Mr. Craig Killough

VP of PMI Organization Markets

Craig Killough is Vice President, Organization Markets, and brings more than 40 years of business and leadership experience to PMI. In his current role, Craig is responsible for PMI's relationship with organizations and promoting the value of project, program and portfolio management in delivering business results. The Organization Markets Group integrates PMI resources supporting the development of stronger relationships with organizations including standards, global business, government relations, account management, the Global Executive Council, Alliances and Networks, and business units in India, China, Australia and the United Kingdom.

Topic: The World is Changing - China’s Challenge in Meeting Project Demand and Delivery Capability

Mr. Lu Ming

Deputy Director of State Administration of Foreign Experts Affairs (SAFEA)

Mr. Bob (Yong Tao) Chen

PMI (China) Managing Director

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 (Greater 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 region. 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.

Mr. Sami Ilkka

Managing Director of Comau China

Sami Ilkka has been the Managing Director at Comau China since 2015. He is leading an organization -with four Business Units each specialized on Advanced Production Systems, automated solutions as well as Robotics - that employ more than 1200 people. Sami Ilkka has more than 20 years of experience of working with challenging engineering projects, consisting of advanced software solutions for the power industries as well as complex automated systems for the automotive industry. A Swedish and Finnish national, he has been living and working in China since 2004 with an interlude in the Middle East: building, developing and managing highly skilled project organizations while embracing the China opportunity. Always a part of a multicultural working environment he has genuine first-hand experience of managing organizations across cultures. Prior to joining Comau he held various leadership positions in ABB.

Topic : Embracing the “China Opportunity”

During the years the perceptions about “Made in China” have changed, both in China and abroad. Today China is positioning itself not only as the manufacturing center of the World, but also as the innovations engine due to which China Government is seeking to revolutionize the industrial structure of the country. For years, as a global company, COMAU has been approaching this challenging and changing market by leveraging the Group’s global competence and a never-ending wish to develop local expertise. Facing project management challenges in a dynamic context of cultural diversity and geographical distance has colored the development of the organization. Still today COMAU seeks not to eliminate this diversity, but to take in the opportunity as a source of innovation. What is result of 15 years of development? How did COMAU embrace the China opportunity and what are the ways forward?

Ms. Xue Ai

VP & General Counsel of State Nuclear Power Engineering Company Limited

Topic: Nuclear Power - Opportunity and Project Management

Prof. Qiang Maoshan

Professor of Department of Hydraulic Engineering in Tsinghua University

Prof. Maoshan Qiang obtained his Bachelor Degree of Civil Engineering and his Master Degree of Management Science and Engineering from Tsinghua University. Since his graduate study, Prof. Qiang has been engaging in project management research, teaching and training. Up to now, he has been focusing on this area for 30 years. As one of the leading researchers in project management in mainland China, he has tutored more than 80 master and PhD students of project management. Prof. Qiang’s consulting and research experiences covered most industries, such as hydraulic engineering projects, infrastructure projects, IT projects, communication projects and real estate projects. In recent years, he also involved in some projects about “project oriented government management” and “project oriented society management”.

Prof. Qiang is serving in both Department of Hydraulic Engineering and Department of Construction Management in Tsinghua University, and he is the deputy director of Institute of International Engineering Project Management of Tsinghua University. He holds PMP certifications. He has finished more than 30 research projects and published more than 100 academic papers on project management. His research interests includes: mechanism of project resources integration, project inputs and benefit identification, responsibilities and risks management and performance incentive mechanism.

Topic : Innovation Project Management - The Motivation for Sustainable Organization Development

Dr. Chen Xinxiang

Honorary Chairman of CAPINFO

Dr.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 field 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.

Ms. Chen Yanping

President of The University of Management and Technology

Ms. Yanping Chen, President of The University of Management and Technology, MD, PhD, PMP, PMI Fellow

Dr. Chen is the president of the University of Management and Technology (UMT) located in Arlington, Virginia, USA. The UMT has educated more than 12,000 degree and non-degree students from more than 70 countries.

She began her early career as a cardiologist, a medical researcher, a program manager,and later Planning Director of Chinese Astronaut Program from 1983-1987. She was invitedby and served as leading China space policy scholar at the George Washington University from 1987-1992and awarded as an International Fellow at Smithsonian Institution in 1991-92. She founded Yankee Clipper Group, an international consulting and executive training company, and served as its CEO from 1992-1998. Thousands of executives from large international corporations, governmentsand NGOs including Chinese corporations and government branches attended its training programs. She co-founded the University of Management and Technology (UMT) and has served as its president & CEO since 1998.

Dr. Chen’s volunteer work at PMI began when she served on PMI Certification Committee and its Deputy Director in the early part of 1990s to help PMI certification program grow from a few hundreds of PMPs in North America to more than six thousands globally in 1996. She was instrumental in facilitating PMI’s collaboration with Chine State Administration of Foreign Experts Affairs (SAFEA) to launch the Project Management Professional (PMP®) exam in China in later 1990s, and led the effort at PMI to translate PMBOK® (2000 edition) into Chinese. She served on the first PMI REP Advisory Committeeto create and mature PMI REP program in 2000-2004. She was elected to serve on PMI Board of Directors from 2005-2010 while she held position as its Vice Chair, and Chair of PMI Core Values, and Chair ofPMI Board Future Profile and Leadership Continuity. She currently serves on PMI Certification Governance Council (CGC) as its Past Chair after serving as 2014-2015 Chair. Among her more than 20 scholarly publications, she co-authored a popular project management textbook, Principles of Contracting for Project Management (1st and 2nd Edition). She was the first Chinese citizen to become a PMP in 1990s. In 2012, she became a PMI Fellow, the highest individual honor, awarded by PMI for her contributions to PMI and global PM profession.

Topic：Project Management, PMI and You: Evolving the Profession Together

Dr. Chen has been a PMI volunteer leader for more than 25 years, involved in major activities in positioning and growing the Project Management Institute (PMI) into a global professional organization. She has served many major leadership roles in PMI, including Vice Chair of the PMI Board of Directors.She has also served on three important PMI boards as Chair of the PMI Certification Governance Council, a member of the R.E.P Advisory Board and a member of the PMI Global Accreditation Center.

