successful enterprise has a powerful think tank. As a project-based company, where should our intelligence center be? The most suitable should be the PMO, which takes the strategic position.
Project-based companies’ most basic and most comprehensive management system is project management, and the whole process management is revolved around the project management system. Obtaining the competitive advantage through project management is the salient features of the project-based company.
Strategic PMO constantly plans and practices, manages, collects, analysis the performance and experience of business, forming the ability and knowledge of enterprise, and through strategic management to convert them into products or services on the market to provide customers with value, achieving the purpose of sustainable development.
Strategic PMO includes the following practices functions:
Project Management Systems and Processes Formation
Project Management Systems and Process Execution
Project Portfolio Management
Program Management
Project Management Team Building and Management
Project Performance Management
Project Management Information Systems and Knowledge Management
4.屈宁崎女士,项目管理协会(PMI)认证项目管理专家(PMP),中国银联技术开发中心主管 | Ms. Nichole Qu,Supervisor of Unionpay Technical Development Center
2003年加入中国银联,先后负责QA团队和PMO团队,参与中国银联两代跨行转接清算系统的建设,具有金融领域丰富的项目管理和质量保证经验。
Ms.Qu has been worked as QA leader and PMO leader for Unionpay nearly 10 years since 2003,she participated in two generations of the inter-bank transfer settlement system construction of Unionpay,and has rich experience of project management and qualityassurance on financial sector.
演讲标题 Description:银联特色的PMO运作| PMO Operation with Unionpay Characteristics
中国银联是公司制运作的银行卡组织,处于银行卡产业的核心与枢纽地位,两代跨行转接清算系统均为自主研发建设,技术开发中心作为银联的主要研发部门,从 2005年起至今,已建立了一套成熟的项目管理体系,项目管理办公室从2007年正式成立,也已有五年多的历史。本次主要分享面对跨行转接清算系统这样在 实时性、高可用、质量三个方面要求都非常高的开发项目,PMO是如何发挥作用的。
China UnionPay is the bank card organization organized in corporation, it is the core and the hub of bank card industry in China.The two generations of the inter-bank transfer settlement system were developed and constructed mainly by staff of Unionpay Technical Development Center.We has established a set of mature project management system since 2005.TDC's PMO has five years history and deliver its effect on development project such as the inter-bank transfer settlement system which is high performance of real-time,high availability and high quality.
5.陈莉莉女士,国际商业机器全球执行服务有限公司高级项目经理 | Mrs. Lili Chen, Senior Project Manager, IBM China GDC
陈莉莉女士是IBM认证高级项目经理,EMBA,IT行业15年从业经验。10年项目管理经验。在IT行业的系统集成、应用管理服务、业务变革项目管理方面经验丰富,领导的项目遍布全球各个国家。当前主管来自多个国家的几十个项目。精通多门语言。
Chen Lili is IBM Certified Senior Project Manager. EMBA. She has been working in IT industry for 15 years. She has 10 years project management experience in global company, rich experience in managing system integration, application management service, business transformation projects, covered multi-countries business. She is managing many projects from serval countries. She is fluent in multi-lanaguages.
演讲标题 Description: 如何在全球复杂的环境下胜出| How to win in complex global environment
IBM已经进入一个新纪元,而全球的环境也变得越来越复杂。充分运用成功的项目经验和对新的复杂环境的适应是项目经理不可或缺的能力。本文涵盖了IBM 在项目管理方面的新的成功要素(与众不同的能力,客户第一,持续学习等),给项目经理带来新的启示,帮助成功赢得项目并且成功交付。
IBM has entered one new century, the global environment also become much more complex. Leveraging successful project experience and adaptability to current complex global environment are key to project managers. This presentation covers IBM’s new success factors in project management (differentiated capabilities, client 1st, continuous learning etc), Give project managers new view to continuously win deal and deliver successfully.
6.张国刚先生,用友软件上海分公司资深地产行业咨询实施顾问 | Mr. Zhang Guogang, a Senior Consulting Expert in Real Estate Industry of Yonyou Software Company Shanghai branch
任恒隆地产ERP项目经理一职,管理和组织用友(香港)有限公司恒隆项目的实现交付工作
The project manager of the HangLung ERP project, manage and organize the implementation of the HangLung ERP project, Yonyou (Hong Kong) Co., Ltd.
Working in Yonyou Software Company Shanghai branch now, as a senior consulting expert in real estate industry.
演讲标题 Description:恒隆项目管理实践介绍| Introduction Of The HangLung ERP project management
1.用友公司和恒隆公司介绍
2.恒隆地产ERP项目简介,用友项目管理体系、用友PMO组织体系、恒隆项目项目管理组织,项目的特点和挑战
3.项目实现过程的理论的实践运用介绍。
1 Yonyou and HangLung company introduction
2 The HangLung ERP project profile, Yonyou PMO system, HangLung ERP project Management Organization, The project characteristics and challenges
3 How to use the theory of project management to manage the HangLung ERP project.
7.吕欣先生,微软全球培训部区域培训经理| Mr. James Lv, Microsoft's Global Training Department Area Training Manager
吕欣,于微软工作12年,现任微软全球培训部区域培训经理, 于2009年创建微软中国大学,负责大中华区所有市场营销、业务与服务团队成员之教育训练与能力考核任务。曾任职于台湾微软项目技术部门经理,负责带领技术团队进行企业解决方案规划与产品技术支持各项工作。参与众多信息化流程改造工作与系统规划及实际建置工作,对于各项系统整合有丰富之经验、组织信息化有独到之见解。在加入微软之前, 吕欣曾任职于IBM Taiwan负责对大型客户提供产品技术支持。
于任职IBM时期著有”学习使用 Lotus Notes”与”设计开发 Lotus Notes应用系统”等相关书籍。
吕欣先生持有英国伦敦大学大学学院 (University College London) 计算机科学硕士与台湾国防大学工学士学位。
James Lv graduated from University College London (UK) with a Master degree in Computer Science and Medical physics & Bio-engineering. James has been in IT industry for over 15 years, acting a variety of roles for Training Management, Technology Solution Management, Business Development Management, Partner Business Management and Program Management.
He has been worked for Microsoft (China) as a Field Readiness Manager since 2007. Before that, James was a Solution Territory Manager & Partner Account Manager in Microsoft Taiwan. Prior to Microsoft, he worked for IBM Taiwan as a Software Engineer Manager, and had served in Taiwanese Army for 17 years. James retired as a LT. Colonel.
He has rich experiences in Solution Selling, as well as offering Sales Coaching. Particularly, James is an experienced trainer for teaching selling and communication skill courses. He also has devoted his spare time to develop selling skill course contents since 2006. Moreover, James puts the methodology into real practice; on-site assisting enterprise customers planning for their long-term business development and helping customers meet their business goals.
演讲标题 Description:微软特色的服务交付方法 | Services Delivery Methodology (SDM) with Microsoft Solutions Framework (MSF)
微软服务交付方法论(SDM)是根据微软解决方案框架(MSF)模型与项目管理协会(PMI)的项目管理知识体系(PMBOK®)的基本原则发展而成。它提供了指导,模板和工具在交易管理和交付管理阶段来支持微软服务提供团队,并通过提高质量和一致性,降低成本,并降低风险,以期在客户交付方面达成全方位的改善。
Microsoft Services Delivery Methodology (SDM) was developed following the base principles of MSF (e.g., governance model, risk model) and the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK® Guide). It supplies the guidance, templates and tools to support Microsoft Services team during the Deal Management and Delivery Management phases in order to improve all aspects of customer delivery through increased quality and consistency, reduced cost and reduced risk.
8.李骐先生,现代卓越集团首席咨询师 | Mr. Li Qi, Chief Consultant of BMMTEC Group Holding Ltd.
李骐先生现担任现代卓越集团首席咨询师,全面负责项目管理咨询工作。服务的类别包括项目管理体系建设、项目经理手册制定、PMO构建与运营、项目经理任职资格体系建设、项目管理信息化等咨询和培训工作。
李骐先生拥有10多年项目管理行业经验,历任项目经理、运营总监、项目总经理等职务,拥有软件开发和工程管理一线工作经验,从99年开始,亲自操作的项目包括大型网校系统、从零创办的清华大学企业家俱乐部。从2008年开始,陆续开展的咨询项目包括某大型上市工程企业的项目管理体系建设、某大型交通建设集团二级公司的组织结构设计、某大学建设企业的成熟度评估,某大学上市国企EPC最佳实践案例开发等。李骐先生积累了丰富的项目管理知识和咨询经验。
李骐先生毕业于北方交通大学,后就读于清华大学项目管理专业,创立MPM同学会,并拥有PMP、SCJP认证。
Mr. Liqi now is the chief consultant of BMMTEC Group Holding Ltd. He is overall responsible for the work of project management. The service category includes project management system construction, making the manager manual, PMO construction and operation, constructing the system of project manager qualification, project management informatization and some consulting and training work.
Mr. Liqi owns more than ten years experience in the field of project management, working as project manager, Director of Operations and project chief manager. He has the practical work experience in software development and engineering management. From 1999, the project that he operated includes large scale online school system and setting up the entrepreneurs club of Tsinghua University. From 2008, he has done the projects including the construction of project management system for a famous large public engineering enterprise, the organizational structure design for a large traffic construction company, the maturity assessment of constructing enterprise for a university, the best practice case studies for a listed state-owned enterprise EPC in a university etc. Mr. Liqi accumulates rich project management knowledge and consultancy experience.