In her presentation, she will provide congress attendees with an overview of the growth of PMI’s certification, accreditation and volunteer programs, and show their contributions to project management profession as well as examine what the future may hold for those who are in the project management profession. The data will show an explosive growth of the profession, including the globalization of project management and the credentialing programs. This growth reflects the worldwide demand for project management talent in all industries and disciplines.

Her presentation also coversshared purpose, core values, challenges and importance of credentialing and accreditation to individuals and organizations. She will discuss how we together utilize project management knowledge and skills to increase the productivity of the enterprisesand benefit the society.

Dr. Lan Guosheng

Vice President of Bairui China

Dr. Lan Guosheng, PMP®, PMI member, senior human resources professional, senior researcher of Bairui China, member of National Real Estate Managers Alliance, visiting professor at Qinghua University and Peking University, master tutor

Dr. Lan Guosheng has rich professional practice experience in project management and human resources management. Dr. Lan Guosheng has participated in many national projects, taking charge of the project management of 7 large projects, 46 subprojects in 4 regions. He provided training and consulting services for many enterprises such as China National Petroleum Corporation (CNPC), China National Offshore Oil Corporation (CNOOC), China Energy Conservation and Environmental Protection Group (CECEP), China National Nuclear Corporation (CNNC), Longhu Real Estate, Country Garden, Hutchison Whampoa, Financial Street Holding, China Hydroelectric and etc. and Dr. Lan Guosheng has in-depth practice and research expertise in project manager competency model, establishment of project management tools and templates in various industries and career planning.

Topic：Project Management，Embracing China Opportunity

Correct explanation of the impact that China's historic opportunity and China development trends bring to project management.

Mr. Ray Ju

Board Advisor of MSOL, Inc

Mr. Ray Ju, is currently a PMO Manager at Sutter Health in San Francisco, leading a team of Project Managers in implementing technology solutions on Facilities and Acquisition projects. He is responsible for the design and construction of the IT infrastructure in 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 for over 27 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, not for profit, 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 lifelong learner, Ray holds a Bachelor Degree in Communication, dual Masters in Business and Leadership, and licensed as a General Contractor.

Professional Associations/Certifications:
Project Management Professional, #560, Project Management Institute
General Contractor, License #6325872, State of California

Topic：Navigating the PMI Talent Triangle

Getting to your destination by starting at Point A and ultimately getting to Point B is how we normally travel. Relying on a Global Positioning System (GPS) provides added directions and alternative pathways when traffic conditions change along the journey. How many of us take the time to map out our own professional career path in planning how we reach our future professional objectives and goals?

The Project Management Institute has developed the Talent Triangle as your personal GPS to get from Point A all the way to Point Z, and to make key visits to all the other points in between. The Talent Triangle is a roadmap that lays out “must have” competencies in Technical, Leadership, and Strategic and Business areas. This focuses on developing the additional skills you need to meet the evolving demands in our profession. In doing so it also means new opportunities to elevate your value as a high demand talent in an increasingly complex and competitive global marketplace.

Mr. Wang Changfeng

Professor and Doctoral Supervisor,School of Economics and Management,Beijing University of Posts and Telecommunications

He is a professor and doctoral supervisor of the School of Economics and Management, Beijing University of Posts and Telecommunications and the director of Research Institute on International Project Management. He used to be student of Cai Chen, a Professor and Doctoral Supervisor, well-known project management expert from Chinese Academy of Sciences.

He is also the director of the Research Institute on Key Technological Project Innovative Coordinated Management, a member of the panel on the Study and Planning of National Soft Science, State Ministry of Foreign Expert Affairs; chairman of the China Technological Project Management Specialized Committee; deputy chairman of Communications Construction Engineering Technology Committee, China Institute of Communications, the assessment expert of “Yangtze River Scholars Program”, Ministry of Education; project management consultant of World Bank China Thermal Power Efficiency Project, Ministry of Finance; safety production management and project management expert of the Ministry of Industry and Information Technology; project management expert of China National Offshore Oil Corporation; executive member of PMI GAC China Performance Evaluation Committee (PMI-GAC-CPEC); member of Chinese Society of Optimization, Overall Planning and Economic Mathematics; peer review expert of National or Five-Province Natural Science Foundation; project review expert of Humanity and Social Sciences Research, Ministry of Education; expert of National Educational Guidance Committee for the Postgraduate of Engineering, and member of Feasibility Research and Project Evaluation Branch, Chinese Research Society of Technology Economics. He used to act as the team leader of the quarter-final of the Central Enterprise (SASAC and State Ministry of Foreign Experts Affairs) Project Management Innovation Skills Contest and the evaluation expert of the final contest.

Major Research Areas: “Internet +”and the key engineering management of enterprise, “Internet +”and energy strategy and management.

Mr. Hyukchun Kwon

Adjunct Professor for Project Management in Graduate School of Engineering at Hanyang University, Director of PMI South Korea Chapter

Hyukchun Kwon is Director of South Korea Chapter from this year. Hyukchun is currently adjunct professor for Project Management in Graduate School of Engineering at Hanyang University. Hyukchun worked for Samsung Ship Building and Heavy Industry (15 years) and Japanese Trading Company (10 years) involving many projects.

Hyukchun obtained BE from Yonsei University and MSPM form University of Alaska, Anchorage, and holds PMP and CPA of US.

Mr. Kenji Haga

PMI Japan Chapter Study Group Member

Kenji received his Bachelor of Science degree in Accounting from the Ohio State University in 1993. While working full-time, Kenji then earned his Master’s degree in Project Management in 2007 from DeVry University. With over 20 years of proven business experience in software development, project management, and IT auditing, he held key positions at global organizations in the United States, Japan, and France. Currently, Kenji is the Chief Information Officer (CIO) and Chief Operating Officer (COO) for Pasona Cyber Lab, Inc. in Tokyo.

He authored an article titled “IT Controls with IT Audit Framework” for Keiri Joho magazine in Tokyo, Japan in 2008. In 2009, Kenji served as a co-editor for the ISACA Information Systems Standards Handbook in Japanese for its Tokyo Chapter, the largest ISACA chapter in the world. He was a contributing author for a book titled Global Project Management through Kajima Publishing in 2013.