Mr. Liqi graduated from the Northern Jiaotong University, then studying the project management in Tsinghua University. He set up the MPM students association. At the same time, he also owns the certification of PMP、SCJP.
演讲标题 Description:项目管理咨询与案例分享 | Project Management Consultation and Case Study
一、 当前常见的项目管理咨询服务内容和状况
二、 项目管理咨询操作模式和流程(AL行动学习模式)
三、 项目管理咨询师的能力地图职业发展
四、 项目管理咨询案例分享
a) 某上市央企项目经理任职资格体系
b) 某上市企业项目管理体系建设
c) 某房地产企业一体化管理体系
d) 某建设集团二级公司组织结构设计
五、 项目管理咨询业未来展望
论坛 B 跨文化的项目管理 | Cross-Cultural Project Management Collaboration
1.田坂真一先生,PMI日本分会总秘书长| Mr. Shinichi Tasaka,Secretary General of PMI Japan Chapter
田坂真一先生2010年加入PMI日本分会担任秘书长,
1977年加入IBM日本担任系统工程师,供职33年,
担任10年的CAE应用和超级计算机应用实施项目的领导人(ARGUS®-3D, PAM-CRASH®, PAM-FLUID®, PAM-STAMP®)
担任2年的日本理化研究所冲压仿真项目的项目经理
在日本担任2年的超级计算机应用的市场领导
在与政府和汽车行业有关的先进的实验项目中担任2年的团队领导
在文件公司和汽车公司担任12年的项目经理
Join PMI Japan Chapter as Secretary General in 2010
Join IBM Japan Ltd. as Systems Engineer on 1977
Worked there for 33 years
Leader as CAE Applications and Super Computing Applications implementation Projects for 10 years
(ARGUS®-3D, PAM-CRASH®, PAM-FLUID®, PAM-STAMP®)
Project manager for RIKEN Stamping simulation project for 2 years
Marketing Leader for the Super Computing Applications in Japan for 2 years
Team leader at an Advanced Experimental Project joint with Government and Automotive Industries for 2 years
Project Leader / Project Manager for Document Company, Automotive Company for 12 years
演讲标题 Description:PMI日本分会组织的全球领导者培训 | The Global Leader Training by PMI Japan Chapter
PMI日本分会一直致力于培养可以在世界上负责全球项目的项目经理。
日本的项目经理有足够的技能对由日本客户提出的项目进行管理。通常,他们有相同的文化、语言(日语)、宗教和生活习惯,会开展风格类似的项目。不需要讲英 文、写英文、也不会讨论不同的文化、不同的宗教,他们就可以在分配的项目中专注于自己的角色。然而,全球项目通常是在不同与以往的环境中完成的。项目经理 的技能地图与之前的要求也有显著不同。我将尝试介绍开展全球项目的技能地图和主要问题。另外,我将介绍去年PMI日本分会和PMI香港分会在香港地区和澳 门地区合作开展的两到三天的全球领导者培训,您将会看到培训对于现代项目经理人管理全球项目是很重要的。
PMI Japan is focusing on promoting project managers who can carry so called global projects in the world.
Japanese project managers have enough skills of project management for those projects sponsored by Japanese Clients. Usually, they have almost same culture, language (= Japanese), religious and life style and carry uniformed projects. They don't need to speak English, write English, discuss different culture, different religious, either. Then they can focus on their own roles during the assigned projects. On the other hand, the global projects are usually completely different environment from former ones. Project managers’ skill maps are quite different from the former ones. I try introducing the example of skill maps to carry the global projects and key issues. Also, I will show the example which PMI Japan and PMI Hong Kong Chapters collaborated and carried two day or three day Global Leader Training in Hong Kong and Macau last year. You can learn how the training is important for modern project managers to carry the Global Projects.
2.谢志杰先生,睿杰管理顾问公司总经理,PMI(项目管理协会)东北亚区地区发展导师| Mr. Jack Hsieh, the President at Maestro Project Management Consultants Co., Ltd., Northeast Asia Region Mentor in PMI
谢志杰先生拥有10年以上大型项目规划、执行、管理、及顾问辅导的丰富资历,过去曾带领索尼爱立信全球产品研发团队,主持手持式装置开发项目,服务全球数百万名用户,也曾担任罗技项目经理,负责数百万美元3C产品项目的执行与管理;谢先生目前担任睿杰管理顾问公司总经理暨首席顾问,为全球客户提供创新管理、新产品开发管理、项目管理的顾问与咨询、。其辅导之产业涵盖高科技、电信业、生技业、服务业、营建工程、政府部门、学术单位等。谢先生目前亦担任PMI(项目管理协会)东北亚区地区发展导师(Mentor)、参与项目管理社区之志愿者服务。
谢先生毕业于美国Stanford史丹佛大学航空太空研究所, 计算流体力学实验室。
Mr. Jack Hsieh has over 10 years of experiences in planning, executing, managing, and consulting on innovation and related project management. While with Sony Ericsson, he worked as head of project management team, led a cross-functional, cross site international team to develop handheld devices which served millions of user worldwide. He also worked with Logitech as a project manager to lead and manage millions in budget for own brand 3C development projects in Switzerland, Ireland, China, and Taiwan.
Currently, Mr. Hsieh is the President at Maestro Project Management Consultants Co., Ltd., a leading consulting company dedicated on innovation management, new product development management, and project management. He has offered and served customers worldwide in successfully deploying PM concept into practice; as well as creating a correct corporate innovation methodology. Mr. Hsieh and his team have engaged in services for a broad spectrum of industries,including high-tech, telecom, bio-science, service-oriented, C&E, academic, research, government sectors. Mr. Hsieh also serves as Northeast Asia Region Mentor in PMI and provides volunteer services in the project management community.
Mr. Hsieh holds a Master degree majored in Aeronautics and Astronautics from Stanford University and a Bachelor degree from the department of Mechanical Engineering, Yuan-Ze University.
3.钟一鸣先生,项目管理学会 PMI® 香港分会, 院士兼秘书长 | Mr. Danny Chung, Fellow, Honorary Secretary, Project Management Institute Hong Kong Chapter
宏基国际咨询有限公司, 合伙人
前香港赛马会, 高级项目策划经理
前加拿大永明金融亚洲区总部, 资讯科技/项目管理办公室PMO总监 兼任光大永明中国资讯科技总监
前加拿大 Cancom 咨询公司, 项目总监
香港资讯科技专业认证局, 委员兼项目总监
Partner, Emmanuel Global Limited
Former Senior IT Programme Manager, The Hong Kong Jockey Club
Former Regional IT/PMO Director, Sun Life Financial and stand-in IT Director for Sun Life Everbright China
Former Project Director, Cancom Consultants Inc.
Project Director, Committee Member of The Hong Kong Institute for Information Technology Professional Certification
演讲标题 Description:老板, 我刚为PMO瘦身了! Boss, I just shrink the PMO!
如何为香港最大博彩慈善机构的PMO瘦身. How I shrink the PMO of largest gaming charity organization in Hong Kong.
数据 Data
质量 Quality
流程 Process
文档 Documentation
任务角色 RASCI, 等 etc
4.苏俊荣先生,台湾地区财政部财政资讯中心主任 | Mr. Chun-Jung Su, Director-General of Fiscal Information Agency, Ministry of Finance, Taiwan Region
学历:
美国波士顿大学电子计算机应用学系硕士
国立中兴大学统计学系学士
经历:
财政部财政资讯中心 简任第13职等主任 (20110117 ~)
财政部财税资料中心 简任第10至12职等副主任 (20090123 ~ 20110117)
行政院研究发展考核委员会 简任第11职等副处长 (20071008 ~ 20090123)
行政院研究发展考核委员会 简任第10至11职等高级分析师 (20050131 ~20071008)
近年获奖事迹:
资讯委外管理荣获CMMI ACQ 认证 (2009年11月)
荣获“2011年资讯月”杰出资讯人才奖(个人奖)及“杰出资讯应用暨产品奖”
“电子发票案”荣获FutureGov本年度(2011年)年度卓越政府机关大奖
“电子发票案”荣获“2011 eASIA Award”《亚太电子化成就奖》颁发“电子商务类政府项目”类组第3名
“综所税扣除额单据电子化作业”获第三届“政府服务品质奖”- “服务规划类”奖项
Education Background:
Master of Boston University Computer Application Department
Bachelor of National Zhongxing University Statistics Department
Experience:
Fiscal Information Agency, Ministry of Finance, the 13th Senior Grade, Director-General (20110117 ~)
Financial Data Center, Ministry of Finance, the 10th to 12th Senior Grade, Deputy Director-General (20090123 ~ 20110117)
Research Development and Evaluation Commission, Department of Executive, the 11th Senior Grade, Deputy Director-General (20071008 ~ 20090123)
Research Development and Evaluation Commission, Senior Grade, the 10th to 11th Senior Analyst (20050131 ~20071008)
The winning Deeds in Recent Years:
Information Outsourcing Management won the CMMI ACQ Certification (Nov. 2009)
Won the "Information Month 2011" Outstanding Information Talent Award (individual Award) and “Outstanding Information Application and Product Award”
“Electronic Invoice Project” won FutureGov 2011 Excellent Government Award
“Electronic Invoice Project” won the third grade of “Electronic Commerce Government Project" of the “2011 eASIA Award”
“All the Tax Deduction Documents Electronically Operation” won the third “The Government Service Quality Award” of the “Service Planning Category”
演讲标题 Description:“赋税资讯系统整合再造更新整体实施计划”国税建置项目| “The Implementation Plan for the Integration Reengineering Update of Tax Information Systems” National Tax Project
5.朴英珉先生,PMI 韩国分会主席 | Mr. Young Min Park, PMI South Korea Chapter President
朴英珉先生,PMI韩国分会主席,创新系统技术韩国公司公司CEO。他拥有高丽大学企业管理学本科学位与阿拉斯加大学项目管理硕士学位。自20世纪80年代开始,朴英珉先生从中东建设工程开始了他的职业生涯,至今拥有超过30年的韩国国内及国际大型项目管理经验,涉及领域包括土木建筑、造船、重工类项目,以及信息通讯、电信和研发/新产品开发项目。
朴英珉先生于20世纪90年代中期将PMI的PMP认证引入韩国,并成为《项目管理知识体系指南》(PMBOK® Guide)韩国版翻译鉴定委员会主席。朴先生曾为多个国际项目管理组织在世界各地演讲,例如PMI,国际项目管理论坛(GPMF), PMAJ,ProMAC(SPM之双年度大会),项目管理南非协会(PMSA)与西班牙工程管理协会(CMAS)。他现任ISO21500 / PC236与TC258标准委员会成员,参与项目、项目集与项目组合管理国际标准的制订。
朴英珉先生至今为不同行业及多所大学做项目管理培训,并曾受到电视(K-TV)、报纸及杂志等媒体的采访,进行项目管理相关的演讲。2008年朴先生获得韩国项目管理协会所颁发的项目管理年度大奖。
Mr. Young Min Park is President of Project Management Institute (PMI) South Korea Chapter, and CEO of Innovation Framework Technology Korea Ltd. He has BS degree in Industrial Engineering from Korea University and MS degree in Project Management from University of Alaska Anchorage USA.