Kenji is a frequent speaker for ISACA and Institute of Management Accountants (IMA). He has been lecturing project management classes for Keio University Graduate School of System Design Management and Hokkaido University Graduate School of Engineering since 2014. He has been invited to Project Management Institute events in China, Hong Kong, and Taiwan in 2016.

Mr. William Chen

President of Monmouth Technologies, Inc., President of PMI Taiwan Chapter

Mr. William Chen has 20 years of 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 US. 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, and non-profit organizations. Mr. Chen also serves as the 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.

Mrs. Rossana Ho

General Manager, Cloud Business, HP HKSAR Limited President, PMI HK Chapter

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.

Mr. Will Noble

Managing Director of HSI in Asia Pacific

Will Noble is the Managing Director of HSI in Asia Pacific and is a global lead of its assessment, benchmarking and diagnostic solutions and advisory practice. He has over 15 years experience working with organizations across industry sectors to diagnose and drive continual improvement. HSI is a wholly owned subsidiary of PMI.

Ms. Qin Ruijuan

Former Vice President of China National Machinery IMP. & EXP. Corp.

There are more than 30 industrial projects she involved in their development and executionsince 1980 in her professional fields of oversea EPC and PPP project management, including commercial& contractual management and risk & contingency planning, as well as budgets & costs controlling. She has been enjoying very good reputation in the industry and to be a visiting professor in several famous colleges and universities in China and to be an invited speaker in the multiple international conferences related to project management.

She is Senior Expert for Project Management, Senior International Business Professional, Master of Economics & Business Administration, People’s University ,China, Master of Business Administration, Nanyang Technological University.

Publications: Risk Management and Emergency Management of Engineering Contracted Project, Analysis of the Project Management Model of Overseas Engineering Contracted Project of China, Emergency Management and Claim Damage Thinking for Overseas Project.

Topic: The Primary Risks and Countermeasures for Chinese Enterprises in the Construction of the Belt and Road Initiatives

I．"The Belt and Road Initiatives" and 6 economic corridors
•The meanings of interconnections
•The formation of economic corridors
•Analysis of local risks of the countries along the corridors

II．Case analysis of A2 Highway project in Poland
•Conflicts between the professional opinions and decision maker
•Measures for risk control
•Risk analysis before contract
•Introduction of the project

III．Primary risks and principle countermeasures
•Local risks and organization risks
•Risks management system construction mainly based on contract management
•Major skills and tools for risks control
•Administrative accountability and encouragement for risks management

IV．Summary

Dr. Elvis Zhou

Managing Partner of Hesen Law Firm in Alliance with Pinsent Masons LLP

Dr. Zhou is He is a qualified Chinese lawyer and is recognized as one of the top construction lawyers in PRC. Dr. Zhou has been listed in Who’s Who Legal “International Construction Lawyer of the year” 2013-2016.

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

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

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

Topic: The Primary Risks and Countermeasures for Chinese Enterprises in the Construction of the Belt and Road Initiatives

I．"The Belt and Road Initiatives" and 6 economic corridors
•The meanings of interconnections
•The formation of economic corridors
•Analysis of local risks of the countries along the corridors

II．Case analysis of A2 Highway project in Poland
•Conflicts between the professional opinions and decision maker
•Measures for risk control
•Risk analysis before contract
•Introduction of the project

III．Primary risks and principle countermeasures
•Local risks and organization risks
•Risks management system construction mainly based on contract management
•Major skills and tools for risks control
•Administrative accountability and encouragement for risks management

IV．Summary

Dr. Jiwat Ram

Program Director, MSc Project Management program，IBSS, XJTLU China

Jiwat has over 15 years of experience of working in industry and academia. He has worked in Banking construction, IT and service sectors managing projects of varying size and complexities. He brings in considerable international experience of working in diverse cultures and business environments such as Hong Kong, China, Singapore and Australia among others.

Jiwat has abundant experience of designing, implementing and delivering Executive education programs, professional trainings and teaching at various levels. Recently he has designed, developed, implemented an Executive Education program for a fortune 500 company and has delivered Executive Education for three courses on the same program as well.

Jiwat actively contributes to the project management community in China, to that end, recently he was the keynote speaker at the Asia Pacific Hong Kong PMI congress 2015, as well as at the inaugural session of Project Management Institute China International Club.

Jiwat has published a number of research papers into top tier scientific journals. Three of his published papers have been ranked in Top 25 most downloaded papers. In 2015, he was awarded ‘Outstanding Reviewer’ status by International Journal of Project Management. Jiwat also serves as an honorary (Adjunct) Senior Research Fellow with the University of South Australia. He is currently serving as a member on the International Advisory Board of Journal of Global Information Management (JGIM, an ABS 2* / ABDC 2013 'A' ranked journal).

Topic: Project Management: A Vision for 21st Century

Questions have been raised about the future of project management (PM) with growing concerns that the PM has become mature and stagnant. Some recent research suggests that future of PM lies in the development of new success criteria, new key performance indicators (KPIs), dashboard design, measurement scales for KPIs, and governance.

We extend upon these ideas and propose a vision for project management of 21st century with a focus on five key districts of capacity building. They are:

(1) Extending body of knowledge by adding in five new knowledge areas i.e. benefits management, issues / problem management, project team’s skills management, projects networks management, and blended PM (traditional/complex, traditional/virtual, cross-cultural/industry);
(2) adaptable structures and governance of project organizations;
(3) development of tailored / custom design methods/tools and success criteria/Project KPIs;
(4) creativity management; and
(5) PMO re-organization into Enterprise Project Management office.

As part of our vision, we present results of a survey conducted in China with experts and practitioners on their understanding of future trends in project management of 21st century. We believe these trends entail significant implications. Practitioners will require putting in place strategies to build organisational capabilities, and upskill their staff’s knowledge, develop new standards/processes/practices to deal the changes, upgrade their existing internal methodologies and frameworks to make them relevant and adaptable to the new trends. Academics will need to develop new knowledge domains, training-ware, delivery methods and research themes.