Starting his career from joining Middle East Construction projects in early 1980’s, he has experienced projects around 30+ years. He has various experiences in civil construction, shipbuilding and heavy industrial projects, ICT and R&D/NPD projects.
He introduced PMI’s PMP certification to Korea in the mid of 1990’s and has been Chair of Translation Verification Committee for PMBOK Guide Korean version. He has spoken at international conferences, i.e. PMI, GPMF, PMAJ, ProMAC, PMSA and CMAS as a speaker and presenter. He is currently representing Korea as a chair of ISO/TC258 mirror committee, which is for developing international standard for Project, Program and Portfolio Management.
He has been actively involved in training of Project Management at the industry and universities, and speech through media like K-TV and contributing to newspapers and magazines on PM related topics. He received ‘Sonam Award (Project Manager of the year) ’ in 2008 by KPMA.
演讲标题 Description:项目管理的老古董与新技术| Antiques and high-techs in Project Management
华城堡垒位于韩国水原市,修建于1794年1月至1796年9月,1997年被列为“世界文化遗产”,名为“华城城役仪轨” 的项目文档报告于2007年被联合国教科文组织称为“世界的记忆”。这份引人注目的文件包括项目计划、预算和实际成本的每一个细节。项目历时32个月,然而起初的计划是10年,项目的成本控制严格,完成项目仅花费预算的98.5%。
如今,许多现代高科技被引进项目。大量的项目管理软件产品、互联网、移动互联技术与网络摄像机、射频识别技术传感器相结合,以达到更好的项目计划和控制。演讲中将介绍和讨论这些新的先进的技术。
Hwaseong fortress was constructed during the year from January 1794 until September 1796 at Suwon, Korea. Hwaseong was inscribed as a ‘World Cultural Heritage’ in 1997 and the project documentary report called “Hwaseong Seongyok Euigwe” was inscribed as a ‘Memory of the World’ in 2007 by UNESCO. This remarkable document contains every details of project plan, budget and actual costs, materials used and people worked. The project was completed in 32 months whereas the initial plan was 10 years, and the cost was very tightly controlled and completed project with 98.5% of budget.,
Many modern high-techs have been introduced into projects today. Various PM software products, internet and mobile technologies were put together with web-camera RFID sensors to achieve better planning and control of projects. These new state of the art technologies will be introduced and discussed during the session.
6.李纪珍先生,清华大学经济管理学院副教授,教育部人文社科重点研究基地—清华大学技术创新研究中心研究员兼副主任 | Mr. Li Jizhen, Associate Professor of Tsinghua University School of Economics and Management, Researcher and Vice Director at the Research Canter for Technological Innovation at Tsinghua University
李纪珍博士是清华大学经济管理学院副教授,教育部人文社科重点研究基地—清华大学技术创新研究中心研究员兼副主任。李纪珍教授于1997年获得清华大学汽车工程和工业工程本科学位,2002年获得清华大学工商管理博士学位。作为国际教员,他于2006年在麻省理工斯隆管理学院访问半年。李纪珍教授主要讲授项目管理、技术创新管理、创新研究、技术创业和项目评估等课程,他的研究兴趣包括技术创新管理、科技政策和项目管理。作为项目负责人,李纪珍教授主持了包括4项国家自然科学基金项目在内的多个项目,他发表了60多篇学术期刊论文,主编了《成功通过PMP》书籍(2009年清华大学出版社)。
Jizhen LI - Associate professor. Jizhen holds a PhD(2002) in Management Science, a MA in Management Science, and BE(1997) both in Automobile Engineering and Industrial Engineering from the Tsinghua University. He visited MIT Sloan School of Management as an International Faculty Fellow for half a year in 2006. He is also a research fellow and vice director at the Research Canter for Technological Innovation at Tsinghua University. He teaches courses such as Project Management, Management of Technological Innovation, Innovation Research, Technological Entrepreneurship and Project evaluation. His research interests include management of technological innovation, science & technology policy and project management. As Principal Investigator, he has finished or is working on many projects, include four research projects funded by NSF of China. In 2013, as one of the Co-Investigators, he got the British Academy Award. He has published more than 60 journal papers. He is the chief editor of Passing the PMP Exam Successfully (Tsinghua University Press, 2009).
演讲标题 Description:中国项目管理的价值系统 | The Value System of Project management in China
项目管理是要为所在组织创造价值的。项目管理存在一个价值系统,需要我们去进行价值发现,价值传递和价值分配。一般通过改善现有价值系统、变革现有价值系统或者颠覆一个价值系统(并新创一个价值系统)来实现组织价值的创造,尤其是涉及到价值链或者干系人的管理,以及组织文化管理。
Project Management creates value for the organization. We need to capture, deliver and distribute the project value inside the value system of project management. Generally, we can improve or change the existing value system, even disruptive the old value system together with value chain, stakeholders management and culture issues.
7.胡远航先生 高级律师 英国品诚梅森-合森中国项目与工程律师联盟国际业务总监 | Mr. Mark Hu, Senior Counsel, Chief Supervisor of International Sector, Pinsent Masons-Hesen China Alliance
胡远航先生,现任英国品诚梅森-合森中国项目与工程律师联盟国际业务总监,主要负责中国工程企业对外工程承包业务中的法律服务。
他是西气东输二线、三线EPC工程、中老铁路等特大型工程的核心法律顾问。其在国际EPC工程、PPP项目融资、工程贸易、工程保险等领域具有卓越的造诣,尤其在法律服务结合项目管理的全过程、全链条风险识别和合同管理领域具有突出业绩。他作为项目总法律顾问,正在主持位于马来西亚、土耳其、菲律宾等数个总价值近超过三百亿元人民币的EPC项目的全链条合同起草、谈判,并全面负责项目全生命周期的项目法律顾问、索赔顾问工作。胡律师还是《建设工程施工合同示范文本》修订组成员。
胡远航律师曾先后就读于南京大学建筑与城市规划学院、北京大学法学院、英国BPP大学法学院,具有工程和法律的复合教育背景以及融贯普通法系和大陆法系的法学背景。
Mark Hu is currently the Chief Supervisor of International Sector of Pinsent Masons-Hesen China Alliance. His major practice area is providing legal services to Chinese contractors in their overseas projects.
As the major legal counsel for several large-scale projects, such as the EPC project of West-East Gas Transmission pipeline II and III, the construction of China-Laos Railway, and etc., Mark Hu is proficient in international EPC project, PPP financing, trade and insurance in engineering. He has particularly outstanding performance in the fields of legal service in the full life circle process project management, risk identification and contract management. Working as the chief legal counsel, he is presently presiding the drafting and negotiation of whole chain contracts of several EPC projects with total value exceeding RMB 30 billion in Malaysia, Turkey, the Philippines etc. and is taking complete charge of legal and claiming advising for the whole life cycle of the project. Mark also works as a revision group member of “Sample Construction Contract of Ministry of Construction”
Mark Hu, having studied at School of Architecture and Urban Planning, Nanjing University, Peking University Law School and BBP Law School, has combined education background of both engineering and law and has insightful knowledge of both common law and civil law.
演讲标题 Description:国际工程项目管理需要什么样的知识体系| The Knowledge system required in the area of Project Management of International Construction Project
1. 技术知识
1.1关于采用国际标准问题
1.2 关于技术与商务的接口
2. 项目管理知识
2.1 作为理论的项目管理
2.2 作为实践的项目管理
3. 计划管理知识
3.1 计划管理知识的几点认识
3.2 关于《Delay and Disruption Protocol》
4. 合同及索赔
4.1 国际工程法律体系
4.2 国际工程的合同风险识别和谈判
4.3 国际工程项目合同全链条管理
4.4 国际工程项目合同全过程管理
4.5 国际工程索赔与争议解决
5. 工料测量
5.1 关于工料测量的一些认识和学习路径
6. 本地化知识
6.1 当地法制环境和政策(硬环境)
6.2 当地文化和习俗(软环境)
1. Technical Knowledge
1.1 Issues regarding the adoption of International Standards
1.2 The Connection between Technical Issues and Commercial Issues
2 Project Management Knowledge
2.1 Project Management in Theory
2.2 Project Management in Practice
3 Programming Management Knowledge
3.1 Several Views on Programming Management
3.2 Regarding the Book “Delay and Disruption Protocol”
4 Contract and Claim
4.1 Legal system in relation to the International Project
4.2 Risk Identification and Negotiation in the International Project Contract
4.3 Management of Contract Chains in the International Project
4.4 Full Life Circle Management of the International Project
4.5 Claim and Dispute resolution of International Project
5 Quantity Surveying
5.1 Several Views of Quantity Survey and Studying Methods of Quantity Surveying
6 Knowledge of Local Environment
6.1 Local Legal Environment and Policy Issues(Hard Environment)
Local Culture and Customs (Soft Environment)
8.傅旭升博士, PMI台湾分会理事长,PMP | Dr. Simon H. Fu, Chair of PMI Taiwan Chapter, PM
傅旭升博士是PMI台湾分会理事长,现任博旭科技顾问公司资深顾问、屹通信息科技(澳门)有限公司台湾地区代表、逢甲大学兼任助理教授,曾任高雄应用科技大学兼任讲师、中山大学兼任讲师等职,拥有丰富项目管理、系统工程、系统分析、需求分析等工作经验及项目管理教学经验,实际执行大型项目采购、计划与执行项目(预算超过上亿),并派驻美国洛克希德马丁公司担任项目经理,具备项目企划书与报告撰写能力,专长研究领域包括非线性最优化系统及控制、非线性适应控制及应用、水面船舰动力控制设计、项目管理、系统规划/任务规划/功能需求、品质管理及系统模拟与效益分析等,目前研究重点为机电整合运用于老人照护与健康照护、降低柴电汽车尾气排放污染等,曾发表国际学术期刊论文15篇及多篇著作、译作,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。
Currently he is Senior Consultant of IMS Technology & Consultant Inc., and work with HSIC group, Chen-Guan University, he is also serve as President of Project Management Institute, Taiwan Chapter, Assistant Professor of Feng Chia University, and consultant of Smart Clothing research projects and biosensing application for MP&C. Dr. Fu has more than 15 years of experience in the fields of project management, system engineering, system analysis, and requirement analysis. His academic research covers adaptive control, nonlinear control and dynamics, surface vessel control, project management, and functional analysis. He has been published more than 15 academic papers and other 40 articles on different journals. He earned his doctorate title from National Sun Yat-Sen University, Kaohsiung, Taiwan, and MSME from Naval Postgraduate School, Monterey, CA, and Master of Applied Mathematics from University of California, San Diego, US. Dr. Fu is one of the translators of the Traditional Chinese PMBOK Guide 4th edition, and editor of the Traditional Chinese Construction Extension for PMBOK 3rd edition.
演讲标题 Description:跨越文化的差异——了解与沟通| Crossing Cultural Differences -- Understanding and Communication
项目最大价值在于跨领域整合,而项目管理最大的价值在于整合,整合跨部门、跨领域的利害关系人共同为一致的目标而努力,这一致的目标可能与各部门或单位的优先顺序有冲突,文化的差异显现在各部门之间,不同部门或组织因为不同文化内涵,处理冲突的方式不同,各领域因为事业的不同,而且隔行如隔山,如何设身处地,成就非自己领域的事业?同理项目经理如何整合让不同领域的事业人士均认同?这些都将是未来项目的挑战,因此,《PMBOK®指南》第五版新增设的第十个知识领域“利害关系人管理”中有明确的说明“辨识利害关系人及分析其利益高低、各自的期望、重要性及影响力,对项目成功极为关键。”如何跨越文化的差异,就显得非常重要。讲者在其过去超过20多年项目管理经验,由台湾的“台北圆环”、“眷村”与“iPOD”等案例说明,相互沟通与了解是跨文化差异的关键,同时在一致的文化下,可以异中求同,提升共识的基础。
The greatest value of project is interdisciplinary integration, while the greatest value of project management is integration, integrating stakeholders of cross-department and cross-area to work together for the same goal. This same goal might has conflict with the priority of each department or sector. Cultural difference appears in each department. Each department and organization deal with conflict differently due to different cultural connotation and different business goal of each sector. Since difference in profession makes one feel worlds apart, how to put yourself in other’s position to make achievement that is not in your professional area? In a similar way, how do the project managers to make integration to be recognized by staff from different area? These all are the challenge of future projects. Therefore, PMBOK® Guide fifth edition has added the tenth knowledge area “stakeholder Management”. It says, “Identifying the stakeholders and analyzing their benefit, separate expectation, importance and influence is very essential to the success of projects.” How to cross the cultural difference is very important. With more than 20 years experience of project management, the speaker will explain the understanding and communication is the key of crossing the cultural difference, and the basis of seeking common among difference, promoting consensus under the same culture, through the examples as “Chien-Cheng Circle”, “military dependant village” and “iPOD”.
论坛 C 项目管理对组织的价值 | Value of Project Management to Organizations
1.萨熠恒先生,ESI亚洲客户咨询服务总监| Mr. Ravi Sahi, ESI International’s Regional Director of Client Solutions
萨熠恒先生, 具有20多年项目和项目集管理经验的业内资深人士.是负责ESI亚洲客户咨询服务总监。由于多年在不同国家以及不同行业的经验积累,使得他对于项目管理实践形成了自己深刻独到的见解。萨熠恒先生为几乎所有不同类型的机构进行过咨询和项目管理培训。他经常在PMI的活动中作讲演,话题涵盖管理全球化项目、战略优势的风险评估、项目管理经理人的成功要素、项目管理专业人才所应具备的能力、如何快速和高效的规划项目以及管理整合项目等。在2009年, 他受邀作为外国专家局 <PMP引入中国十周年交流研讨会> 演讲嘉宾。萨熠恒先生拥有斯坦福大学认证项目管理经理SCPM证书以及PMI颁发的项目管理师PMP证书。
Ravi Sahi, ESI International’s Regional Director of Client Solutions – Asia, has 20 years of project management experience in physical infrastructure development, strategy-based consulting, and information technology in the financial services sector. With widespread, cross-industry experience on many cross-border engagements, Ravi has a keen understanding and appreciation of the criticality of focused, disciplined, and effective project management. Along with his MBA (Strategy & Finance), he is also certified as a Project Management Professional (PMP®) by the Project Management Institute (PMI®), and is also a Stanford Certified Project Manager (SCPM). Ravi has delivered project and program management training and has consulted at all organizational levels which have significantly benefited clients worldwide. Ravi is a frequent speaker on Project Management topics at events organized by the State Administration of Foreign Experts Affairs of China.
演讲标题 Description:2013年PMO全球现状:逐步演变还是剧烈变革? | 2013 State of the PMO: Evolution or Revolution
ESI International 的亚洲客户咨询服务总监 Ravi Sahi 先生将就最新发布的第三次年度全球PMO(项目管理办公室)标杆调查发表演讲。在此次调查中,我们收集了全球各地逾2,000名项目管理专业人士的反馈。
在这一富于信息性与互动性的活动中,您将了解到:
· 全球PMO的潮流趋势
· 对PMO感知价值的最新反应以及各种PMO职能的演变
· 敏捷在PMO中日益重要的角色;以及组织为打造高职能PMO所必备的胜任能力与技能。
Ravi Sahi, ESI International’s Regional Director of Client Solutions – Asia, will present the recently released third annual global PMO benchmarking survey which garnered over 2,000 responses from project professionals globally.
At this informative and interactive event, you’ll learn:
· What is trending, and what is not, in the world of PMO
· Latest reactions to the perceived value of the PMO and its evolution in the various PMO functions
· Increasing role that Agile plays in the PMO and necessary competencies and skills needed by the organization to make up a high-functioning PMO
2.赵弘先生,用友新道项目管理事业部总经理。用友大学创始人之一、顾问学院院长 | Mr. ZhaoHong, General Manager of Yonyou Seentao Project Management Business Department, One of the founders of Yonyou University, President of Consultant Academy of Yonyou
赵弘先生是用友集团原中南大区总经理。曾任联想集团ERP、Y2K、CRM大项目经理。连续四年荣获用友集团优秀企业培训师、催化师称号。项目管理专业人士(PMP)专职讲师;美国运营协会APICS新加坡认证TTT讲师、美国匹兹堡认证LDI高级讲师。项目管理知识体系指南(PMBOK® Guide)第五版译者和PMBOK实用宝典译者。
Mr. Zhao Hong is the former general manager of the SouthChina Region in Yonyou Group, former large project manager for ERP, Y2K, CRM in Lenovo Group. He won outstanding corporate trainers, Facilitators award in Yonyou Group for four consecutive years. He is also the Project Management Professional (PMP) lecturer, TTT lecturer authenticated by The Association for Operations Management (APICS) Singapore, LDI senior lecturer authenticated by Pittsburgh of USA. Translator for PMBOK® Guide (5th edition) and Practical Bible for PMBOK.