Mr. Jin Zhaoyang

Senior Project Leadership Manager in GE Power

MBA, PMP®, PgMP®, PfMP®, senior electrical engineer, over 20 years working experience in power generation, transmission and distribution industry, worked in ABB, Schneider Electric and Alstom F500 companies, and has many years working experience in Japan, Europe, South-East Asia and other countries. Growing up from technical engineer to project manager with 10 years of experience in project management, 5 years in large-scale overseas EPC projects, and more than fifty projects involved. GE internal trainer of Project/Program/Portfolio Management, Researcher of China Program Management Research Centre, Speaker in PMI (China）events, Trainer of Beijing Project Management Institute, Project Management Union, Publishing House of Electronics Industry of China, TBEA, COFCO, etc.

Topic: Portfolio Management Supports the Strategic Opportunities Selection

Project portfolio management as a standard of PMI launched recently, has been adopted in top companies of Fortune 500. In China, along with widely spread, it has been recognized by more and more enterprises, and used to guide in the complex business environment on how to use project portfolio management to support strategic direction and maximize the business value. The core of the project portfolio management thinking, such as strategic management, performance management, governance management, etc., which can be widely used to all industries, and can be effective tailored according to the enterprise business environment. Project portfolio management can help not only the enterprise strategic direction, but also the project manager career development, bring the rich value to them.

Mr. Hyukchun Kwon

Adjunct Professor for Project Management in Graduate School of Engineering at Hanyang University, Director of PMI South Korea Chapter

Hyukchun Kwon is Director of South Korea Chapter from this year. Hyukchun is currently adjunct professor for Project Management in Graduate School of Engineering at Hanyang University. Hyukchun worked for Samsung Ship Building and Heavy Industry (15 years) and Japanese Trading Company (10 years) involving many projects.

Hyukchun obtained BE from Yonsei University and MSPM form University of Alaska, Anchorage, and holds PMP and CPA of US.

Topic : The Future Direction of PM in the Age of Convergence

The convergence age has come and technologies have been developed rapidly in these days such as AI and IoTwhich become new technologies leading 21 century. So PM should be changed to follow these changes. To do so, PM paradigm should be shift from managing project to creating project by integrating project, program and portfolio management.

Mr. Wu Yan

Solution Center Technology Expert of China Telecom System Integration Co. Ltd.

PMP, Engineering Master of Project Management (Beihang University). Long time experience in managing IT integration projects in Party and Government, energy, telecommunication, etc. As the main role, supported the construction and operation of a national level information infrastructure for years. As the end-to-end program manager, took charge of the construction of a province level information system(covering the district and county level). Deep research in the planning, construction and governance of IT project, and Sharp point in personnel quality, career planning and team growth. Played important role in the construction of PMO department in a relevant central enterprise. Volunteered in the translation of several book in project management and personnel development, such as “A Project Manager’s Book of Form”(2nd Edition), “The Standard of Program Management”(3rd Edition). One of the reviewer of the Final Exposure Draft of PMBOK Guide(6th Edition).

Topic: Be Better - Project Manager's Career Path

We often give high expectations to the title of “project manager”, and fall in misunderstand before long. We often find certification keepers complain about that they found the knowledge of PMBOK hard to practice. Why so? What’s the solution? Project managers often face lots of constraints in their work. How to make things different? Why project managers often feel embarrassing in the enterprises? How the scene look like above the individual project? All the questions above will be answered in the speech.I would like to dedicate this speech to the project managers who have lost for reasons.

Mr. Prem Kumar

Senior Project Manager of Infosys China

IT professional with 16 years of varied experience in Program management, Project management, software quality assurance, metrics and model based process improvements. Program managing large initiative across organization including Infosys Japan, China. Creative problem solver with innovative solutions focused on the business value of process improvements. Instituted continuous improvement activities in many programs at Infosys China, in the capacity of IT delivery leader. Experience covers knowledge and implementation of project management practices, different IT software delivery models, different quality models and methodologies including CMMI, Lean & Six Sigma, software delivery processes and models, quantitative project management, tools etc. Anchored and driven various improvement initiatives targeted towards productivity, quality, SLA, Cycle time improvements. Have delivered multiple large projects and programs in India, Japan, Canada, China etc.

Topic : Converting Challenges into Opportunities

Challenges help to extract best out of one’s ability or situation, if it is taken as opportunity. Challenges offer opportunity through transformation. Be it in the nature, our neighborhood, family, work or any aspect of life – betterment of the situation or the evolution has taken place due to different challenges coming around.

In today’s scenario, customers do not just want the IT services or related delivery. They expect IT team to understand business and provide business solution with right consulting using right fitting technology. This change in expectation poses a big challenge for the IT delivery team. It required some change in the way we operate or work. But if looked from another perspective, it creates huge opportunity to have a holistic business understanding and also grow IT teams’ footprint in the consulting space.

This presentation describes how challenges can be converted into opportunity. It explains simple steps taken to convert challenges into opportunity and how it becomes benchmark and best practice for the service line.

Mr. Bhuwan Singh

Converting Challenges into Opportunities

IT professional with over 9 years of experience in project development and implementation. Involved in development, implementation and maintenance for large pharmaceutical and retail customers across organization including Infosys China. Impressive analytical skills focused towards solving problems for the customers. Focuses on automation in project for continuous process improvements and providing business value adds to the customers.

Topic : Converting Challenges into Opportunities

Challenges help to extract best out of one’s ability or situation, if it is taken as opportunity. Challenges offer opportunity through transformation. Be it in the nature, our neighborhood, family, work or any aspect of life – betterment of the situation or the evolution has taken place due to different challenges coming around.

In today’s scenario, customers do not just want the IT services or related delivery. They expect IT team to understand business and provide business solution with right consulting using right fitting technology. This change in expectation poses a big challenge for the IT delivery team. It required some change in the way we operate or work. But if looked from another perspective, it creates huge opportunity to have a holistic business understanding and also grow IT teams’ footprint in the consulting space.

This presentation describes how challenges can be converted into opportunity. It explains simple steps taken to convert challenges into opportunity and how it becomes benchmark and best practice for the service line.