演讲标题 Description :小时代大项目,后PMP时代大项目经理涨薪利器 | Mastering the competitive edge during the post-PMP era
PMP 培训认证在中国如火如荼快速发展,很多项目经理在学完项目管理知识体系指南( PMBOK ® Guide )且获得PMP证书后仍需要在项目文档上多下工夫,才能更好地管理项目。在复杂项目中,项目经理主要做四件事情:规划、监控、沟通和文档。规划、监控和沟通的基础就是项目文档。在项目管理的过程中,所交付的工作成果大部分是文档。资深经理之所以价值百万年薪,其中之一的秘诀就是项目管理的各种文档烂熟于胸,应用的炉火纯青。
PMP certification training in full swing in China, many project managers in the completion of PMBOK ® Guide and obtain PMP certificate will still need to work hard on project documents to better manage the projects. In complex project, the project manager mainly be in charge of four things: planning, monitoring, communication and documentation. Project documentation is the basis of the planning, monitoring, and communication. In the project management process, the majority of the deliverables are the project documents. The reason why the senior manager salary worth millions, one of which is being familiar with the application of project documentation.
3.林少培先生,上海交通大学机动学院项目管理教研中心主任、教授| Mr. Lin Shaopei, Professor, Director, Project Management Teaching & Research Centre of the School of Mechanical Engineering of Shanghai Jiao Tong University (SJTU)
林少培先生是上海交通大学机动学院项目管理教研中心主任,教授,上海交通大学船建学院工程管理研究所技术总监, PMI(项目管理学会)全球学位鉴定理事会GAC理事,英国土木工程师学会上海分会秘书长,英国土木工程师学会资深会员FICE。英国皇家特许工程师CEng英国"Bridge Engineering"杂志编委,英国"Civil Engineering Innovation"杂志编委,英国"Management, Procurement and Laws"杂志编委。林少培先生是大连理工大学钢结构研究生及工程力学研究生。1992年获国务院颁发的政府特殊津贴。曾任前国家计委、中国国际工程咨询公司咨询专家, 负责大型工程项目的技术和经济评价工作。1985年后在上海交通大学从事教学与科研工作。发表国内外学术论文近150篇,内容涉及工程,管理,计算力学,计算机应用,模糊推理和人工智能等领域。
Mr. Lin is professor, director of Project Management Teaching & Research Centre of the School of Mechanical Engineering of SJTU, Technical Director, Institute of Engineering Management, SJTU, Board Director, PMI-Global Accreditation Center, Director General, ICE Shanghai Branch FICE & CEng. Editorial Board member of British Journals "Bridge Engineering", "Civil Engineering Innovation" and "Management,Procurement and Laws". He engaged in graduate program and research in the Dalian University of Science and Technology. Professor Lin has had a long-term experience in teaching, research and consultation works in engineering and management. He awarded since 1992 the Government Special Allowance for outstanding contributions to the cause of education of high learning, issued by the State Council of PRC. He has been the consulting expert of former China State Commission of Planning responsible for economic and technical appraisal for mega projects. Professor Lin returned from industry to University and worked for Shanghai Jiao Tong University since 1985, devoting himself in teaching and research works. He had published more than 150 papers in Journals and in domestic and international conference in a variety of disciplines, including engineering, management, computational mechanics, computer application, fuzzy inference and artificial intelligence etc.
演讲标题 Description:第三次工业革命中的项目管理展望| The Perspective of Project Management in the 3rd Industrial Revolution
对第三次工业革命的背景、特征、趋势、风险与机遇进行展望与分析,其内容为:
1)第三次工业革命的躁动
2)后金融危机美国的“再工业化”
3)由美国总统顾问班子提出的“先进制造伙伴(AMP)”计划
4)第三次工业革命(一)(数字化制造业论)
5)第三次工业革命(二)(后碳化绿色能源论)
6)第三次工业革命中项目管理所面临的冲击
* 智能自动化技术,尤其是采用CAD、CAM、TQM 等技术。
* 纳米电子器件技术。对下一代微处理器进行研发及制造技术、材料等技术的研究
* 新材料设计技术。耐高温、轻质的电子功能材料推动了运输、电子和航空业的发展,使其在
产业占据统治地位。
* 生物制造技术。生物制造技术目前已经广泛应用能源、制药
* 3-D打印技术使制造业的生产方法、工艺流程、生产组织和生产管理产生根本颠覆性的变化
* 社会生产的高端化和高附加值化使制造业和服务业的界限显得越来越模糊
上述新技术和新动向使建立在第二次工业革命的生产线流程基础上传统项目管理的理念与方法产生了颠覆性的变化,使人们不得不去思考在第三次工业革命的冲击下,项目管理又会变成哪一般?
The perspective and analysis of the background, characteristic, tendency, risk and opportunity of the 3rd Industrial Revolution as well as its impact to traditional project management:
1)The restlessness of the 3rd industrial revolution
2)The reindustrialization of USA after the financial crisis,
3)The “advanced manufacturing partnership” plan proposed by U.S. President Advisory Council
4)the 3rd Industrial Revolution (one) (The digital manufacturing revoltion)
5)the 3rd Industrial Revolution (two) (The post-carbonized green energy era)
6)The impact to traditional Project Management facing the 3rd Industrial Revolution
* Intelligent automation technology, Especially the CAD, CAM, TQM, intelligent robot and other techniques.
* Nano-electronic device technology. The study about the research, manufacture and material of the next generation of microprocessors
* New material design technology. High temperature resistant, lightweight electronic functional materials promote the development of transportation, electronic, and aviation industry, making themselves dominant.
* The biological manufacturing technology. Biological manufacturing technology has been widely used in energy, and pharmaceutical industries.
* The 3-D printing technology makes manufacturing methods of production, technological processes, organization of production and management of production got the radically disruptive changes.
* The high-end oriented and high value-added social production makes the boundaries of manufacturing and services more vague.
The new technologies and new trends make the traditional project management concepts and methods established on the production-line process of the 2nd industrial revolution took disruptive changes, so that people have to think about under the impact of the third industrial revolution, what the project management will become?
4.葛理查先生,IIL中国高级培训师 | Mr. Richard Gelders, Senior Trainer of IIL China
葛理查是中国企业咨询公司的资深合伙人和培训公司的共同创办人。他是IIL中国的高级培训师。曾在欧洲、美国和亚洲工作10年。他曾在咨询公司担任高级管理角色领导国际咨询团队,并在很多行业(制造,物流)发展咨询业务。他曾为跨国公司在全球,地区和国家层次上管理商务项目(飞利浦医疗保健公司,富士施乐,阿迪达斯,阿克苏等)。项目涉及策略决定,业务转型,变革管理和实施解决方案。
葛理查先生提供项目集和项目管理,变革管理,领导力和人际技能方面的培训。他是项目集管理和变革管理实践的高级顾问。曾以在中国开展业务的高级顾问的身份,在亚洲、欧洲和美国的国际大会上发言。
葛理查先生拥有工学硕士学位(奈梅亨大学 ,荷兰和米兰大学,意大利)。他进修过商务管理与组织的大学课程。拥有PMP和PRINCE2认证,供应链与运营管理学位(APICS),国际领导力和变革管理方式的证书。
Richard is senior partner of a business consulting firm and co-founder of a trading firm in China. He is senior trainer of IIL China. Has working experience in Europe, USA and Asia (10 years). He had senior management roles in consulting firms leading international consulting teams and developing consulting business in various industries (manufacturing, logistics). He has managed business programs for multinational companies on global, regional and country level (Philips Healthcare, Fuji, Adidas, Akzo etc.). Programs covered strategy definition, business transformation, change management and solution implementation.
Richard delivers training in program & project management, change management, leadership and interpersonal skills.
He is senior advisor for program management and change management practice. Delivers speeches at international congresses in Asia, Europe, and USA. Act as senior advisor for business start-ups in China.
Richard holds a Master Degree in Science (University of Nijmegen, The Netherlands & University of Milan, Italy). Minor University Program in Business Administration & Organization. PMP & PRINCE2 Certificates. Supply Chain & Operations Management Degree (APICS). International Leadership, Change Management Certificates.
演讲标题 Description:卓越的项目管理创造组织价值(+案例分析)| Creating Organizational Value with Project Management Excellence (+ Case Study)
在当今竞争激烈,纷乱的国际经济环境下,公司要保持领先会面临很多挑战。组织革新和技术进步是组织保持竞争力的部分策略。公司正在转向以项目管理来持续管理这些变革,以支持组织战略,走向成功。
越来越多的公司清楚地看到,投入时间、金钱和资源去建立的组织项目管理专业知识所带来的回报。它使得项目按时和在预算之内完成,创造了战略价值。
项目管理需要结合项目组合管理、项目集管理,以及其他学科来创造组织价值。项目管理源于组合层次,在此层次,战略视角驱动初始投资资金,并确定价值衡量标 准(投资回报率)。项目集和项目创造业务成果。让项目业务成果和战略保持一致非常重要。它可以帮助干系人了解项目收益的依赖关系。
项目正在成为日常业务不可分割的部分。将项目管理嵌入组织将创造一个协作的环境。高管团队对项目管理的参与越多,会带来更好的公司的业务和价值。
Companies are facing many challenges to stay ahead of the pack in today’s competitive and chaotic global economy. Organizational changes and technology improvements are part of the organizational strategy to stay competitive. Companies are turning to project management to consistently manage these changes to support strategy and deliver business results.
More companies are clearly seeing the payoff from investing time, money and resources to build organizational project management expertise. It helps to create a strategic value chain by delivering projects on time and within budget.
Project management needs to be coupled with portfolio and program management and other disciplines to create organizational value. Project management starts at portfolio level, where strategic vision drives initial investments and where value measures are defined (ROI). Programs and projects deliver business outcomes. Aligning project business outcomes with strategy is important and helps stakeholders to understand the dependencies of project benefits.
Projects are becoming integral part of daily business. Project management embedded in the organization will create a collaborative environment. And the more involved the executive team is, the better the results and value for the company.
5.乔培伟先生,嘉惠集团总裁、诺维亚知识技术顾问公司首席执行官、IMI国际管理学院董事长、LOMA国际金融保险管理学院董事长| Mr. Perry Chyau, CEO of Chiahui Group, CEO of Knovia, chairman of the International Management Institute (IMI) and the LOMA Institute of Greater China (LIGC).
乔培伟先生曾担任美商大都会人寿台湾分公司总裁、大中华区副董事长。目前担任嘉惠集团总裁、诺维亚知识技术顾问公司首席执行官、IMI国际管理学院董事长、LOMA国际金融保险管理学院董事长。丰富的经验和专业知识让担任诺维亚知识技术顾问公司首席执行官的乔培伟得天独厚,能够充分结合金融、IT、教育等三项热门专业,以及超人一等的国际视野和掌握时代脉动的能力,成功地扮演协助企业开发知识解决方案、推动创新和提高整体绩效的专家角色。
乔培伟先生的专长及研究领域:新媒体产业投资,云端运算在产业的应用,人力资本的管理(HCM)、TMS(人才管理的发展系统)、全球创新人力资源培训策略规划研究、企业混成学习、企业流程再造(企业进程管理)、跨国公司的营运策略。
Perry Chyau was CEO of Metlife Insurance Taiwan and vice chairman of Metlife Insurance Greater China. He now serves as CEO of Chiahui Group, CEO of Knovia, chairman of the International Management Institute (IMI) and the LOMA Institute of Greater China (LIGC). The breadth of Perry’s experience and expertise offer Knovia’s CEO the ability to fully integrate his knowledge of three important industries – Finance, IT and Education, with an adept international perspective, while his current positions provide direct access to changing trends and business dynamics. Perry is a uniquely qualified expert in developing company knowledge solutions, fostering innovation, and improving overall performance efficiencies.
Perry’s areas of research and expertise include: new media investments, cloud computing industrial applications, human capital management (HCM), TMS (Talent Management Systems), planning and research for innovative global HR training strategies, blended learning, Business Process Reengineering (Business Process Management) and operational strategies for multinational companies.
6.于兆鹏先生(PMP、MBA),中国银联培训中心主管| Mr. Bruce Yu (PMP、MBA), Supervisor of Unionpay Training Center
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。十三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。中国第一批PgMP的研究者、推动者、实践者。2011年中国知识管理人物。国际PMP、P3O、ITIL认证,MBA。在学术上尤其是项目知识管理方面在行业领域有独创性成果,完成了《项目企业的知识管理应用》专著。
Former HP (Shanghai) KM Manager, PMO leader. Former Director of Ctrip Knowledge Management Center, Head of Ctrip Program Management Committee . Bruce has 13 years experiences in project management, once leaded the organizational major projects like Haier SBU project, Yizhong ERP project, HP knowledge management program and Ctrip knowledge management program and etc.. One of the first PgMP researchers, explorers and practitioners in China. 2011Chinese Characters of Knowledge Management. PMP, P3O, ITIL certificate, MBA. Academically, some outcomes particularly in project knowledge management area are recognized as original invention. His book”the practice of knowledge management in project enterprise" is influential in KM and IT industry.
演讲标题 Description:项目管理九宫格| Project Management Square Mandala
项目管理九宫格以PMI最新推出的《项目管理知识体系指南(第5版)》和《项目集管理标准(第3版)》为根据,以讲师13年来的外企、国企、民企的多样化项目管理实践经验为基础,以讲师10多个行业8年来咨询经验为依托,全方位展示不同类型的企业环境(外企、国企、民企)项目管理的差异,不同类型项目(业务项目、市场项目、技术项目)的特点,,不同规模的项目(小型项目、中型项目、项目集群)管理的区别化思路、方法和工具。
此次分享突出中国本土化实践,着重说明在中国企业实战环境中有效的需求管理、项目干系人管理、项目集群治理的特点,演示业务收益地图、市场量化图、项目五步法、3 + X中型项目体制等工具和方法。此外,业务、市场、技术类型项目的差异化生命周期管理、项目集中管理不确定性中的确定性的技巧、项目集架构(Architecture)管理、组件资源与收益的协同管理均是本次分享的亮点。
The “Project Management Square Mandala” is based on the latest PMI publication《PMBOK(5th version)》 and《Standard for Program Management(3rd version)》. With the rich project and program management experience of the speaker in foreign companies, state-owned enterprises, and private companies in the last 13 years, with the consulting experience that the speaker got in more than 10 industries in the last 8 years. The sharing will comprehensively display the differences in project management in the different types of enterprise environment (foreign companies, state-owned enterprises, and private companies), the features of the different types of projects (business projects, market, technology project), the difference of the ideas, methods and tools in different size of project (small and medium-sized projects, program).
The sharing will outstand the China local practice, emphasize on the features of effective requirement management, stakeholder management, and program governance in the Chinese enterprises environment, and demonstrate the tools such as benefit map, quantitative chart, 5 steps of project management, 3 + X. In addition, the highlight of the sharing cannot be overlook: Differentiation lifecycle management of different type projects in business, market, and technology, the skills of managing the certainty in the uncertainty, program architecture management, and the collaborative management of component resources and benefits.
7.沈毅先生,德尔福派克电气系统有限公司(德尔福集团)亚太区PMO高级经理| Mr. Shen Yi, Senior Manager of PMO, Asia Pacific of Delphi Packard Electrical System Co., Ltd (Delphi Group)
沈毅先生拥有15年信息系统与汽车电子领域的大型项目管理和跨国PMO管理经验,负责带领一支成熟的项目经理团队为亚太区范围内不同国家的汽车行业OEM提供从产品设计、工程开发到生产系统设计、新产品导入、质量控制和工厂运营指标达成的全流程服务。在此之前,他曾为惠普公司中国研发中心,以及全球领先的电子制造服务提供商JABIL等企业服务。他在新产品工程开发领域和制造业工厂运营领域积累了丰富的经验,并创造性地通过将项目管理与运营管理相结合,探索作为独立职能的企业级项目管理的价值定位。他所领导的项目管理部门,不仅为客户不断交付完美量产的项目,更为企业不断培养独挡一面的职业经理人。沈毅先生拥有上海交通大学安泰管理学院工商管理硕士学位和北京理工大学信息系统工程硕士学位。
With 15 years experience of big program management and multinational PMO manage in IT and Automotive industry, Mr. Shen Yi is charge of leading a mature team of program managers to service for Different automotive OEMs in different countries over Asia Pacific region. Team delivery covers from product design, engineering development, manufacturing system design, new product introduction, quality control and plant operation metrics target .Before this role, Mr. Shen worked for HP China R&D center and Jabil, a leading EMS supplier. He built solid knowledge in new product development area and manufacturing plant operation management area. Furthermore, he combined these two areas and try to discover and develop the position of Enterprise Program Management in the corporation. His PM department, as a strong function in company, not only deliver flawless launch Program, but also excellence Program Manager. Simon Shen holds a MBA degree from Antai College of Economics & Management, Shanghai Jiaotong University. He also holds a Master in Computing Engineering from Beijing Institute of Technology.
演讲标题 Description: 企业级项目管理的价值定位 – 动态运营管理|Position of Enterprise Program Management
在项目经理职位变得越来越普遍,项目管理被越来越多企业所接受的同时,作为独立的职能项目管理在企业组织层面的定位却还谈不上明确。毫无疑问,企业层面的项目管理既可以是知识管理或者是方法论的一种,也可以是一个项目流程集合或持续改善中心。但无论是上述的哪一种,都比不上直接对企业的最终目标 – 运营利润产生影响来得更有帮助。如同质量部门负责减少缺陷,财务部门负责核算成本一样,总有一样是属于项目管理和项目经理的专职,那就是对于变量的管理,也就是所谓动态运营管理。当工厂的设备利用率、生产效率、First Time Quality等静态指标达到标准之后, 如何对新项目、新工厂、新产品、新技术这些动态运营的关注对象通过项目管理实现最优化,是项目经理和项目管理的专职。更深入地看,相对于传统运营管理职能更关注静态指标最优化从而形成部门利益冲突和企业整体利益的无法最优化,项目管理通过管理变化创造价值。这就是企业级项目管理的价值定位。
演讲内容目录:
汽车行业的传统运营结构
德尔福精益(Lean)生产方式
企业级项目管理的价值定位
汽车行业项目组合管理的现状
企业级项目管理的结构框架
企业级项目管理的主要优势
案例1:新工厂建设中的应用
案例2:新能源汽车项目管理
When the project manager role becomes more and more popular and thousands of companies accept project management to be part of their organizational chart , it is still not that clear for the position of PM department as an independent function. No doubt , enterprise level program management can be knowledge management or another methodology to work .It can also be taken as a collection of procedure of program management or company excellence center .But nothing of above can have the same value comparing to directly impact the final goal of the company – create operation income . Just like the Quality department in charge of reduce the error , Finance department in charge of cost accounting , there should be something specially for PM . And that is the management of change , or you can call it as dynamic operation manage.
After all the static metrics achieved , it is PM and PM department who can do the optimization for those dynamic operation objectives : New program , New plant , New product and New technology .More deep thinking , we can find that it is the best way to avoid the traditional operation function interest conflict and achieve the whole enterprise benefit optimization . And that is position of Enterprise Program Management.