Mr. He Qihong

Assistant Manager of Enping Oilfields Project, CNOOC China Ltd.-Shenzhen

Mr. He Qihong, graduated from the University of Petroleum in 1994 then joined the CNOOC Nanhai East Company. In 2005, he got the Control Engineering Master Degree from South China University of Technology. In 2011, Mr. He was certified as a PMP by PMI.

He worked for some top international petroleum companies such as CNOOC, AMOCO and BP for years. He is an expert in international advanced management system and is good at communication with people from diverse cultures.

Key projects he lead mainly includes:
• CNOOC Lufeng13-2 Phase II project which had a total investment of RMB 2.4 billion. He acted as the Chief Company Representative during the design, construction, offshore tied-in and commissioning phases.
• CNOOC Enping Oilfields project which reach a total investment of RMB 18 billion. He was responsible for design, technically supporting on equipment procurement, and offshore installation.

As the core team member of Lufeng and Enping Project Management Team, his performance is so outstanding that in all continuous 6 years and was evaluated to be one of the top employees in the project teams.

Topic: Risk Management Work Wonders，Joint Development Make Mutual Benefits

China National Offshore Oil Corporation (CNOOC) is the leader offshore oil & gas exploitation in China. In recent years, CNOOC has made impressive advancements. Offshore oil exploitation is an industry with features of high investment and high risk, especially for offshore engineering and construction projects. CNOOC Enping oilfields project faces a number of challenges like short construction period and technical problems we first met. By applying scientific management, risk identification and risk control, we made this project a success and brought honor to CNOOC.

Ms. Cynthia Ann Dionisio

Principal and Owner of Cynergy, Inc.

Topic: PMBOK® Guide—Sixth Edition: Preview of Coming Attractions

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is being updated as we speak, and the Sixth Edition will soon be published. This session provides insights into the new edition, including a peek at a new chapter on the role of the project manager. For each Knowledge Area, there are new sections describing key concepts, emerging trends, and tailoring considerations, as well as updates to ensure the PMBOK® Guide remains relevant to most projects, most of the time. Come and find out what to expect!

Mrs. Rossana Ho

General Manager, Cloud Business, HP HKSAR Limited President, PMI HK Chapter

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.

Topic: Best Practices in the Development of Future Project Managers

Mr. Shigeki Aso

Chief Manager of Financial Systems Development Division in NEC., Director of PMI Japan Chapter

Shigeki has over 30 years of experience of working for NEC Corporation and has many experiences as Project Manager in the field of IT especially some big projects such as Government systems, Public systems, Telecommunication systems and Banking systems.

Management style of Shigeki is to lead the projects to the success through energizing the team and improving the each member’s motivation. And Shigeki achieved many magnificent results through this style until now.

Shigeki actively contribute to spread the project management community in Japan through PMI Japan chapter and introduces the process at the PMI Region 9 meeting 2015 held in Bari, Indonesia.

And also Shigeki submitted some paper on the behavior as project manager or fostering project manager and presented them in PROMAC (International conference held by the co-sponsorship of some PM-related institutions including Japan’s Society of Project Management) in 2012(Honolulu,Hawaii) and 2015(Sapporo,Japan)

Topic ：One of the Key Points in Conducting a Business in Japan or with Japanese

Recent year, projects become more and more complexity and require short term completion. And it is high speed to increase global projects. In these circumstances, we need many project managers having high management ability, high management skill and global response capabilities, etc. In Japan, we are facing some big and difficult issues such as decreasing young generation because of low birthrate and retiring the veteran generation (it’s called 2015’s problem). And also our ability of global response is not so high due to various reasons including language barrier. So many organizations are trying to foster the young generations to project manager who can applying global environment, but the situation is not sweet. Therefore, we Japanese have to collaborate with foreign countries especially China or South East Asia regions. Through this presentation I introduce some key points on making collaboration with you such as

･Characteristic of the Japanese business style.
･How do we supplement or understand the difference part of the common sense or the culture each other?
･The circumstances around the Japanese recent young generation.

And also I am studying and discussing in PMI Japan chapter’s Study Group on a hint or a solution how to foster the young generation to a manager early from a point of view motivation for several years. So I introduce the outline of the outcome today because there are some points that are useful applying not only in Japan but also in the overseas countries including China.

Mr. Chen Helan

General Manager of E+Intone Consultant Co., LTD., PMP®, EMBA, NPDP

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.

Topic : The Practice of Upgrading PMO (Project Management Office) to POC (Project Operation Center)

The present positioning of organizational project management office (PMO) is difficult to meet the demands of enterprise that integrating and balancing project resources effectively. In order to centralizing resources, planning, purchasing, manufacturing and managing, a famous marine engineering enterprise upgraded PMO to POC. By doing so, it realized a lower cost-high profit, project value enhancement and stakeholder satisfaction. And this practice also become a model for organizational project operation management in marine engineering, shipbuilding, power engineering construction, energy chemical engineering construction etc..

Mr. Zhao Jianbao

Director of the Project Management Center in the Office of the State Grid Information & Telecommunication Co., Ltd.,

Mr. Zhao Jianbao, who was born in Luoyang, Henan province in 1968, graduated from Chongqing University in 1989 with a bachelor degree of Science in high voltage technology and equipment engineering and got master degree of power project management in NCEPU (North China Electric Power University). Now he works as director of the project management center in the office of the State Grid Information & Telecommunication Co., Ltd.,

Having served for Twenty-eight years in the State Grid, Mr Zhao Jianbao worked as chief engineer of Luoyang power supply company, in charge of power engineering construction, organizing a number of 110kv-500kv power transmission projects, accumulating rich experience in project management, and he is the first author of "Power Grid Project Risk Management" published in 2010 by the Economic Management Publishing House. In 2008, he was transferred to work as the deputy director of Department of Science and Technology Information in Henan electric power company. He carried out multiple projects, such as ERP, the production management system of Henan Company (PMS), marketing management system, OA, GIS grid spatial information service platform. In 2015, he was transferred to work as director of project management center at State Grid Information & Telecommunication Co., Ltd. He was devoted to management work, leading the team achieve good results in the project group, intensive management.

Topic: Collectivize Project Management System

State Grid Information & Telecommunication Co.,Ltd. was founded by the end of 2014, owning 6 two-level and nine three-level industrial companies, with business covering 31 provinces, autonomous regions and municipalities, it is the backbone enterprise of national grid information communication.

As a project oriented enterprise, the Group has more than ten thousand projects under construction. While under the current situation of "new group, old resource", how to manage the project and what kind of group management model should be established is the core issue. Based on the present condition analysis, we conducted a lot of research work and exploration practice, and ultimately formatted the current project management system, which is summarized as "one system, two core, three guarantee, four grasping".One system is the group project management system, which is mainly to conduct hierarchy on management framework according to function and demonstrate the relationship between the two tier architecture. Two-level management & control is refers to that as the guide and control type of the first level management & control, the Group manages and promotes group project management together with 15 two-level and three-level units as the two-level management subject. And classification is to use classification management methods to conduct standardization, specialization management on projects. The three guarantee refers to "PMP tool, knowledge system construction, talent team construction". These are the guarantee of the improvement of project management. Four grasping refers to enterprise benchmarking, project operation supervisor, project process management and performance evaluation. the project management level could be improved by these “four grasping”.

Mr. Terry Wang

Senior Director of LeEco PMO

Mr. Terry Wang graduated from Beijing University of Aeronautics and Astronautics, got master degree of Computer Software Research and Development in 2006. He had been engaged in computer software R&D and management works for more than ten years in Japanese and American company. He was responsible for a lot of mobile phone software and management information system development project among China, Japan, America and Europe.

He joined LeEco Company in 2014, was responsible for overseas project management and team management in LeEco PMO DepartmentIn the first stage and overall department management works from earlier of 2016. During three years, He has built up a strong project manager team with almost 100 people that locate in China, America, India, Russia and APAC region. LeEco PMO has been a globalized project management organization, and supports more than 200 important strategic projects per year for the whole group. The projects consist of Mobile phone, TV, internet application, pictures, film, finance, sports, cloud computing, online business and membership business etc. He has ever joined many international exhibitions, cooperation projects. Till now, PMO has been a very important and robust component of LeEco.

Topic: The PMO Development Practice of LeEco

The industries of Television, Mobile Phone, Automobile, Internet, Sports, Pictures and Finance have totally different forms, thus making it a problem for one company to develop all of them at the same time and achieve rapid expansion. Through the unremitting efforts, LeEco has turned it into reality. In addition to the managerial factors of strategic layout, technological innovation, talents introduction, there is another important measure “The Ecological Project Management Model” which is highly regarded in the LeEco.

As the explorer and enforcer of the “Ecological Project Management Model”, PMO deeply understood and practiced the new organizational model with the goal of “breaking the boundaries of the organization, promoting the collaboration and synergy ". The PMO has been established for three years, and the three years is also the rapid development period of LeEco. It has been the powerful tool for the landing of LeEco’s Ecosystems, the catalyst of ecosystem synergy and the adhesive of ecosystem collaboration. In the aspects of organizational construction, system construction, cultural construction and some others, PMO has made innovation and breakthrough. Of course, in this progress, the organization has also faced lots of huge challenges! How did they crack and meet these challenges one by one? The guest speaker will try to decipher and share them with all of us.

Mr. Freeman Liu

General Manager of Asia, Palisade Corporation

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 nearly 20 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, non-profit government and 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.

Topic : Risk Management and Quantitative Risk Analysis in Project Management

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.

Mr. Li Jianhao

VP of Aura International Management Consulting Co., Ltdn

China Software Process Improvement Association expertise,《Project Management Review》advisor，China top10 project management trainer in 2013，Agile development and Enterprise scaled Agile expert.

Mr. Li Started the Agile practices in 2005, he led the Agile transformation in Nokia Symbian department and participated in the enterprise Scaled Agile implementation in 2007. He led the R&D Agile development in Irdeto in 2009, and took charge in the solution centre ODC Agile practices. Mr. Li focused on enterprise Agile consulting and coach since 2013, he served as IJI and ThoughtWorks as the principal consultant, helped the customers on successful implementation of enterprise agile transformation.

Topic: From Speed boat to Naval craft —— Scaling Agile Implementation at Enterprise

A great number of Agile practices, such as Scrum/XP/Kansan , have been widely adopted and applied since Agile Manifesto in 2001. The enterprise has witnessed the success and advantages of Agile practices in team level. Moving forwards, the enterprise start the Agile practices in complex products and large systems. It would be an urgent problem to be solved, that expand the Agile practices from team level to program level, and ten texted to the enterprise level. Scaled Agile will play an important role via senior management and individuals, single team and cross-department, value stream and portfolio, and help enterprise achieve the core competitiveness.

Key Points
• Briefing the Agile practices history
• Self-organizing Agile team is the basic unit for scaling Agile
• Scaling Agile practices from team level to program level
• Lean－Agile leaders drive the scaling Agile implementation
• Scaling Agile practices from program level to enterprise level
• The lifecycle of Lean-Agile enterprise

Ms. Guo Leihua

Project Management Chief Lecture & Advisor of Changeway, Lecturer in Practical Project Management

Bachelor of law in Jilin University
Chinese Justice Department lawyer qualification certification
Hong Kong Baptist University master of IT management
PMI membership
PMI-PMP certification

Publication:
Cross Sector Collaboration Barrier Free (co- authored) Peking University Press
Agile Project Management for Dummies (co-translation)

Guo Leihua integrates her over 17 years’ enterprise management, project and portfolio management into practical consulting and training. And she is expert in diagnosing and identifying the targets and requirements of project by a systematic in-depth research. Then guide the enterprise to implement a full closed loop service which includes results- guaranteed learning design, content design, after-training ability enhancement tools and achievement evaluation report, project template and practical tools, and project risk management solutions. Only by doing so, she can ensure training, consulting and results could transferred into application.

Topic : Organization Change and Innovation in the VUCA

Ms. Shen Xiaojing

Global Human Resource Vice President of Spreadtrum Communications

Ms. Xiaojing Shen is currently serving as global human resource vice president of Spreadtrum communications, responsible forglobal human resource strategic planning and management. She has more than 25 years of experience in the human resources, HR strategic planning, corporate culture management, organizational development and mergers have a wealth of experience in HR management.