Agenda :
Traditional operation structure in automotive industry
Delphi Lean Operation Method
Position of Enterprise Program Management
Program Management in automotive industry
Enterprise Program Management Structure
Major Benefit of Enterprise Program Management
Case 1: EPM use in New Plant Start Up Project
Case 2 : EPM use in New Technology – Hybrid EV
8.傅永康先生,PMP,上海清晖项目管理创始人,PMP培训讲师 | Mr. Fu Yongkang, PMP, Founder of Shanghai Changeway Project Management, PMP Trainer
毕业于复旦大学管理学院MBA,在银行、创投、软件、教育培训等行业具有近20年从业经验,近年来专注于从事项目管理知识体系普及与传播,并致力于推动企业项目管理变革工作。
MBA graduated from Fudan Management School. Have been working in the field of Banking, Venture Capital, Software, Education & Training for almost 20 years. In recent years, Mr. Fu focus on popularizing and spreading project management body of knowledge, and devote to promote the change of enterprise project management.
演讲主题Description:组织项目管理提升企业价值链 | Organizational Project Management promote Enterprise Value Chain
1、迈克尔•波特价值链模型简介
2、变革时代的企业价值链重塑
3、组织项目管理体系建设与企业价值链提升
1. Brief introduce to Michael Porter’s Value Chain Model
2. Rebuilding of enterprise value chain in changing time
3. Organizational project management system building and enterprise value chain promoting
论坛 D 项目经理职业发展 | Project Manager Career Development
1.宁德军先生,IBM软件集团Rational中国区CTO(PMP) | Mr. Ning Dejun IBM Rational GCG CTO
宁德军先生现任某跨国软件集团Rational中国区CTO,PMP。宁先生有超过15年的项目管理和软件工程经验,先后在阿尔卡特比利时研发中心、某跨国软件集团担任资深经理人、资深技术顾问和项目经理,负责软件开发和项目管理过程改进、项目管理平台的构建和实施、项目管理办公室和项目组合管理解决方案的推广,拥有丰富的跨国项目、大型项目管理和实施经验。曾为阿尔卡特、外专局、中石化、华为、中兴、爱立信、腾讯、上海电力等数十家企业提供项目组合管理和软件工程的咨询和培训服务。宁德军先生目前专注于项目组合和项目管理、敏捷开发过程和企业架构等技术的研究。
DJ is a International Software Group Rational GCG CTO, Executive Certified IT Specialist, PMP, vice-Chairman of China Agile Association. He had above 13 years working experience in International Software Group Rational China and more than 15 years’ experience in software engineering and software project management. He helped many enterprises to improve their system engineering process & SW project management capability. These organizations including the largest 6 banks of China, SMEPC, Alibaba, Tencent, Haier , China Mobile, HuaWei, ZTE, Alcatel Sbell, Ericson, and COMAC.
DJ Ning had rich experience on Agile Development and Project Management. Now he focused on specialty of Cloud Computing, Portfolio Management , Agile Development, Measurement & Metrics of System Engineering and Enterprise Architect.
演讲标题 Description:某跨国软件集团的人才发展与管理体系| Talent Development and Management System in the International Software Group
2.马克C林顿先生,全球知名的敏捷®先生,组织战略家和PMI认证讲师 | Mr. Mark C. Layton, known globally as Mr. Agile®, an organizational strategist and PMI certification instructor
马克C林顿,全球知名的敏捷®先生,组织战略家和PMI认证讲师,拥有20年以上项目管理领域经验。他是傻瓜书系列《威利父子出版公司的敏捷项目管理》的作者,是白金之边公司的创始人。白金之边是一家组织改进公司,支持组织通过敏捷的审核、培训和改造,实现瀑布模型到敏捷模型的转换。
马克拥有洛杉矶加利福尼亚大学MBA学位,,和新加坡国立大学学士学位,。拉文大学行为科学学士学位,美国空军学院电子系统文凭。他也是美国空军领导力学院的杰出毕业生、项目管理专业人士(PMP)、Scrum教练(CST),和斯坦福大学的高级项目管理认证(SCPM)的持有人。
在2001年成立白金之边前,马克曾担任咨询公司高管、项目集管理教练和战壕项目领导者,来积累专业知识。马克经常在精益,Scrum,XP和其他敏捷解决方案领域做演讲。
白金之边由专注于敏捷的MBA,行为学专家和认证项目领导者的团队组成。它帮助想从战略上提高项目投资回报率的公司,并已有10多年经验。白金之边帮助公司以更低的成本、更少的风险、更快地提供价值。
Mark C. Layton, known globally as Mr. Agile®, is an organizational strategist and PMI certification instructor with over 20 years in the project/program management field. He is the author of Wiley & Sons' Agile Project Management for Dummies series and is the founder of Platinum Edge, Inc. – an organizational improvement company that supports businesses making the Waterfall-to-Agile transition through agile audits, training and transformation.
Mark holds MBAs from the University of California, Los Angeles, and the National University of Singapore; a B.Sc. (summa cum laude) in Behavioral Science from University of La Verne; and an A.S. in Electronic Systems from the United States Air Force’s Air College. He is also a Distinguished Graduate of the Air Force’s Leadership School, a certified Project Management Professional (PMP), a Certified Scrum Trainer (CST), and a recipient of Stanford University’s advanced project management certification (SCPM).
Prior to founding Platinum Edge in 2001, Mark developed his expertise as a consulting firm executive, program management coach, and in-the-trenches project leader. Mark is a frequent speaker on Lean, Scrum, XP and other agile solutions.
Platinum Edge is an agile-focused team of MBAs, behavioral science experts and certified project leaders that assists companies wanting to strategically improve project ROI, and have been doing so for over 10 years. Platinum Edge helps companies deliver value faster, with fewer risks, at a lower total cost.
3.王磊先生,SAP中国 高级方案经理 | Mr Wang Lei, Senior Solution Manager, SAP China
王磊先生在金融、矿业、公共事业、能源等行业中拥有超过10年的工作经历,担任SAP架构师和资深方案经理,出色的完成了以下客户的业务转型、咨询及SAP实施工作:国家电网公司(总部、河北电力、甘肃电力、英大集团)、香港中华电力(总部财务及大亚湾核电)、华能集团ERP一期(电力板块)及股份公司ERP咨询与架构设计、中国广核(集团及运行公司、工程公司)、中核工业集团(集团及核电板块、核燃料板块、核动力板块)、中石油(总部资产全寿命专题)、中石化(总部二期核心设计及燕山石化)、中信银行(总部)、深圳能源(总部)、新奥燃气(总部及所属公司)、神华集团(总部架构设计与规划)、西部矿业(总部一期)、紫金矿业(总部及所属矿山一期)、英利集团(总部一期)、汉能(总部二期)等。
以上客户涉及财务管理、绩效管理、财务与业务一体化、生产与管理一体化、全面预算、资产全寿命等专业咨询与项目管理工作,曾在国家电网公司总部负责超过300人的顾问团队的管理工作。王磊先生拥有北京航空航天大学硕士学位,是CMI认证的美国注册管理会计师,SAP全球认证的咨询顾问和架构师。
Mr. Wang lei has more than 10 years’ work experience in the Finance, Mining, Utility and Energy industries. As architect and senior project manager, he excellent finished the following customer business transformation, consulting and SAP implementation, Hong Kong CLP, Huaneng Corporation, CGN(China General Nuclear Power Group),CNNC(The China National Nuclear Corporation) , CNPC(China National Petroleum Corporation), China CITIC Bank, Shenzhen Energy , Xinao Group, Shenhua Corporation, Western Mining, Zijin Mining Group, China Yingli Group, etc.
Above customers involved in professional consulting and project management of financial and performance management, financial and business integration, integration of production and management, comprehensive budget, assets whole life management , etc. He was responsible for manage more than 300 consultant of SGCC headquarters. Mr. Wang lei has master's degree in BeiHang University, CMA Certified Acount, SAP global certified consultants and architects.
演讲标题 Description :通过咨询类项目管理实现职业提升| Through consulting project management to achieve career advancement
1.咨询类项目管理概述
2. 项目经理如何推动管理变革
3.如何在项目中实现创新
4.重新审视项目管理价值与职业提升
1. The consulting project management overview
2. Project managers how to facilitate managing change
3. How to realize innovation
4. Review project management value and career advancement
4.王进先生,罗克韦尔自动化(中国)有限公司工程中心经理(PMP)| Mr. Wangjin,Engineering Center Manager in Rockwell Automation (China) Limited (PMP)
王进先生现任罗克韦尔自动化(中国)有限公司工程中心经理并曾担任过罗克韦尔自动化高级控制系统工程师,项目经理,PMO大中国区经理。他在生命科学,食品饮料,家居及个人护理产品,半导体行业以及能源管理,制造执行系统(MES)领域拥有超过24年的工作经验并在工业自动化和控制领域的系统和解决方案,项目/项目集管理,技术管理及业务拓展方面有丰富的知识。王进先生也曾就职于多家跨国公司(默沙东,西门子和MPE)并担任过各种职位。
Wang Jin is Engineering Center Manager in Rockwell Automation (China) Limited and has been worked for Rockwell Automation as a senior control system engineer, project manager, PMO China manager. He has over 24 years of working experiences in the industries of life science, food & beverage, household & personal care, semiconductor and also in the fields of energy management, manufacturing execution system (MES) with rich knowledge in industrial automation and control areas of systems & solutions, project/program management, technical management and business development.
Wang Jin served as a variety of roles with various multinational companies (Rockwell, MSD, Siemens, MPE).