Since Xiaojing Shen joined Spreadtrum communications in 2013, help enterprises to successfully establish and optimize the human resources system to adapt the rapid expansion of the company, actively advocated action learning, mobile learning system platform, help the business department to build enterprise culture of innovation. Her passion for the work and dedication so that she lead the HR team is committed to becoming the industry's outstanding HR team and won the 2015/2016 China Top Employer.

Topic: Organization Change and Innovation in the VUCA

Mr. Jarom You

Technology Department Director, Shanghai Manufacturing of QUANTA SHANGHAI MANUFACTURE CITY, Lecture of Changeway, PMP, ACP

Certificate & Expertise:
PMP (Project management professional),
PMI-ACP (Agile certified practitioner)
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

Topic : The PMO Governance Research on the Influence of the New Product Development Project Performance

PMO has a decisive role to the success of the new products development project. Mainly, it is for the reasonable organization operation of the enterprise team and assets. Architecture presented in this paper the PMO governance theory model of the impact of the new products development project. Research the regulating action of the top management support, and use 400 companies from Shanghai in Jiangsu and Zhejiang as the research objects, analyses the PMO’s influence on the new products development project. From the empirical results, we find that PMO has a remarkable positive influence to the new products development. In the knowledge integration and team work play an intermediary role between new product development and project performance. Different PMO patterns produced by the intermediary effect is also different, enterprise scale and technology at the same time the influence of the development of new product development project performance effect is also different. But beyond that, whether PMO can also promote the new product development project performance is affected by the top management support. The role of enterprise management of the PMO value will effectively promote enterprise's core competitiveness of the new products.

Mr. Zhang Yilin

Domestic Famous Practical Product Management Mentor

Backstage tutor of a lot of projects, like: “Smart City” – Location center of China, “intelligent home appliances” of Midea, 360º K of Star-net Communication, Stinger Bus of YUTONG, etc.

He worked as CEO for the public companies like RENYINHUAYIN, YIYANG, HENSHENG. He is distinguished experts for a lot of famous consultant companies, like Kotler Marketing Institute, Mckinsey, Accenture, etc.

Mr. Zhang worked as product management advisor for Midea, China Mobile, Star-net communication, Crystal, and Unistrong. He has led a team to coach more than 200 companies whose business performance achieved 150% growth on average compared with previous year.

Topic : Predictability of Successful Projects

1. Dilemma of companies: requirement management goes ahead of all other managements
A. Foundation of business plan: collection and analysis of PESTEL information (Why emerging industries are trapped in a high failure rate of capital investment?)
B. The lack of product and project definition: requirements collection and analysis of the chain of customer value. (Why does Smart Health gain good reputation but few return on investment)
C. Decision basis of product and project operation: requirement management is a big concept, how to manage by different application categories?

2. Internet+, iteration and agile can enhance information transfer
A. Paradox of requirement elicitation and product (project) definition.
B. Interative management is a process management with more accurate requirement management

3. Strategy, planning and project execution system based on requirement platform
A. Top 3 issues and outcomes.
B. Build an organization of requirement platform.

Dr. Simon Fu

Senior Consultant of MSOL-TW, Former Chair of PMI Taiwan Chapter, PMP

Quality member of the Standard Administration of the Taiwan Ministry of Economics, management consultant of YuanSong, senior consultant of Boxu Science &Technology Consulting Corporation, Assistant Professor of Feng Chia University& Taiwan University of Science & Technology, former chairman of PMI Taiwan Chapter, instructor of National Kaohsiung University of Applied Sciences and National Sun Yat-Sen University.

Dr. Fu has rich experience in the fields of project management, system engineering, system analysis, requirements analysis and project management instruction. He managed bid, plan and execution of big project with over 100,000,000 budgets. He used to be the project manager in Lockheed Martin. His academic research covers nonlinear optimization system and control, nonlinear adaptive control and adoption, surface vessel control, project management, system planning/ task planning, functional analysis, quality management, system simulation and efficiency analysis. Now his focus is the adoption of PMO, case study of project management, communication between countries and generations.

His courses include project management, practices of project, strategy management, communication and PMO. He published 15 papers on international academic journals and many articles. He received his doctorate title of mechanics and electronics 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. He is PMP. He was authorized by the Administration of Standards of Taiwan Ministry of Economics to draft the Guide & Summary of CNS 21500 project management. Dr. Fu is one of the translators of the Traditional Chinese version of PMBOK® Guide 4th edition& 5th Edition, and editor of the Traditional Chinese version of The Standard for Program management, Software Management, Government Extension for PMBOK, Construction Extension for PMBOK® 3rd edition and Project Manager Competency Development Framework .

Topic: How PMO Improve Project Management and Make Life Happy

Project management has been promoted in the mainland and Taiwan for over 10 years. Now there are over 15,000 PMPs in Taiwan and over 140,000 PMPs in the mainland. Although the number increased a lot, but we still see the success rate of enterprise project is not high, the team members work so hard in project, enterprises don’t know how to support project? So, except to encourage individuals to study project management by the knowledge in PMP, the true value of project management lies in enterprise can use project management to get profit. So we need human, process, organization and tools to improve the enterprise project management maturity model and capability model. I have a lot of experience on managing international project and instructing project management in Taiwan and mainland. I will share the key of project management optimization. With my practices and experience, it also includes how to use case and diagnosis on the intelligent tools to improve project efficiency and make your work happy.

Mr. Rocky Luo

Senior Consultant of BJSCA

PMP®, PMI-PBA®, The MIIT Expert of Software Budget Assessment. He has more than 18 years’ experiences of project management, business analysis & requirement management in the Construction & IT industry. He is also PMI-PBA Certifications early holder in mainland China. Previous work field are mainly: ERP, PMIS, EC in YONYOU，a partner of SAP. Now, as a professional consultant & lecturer, He focuses on IT PM area.