演讲标题 Description:罗克韦尔自动化的70:20:10职业生涯发展模式介绍 | Introduction of 70:20:10 Career Development Model at Rockwell Automation
'人'作为罗克韦尔自动化价值观的核心,公司致力于给员工创造 快乐的工作环境,分配员工工具和资源以履行工作,并为员工制定有前途的职业生涯发展规划。罗克韦尔自动化致力成为一个员工高度认可并发展员工自己的职业生涯的公司。公司植根于基于研究表明的70:20:10职业发展哲学:员工的成长70%通过工作经验来不断学习和提高,20%通过辅导和指导提高自身,而另外10%则进行正规学习计划。我们将深入探讨职业生涯发展模型及相关的员工的发展计划表。在演讲介绍中,您将了解更多有关罗
克韦尔自动化员工的职业生涯发展,职业发展路径选择以及对员工发展规划的指导。
With people as the core of Rockwell Automation values, it is committed to being a place where employees are excited to come to work and where they can build rewarding careers and giving people the tools and resources to perform the job well and to develop a bright career. Rockwell Automation strives to be a place where employees can stay and grow their careers.
Career development at Rockwell Automation is rooted in the 70:20:10 career development philosophy, which is based on research that indicates: 70% of all learning comes from doing, 20% from observing and working with others, and 10% from formal training. We will review the model and the worksheets for more insight. In reviewing this, you'll learn more about our employee's career development, possible career path options, guidelines and tips at Rockwell Automation.
5.潘东先生,鼎捷软件股份有限公司副总裁,中国软件协会过程改进分会副会长。| Mr. Pan Dong, Vice President of Digiwin Software Co. ,Ltd., Vice Chairman of China System and Software Process improvement Association.
潘东1998年加入联想,后随分拆加入神州数码,2010年加入鼎捷软件。曾经负责多个大型软件项目和组织级项目管理,曾任神州数码西安开发中心总经理,神州数码通用技术有限公司(简称DGT)的COO等职务。
潘东在金融、企业管理软件领域从业15年以上,历任项目经理、项目总监、开发中心总经理直至公司副总裁,具有丰富的项目管理实战经验。2009年起被联想控股有限公司特聘为 “联想之星特训班”讲师,为高新企业的高管提供组织级项目管理培训;目前任项目管理联盟高级顾问。2013年1月潘东与韩秋泉合著的项目管理实践书籍《IT项目经理成长手记》正式出版,目前已经成为亚马逊等几大图书网店中名列前茅的项目管理类畅销书。
潘东先生毕业于上海交通大学,获计算机软件博士学位。
Mr. Pan Dong joined Lenovo in 1998 and was transferred to Digital China since it spun off from Lenovo in 2000, in 2010 he joined Digiwin and works as VP at present. Before joined Digiwin Soft, He was in charge of several large scale software projects. Mr. Pan also has lots of experience in different PM related senior positions such as Project Director, General manager of R&D center, COO with DGT(Digital China General Technology Ltd. Subsidiary of Digital China.)
Mr. Pan Dong has over 15 years experiences in project management, especially in financial and manufactory software industry. As gone through the career path from a Project Manager to Director, till to Vice President,he has plenty of down-to-earth execution experiences. In 2009 he was engaged the specialist of “Lenovo Star project” to provide training course for the leaders in high Technology firms. He is also the senior consultant of Project Manager Union. In the view of past professional experience and knowledge, Mr. Pan and his friend Mr. Han has published “Working notes of a IT Project Manager” this years, and the book was run the Top 10 PM best seller in the market .
Mr. Pan Dong holds a Ph. Degree majored in Computer Software Science from Shanghai Jiaotong University.
演讲标题 Description:软件企业需要什么样的项目经理?+项目经理现场面试| What Kind of Project Manager do Software Enterprises Need?+ The Onsite Interview to Project Managers
软件企业中项目经理往往是决定一个项目成败的关键人物。对项目经理的素质要求高、能力和知识要求综合,几乎涵盖了一个CEO的范畴,所以项目经理也被戏称是“迷你CEO”。
本演讲结合企业的自身实践,从项目经理的基本素质、知识结构、实践技能和软技能几个方面,介绍了软件企业对于项目经理的遴选要点和基本要求,说明了PMP认证对培养合格项目经理的重要意义,并介绍了实践中项目经理的三项重要修炼。
通过演讲,希望帮助有志于向项目经理方向发展的技术人员了解项目经理职位、要求和成长之路;帮助在职项目经理了解如何提高能将理论“落地”的实践技能和软技能,以便在职业道路上更好、更快地发展。
Project managers of software enterprises often are the key figures to a project’s success or failure. Enterprises has high requirement on project managers’ quality, comprehensive knowledge and ability. It’s almost like CEO’s standard. So project managers are called a "mini-CEO".
Combined with the practice of enterprise, this speech introduces the software enterprises’ guidelines on selection and basic requirements for project managers, from the perspectives of basic quality, knowledge construction, practical ability and soft skill, indicates the important meaning of PMP credential to the training of qualified project managers, and introduces the three important learning ways for project managers in the practice.
Though the speech, I hope to help the technical staff who want to be project manager to understand the prospect, requirement, and development of project managers, help the project managers to know how to improve the practical ability and soft skill to demonstrate the theory, in order to have a good development in the career.
6.何萧素娴女士,香港特别行政区香港惠普有限公司云业务总经理,PMI香港分会主席 | Mrs. Rossana Ho, General Manager, Cloud Business, HP HKSAR Limited, President, PMI HK Chapter
何萧素娴女士领导在香港的惠普云业务,包括为政府和公共部门提供云服务的技术基础设施、软件和解决方案的应用程序、管理和咨询服务, 与大型电信运营商合作提供公共云解决方案和服务,为企业建立私有云。
何萧素娴有25年以上的国际IT业务和领导经验。她做过三年的任务关键设施服务部的总经理, 负责为惠普(香港)管理数据中心业务的咨询、设计、构建和认证四项业务。在担任总经理之前,她是大型政府SI项目的项目总监,项目管理办公室主任。另外,在过去十年间,她还积极参与一些非政府组织和专业协会的活动。如今,她还是香港卓越服务协会主任,以执行董事会成员的身份服务于关注节能环保联盟和可持续专业发展联盟。
Mrs. Rossana Ho leads the cloud business of HP in Hong Kong providing technology infrastructure, software and solution applications, managed and consulting services on cloud services to government and public sector, partnering large telecommunication operators to offer public cloud solution and services, and building private clouds for enterprises.
Rossana has over twenty five years international IT business and leadership experience. She spent three years as General Manager of Mission Critical Facilities Services responsible for managing four lines of consulting, design, build and certification of data centre business for HP HK. Prior to her GM roles, she was Project Directors of mega government SI projects and championed the PMO. In addition, she had been actively served several NGO and professional associations in the past decade. Currently, she is also the Director of the Hong Kong Service Excellence Association, servicing as executive board member of the Energy Saving and Environmental Concern Alliance and the Continuous Professional Development Alliance.
7.方莹先生,项目管理协会(PMI)认证项目管理专家(PMP),阿尔卡特——朗讯大学资深培训讲师,国家科技部,上海科委培训中心、上海人力资源社会保障部特聘讲师。| Project Management Institute (PMI) Project Management Professional (PMP), Alcatel lucent University senior trainer, the State Ministry of science and technology, Shanghai science and technology training center, Shanghai human resources and social security department senior lecturer.
曾就职于新华控制工程有限公司、美国爱默生公司(中国)、西门子公司、上海贝尔阿尔卡特。具备10年以上大型通信工程、大型火力发电控制工程、研发项目管理,同世界顶尖的研发咨询公司PRTM、IBM等合作完成大型企业的研发流程的建立,咨询和改进以及软件开发流程的改进。长期在大型跨国企业担任高级项目经理,行业经理。之后任阿尔卡特大学管理学院资深讲师。开发并讲授的课程有:《成功的项目管理》、《项目组合管理》、《多项目及项目集管理管理》、《电信工程项目管理》、《商务环境下的新产品开发》.等培训课程。同时又担任跨国公司面向业务及项目经理能力模型的培训方案的制定项目开发。
Worked for Xinhua Control Engineering Co., Ltd., the Emerson(China),Siemens , Alcatel-Lucent. 10 years experience of large-scale communication engineering, large-scale thermal power control of engineering project management, research and development, with the world's top R&D consulting company PRTM, IBM cooperation to complete the establishment of large enterprise R&D process, Senior Project manager and trade manager in multinational corporation. Then as Alcatel-Lucent University senior lecturer. Developing and teaching the courses: The success of the project management, Portfolio management Telecommunication engineering project management,R&D project management,Business oriental new product development project management. I also focus on the establishment, development, actualization and instruction of a series of lectures aiming at technological project manager based on competence model (international projects of Alcatel).
演讲标题 Description:全球化背景下的优秀项目经理| Excellent Project Managers under the Background of Globalization
互联网背景下,商业领域全球化发展已经成为一个不可逆转的趋势,项目管理通常需要跨越企业或国家界限。为了赢得成功,项目经理必须做好准备,纠正原有的受传统文化和地域影响的一些有碍于项目成功的观念以应对全球化的挑战。
本讲座以PMI一系列的项目管理的标准为依据,来诠释和深入探讨项目管理的过程、理念和思想,探讨全球化背景下优秀项目经理的培养体系的建立、培养的途径和方法。
Under the background of Internet, The globalization development in business has been an irreversible trend. Project management usually needs to cross the enterprise or national boundaries. In order to win, project managers have to be prepared well to meet the challenge of globalization. It needs to change the original concept influenced by the traditional culture and geography that may impede project success.
This lecture took a series of PMI project management standards as the basis to interpret and to discuss further the project management process, ideas and thoughts, to explore how to build training system for excellent project managers, and the ways to develop them under the context of globalization.