Topic: Practice of BA Practitioners

More and more organizations recognize the importance of BA (Business Analysis). In the management discipline, requirement and requirement management are branch subjects of the BA. Without scientific business analysis, it will limit the possibilities of project and product to achieve business success.

In this speech, Mr. Luo will introduce the occident philosophy and science. And based on these ideas, the Chinese practitioners will advance their understanding of PMI’s Project Management Body of Knowledge (PMBOK®) in a new angle.

It includes:
1. Introduce the BA & PMI-PBA®;
2. How to carry out the quantification management of requirements in IT industry;
3. The scenario of quantitative management the requirements.

Mr. Sun Hu

Program Executive of Global Program Management Office and Product Director of ISD Program at Huawei

Max Sun Hu worked as a lot of key roles in project management area during the past 20 years. He did very successful delivery for large telecommunication globe projects for more than 50 Countries with his stronger leadership and professional soft-skill. He worked as PMO Director in MENA (2008) and Europe (2009-2010). He has been awarded leading light of project management and be TOP PM in Huawei, First one to obtain Level 7 PM C&Q Certificate. He Has made exciting presentation in PMI CHINA Congress 2013/2014 and PMI JAPAN Congress 2015. His successful program has been award as Outstanding Reward of PMI China. Currently He is leading Transformation Program ISD in Huawei to brand-new Project management and Digital experience.

Topic : The Digital Transformation of Project Management

Digital Wave comes and leads big Transformation by Internet+PM. The Platform+Rules will become core competition power. Project management has been changed from Pyramid model to Flattened and Autonomous. The “ROADS” (Real-Time, On Demand, All on line, DIY, Social) experience will improve the project management speed quality and cost. It’s a good time to Manage Project on cloud with innovation technologies for Brand-new Experience like playing games (Drag and Drop). Digitalized Project management brings Automation, Intelligence and Relax!

Ms. Sharon Guo

Senior Project Specialist in Beijing Mydao Group International (Asia)

Senior project specialist in Beijing Mydao Group International（Asia）,Master of Business Administration, University of Strathclyde, Enterprise Risk Management and Project Risk Management Professional who have led two important research projects on Investment Project Quantitative Risk Analysis for Decision with SASAC Research Centre in last few years.

Ms. Guo has worked for famous International Independent Third Party Organizations for many years. Areas of expertise: Management System Audit and Assessment, Investment Analysis (quantitative risk analysis approach), Enterprise Risk Management, Information Security Risk Management, Project auditing, performance evaluation for project completion, Post-project evaluation, etc.

Topic: Project Risk Management – Framework, Methodology, Techniques and Tools

I. Introduction of features of risks in the project lifecycle
•Project Lifecycle Stages and Objectives
•Risk Features in Different Project Stages

II. A Simple Introduction of Project Risk Management framework and Approaches
•Project Risk Management Framework and Methodologies
•Project Risk Identification and Analysis
•Project Risk Mitigation and Management
•Emergency Management (or continuity management)
•Project Risk Management Organization and Responsibility

III. The Risk Analysis Techniques - Qualitative and Quantitative Approaches Semi-quantitative Approaches)
•Introduction to the Qualitative Risk Analysis Approaches (including the
•Introduction to the Quantitative Risk Analysis Approaches

IV. The application Cases of Risk Analysis and Tools
•A Case of Risk Analysis for Project Decision
•A Case of Risk Database Adoption

Ms. Han Yan

Senior Project Specialist in Beijing Mydao Group International (Asia)

Senior project specialist in 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 Organization Project Management Maturity Model (OPM3) Appraiser, Certified Internal Control Specialist (CICS), PDP Coach.

Ms. Han once 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.

Topic: Project Risk Management – Framework, Methodology, Techniques and Tools

I. Introduction of features of risks in the project lifecycle
•Project Lifecycle Stages and Objectives
•Risk Features in Different Project Stages

II. A Simple Introduction of Project Risk Management framework and Approaches
•Project Risk Management Framework and Methodologies
•Project Risk Identification and Analysis
•Project Risk Mitigation and Management
•Emergency Management (or continuity management)
•Project Risk Management Organization and Responsibility

III. The Risk Analysis Techniques - Qualitative and Quantitative Approaches Semi-quantitative Approaches)
•Introduction to the Qualitative Risk Analysis Approaches (including the
•Introduction to the Quantitative Risk Analysis Approaches

IV. The application Cases of Risk Analysis and Tools
•A Case of Risk Analysis for Project Decision
•A Case of Risk Database Adoption

Dr. Lan Guosheng

Vice President of Bairui China

Dr. Lan Guosheng, PMP®, PMI member, senior human resources professional, senior researcher of Bairui China, member of National Real Estate Managers Alliance, visiting professor at Qinghua University and Peking University, master tutor

Dr. Lan Guosheng has rich professional practice experience in project management and human resources management. Dr. Lan Guosheng has participated in many national projects, taking charge of the project management of 7 large projects, 46 subprojects in 4 regions. He provided training and consulting services for many enterprises such as China National Petroleum Corporation (CNPC), China National Offshore Oil Corporation (CNOOC), China Energy Conservation and Environmental Protection Group (CECEP), China National Nuclear Corporation (CNNC), Longhu Real Estate, Country Garden, Hutchison Whampoa, Financial Street Holding, China Hydroelectric and etc. and Dr. Lan Guosheng has in-depth practice and research expertise in project manager competency model, establishment of project management tools and templates in various industries and career planning.

Topic : The Application of Project Management Tools and Templates in Practice

One of the biggest confusion of Project Management Professional (PMP®) is how to combine the project management theory with the practice, how to establish the practical project management tools and templates, and how to improve Project Management Handbook®.

The application of project management tools and templates in practice will give you the following benefits:
1. To master systematically the technique of establishing practical templates by using the key project management tools;
2. To share the project management tools and templates of benchmarking organizations
3. To apply the learned project management tools and templates to the practical work

Mr. Charles Liang,

Hospital Excellence Service PM of Cardinal Health China Pharmaceutical Co. Ltd.

Education:
1998 to 2003, Capital Medical University, Bachelor of Bio-Medical Engineering
2007 to 2010, Beijing University of Posts and Telecommunications, Master of Software Engineering

Career Experience:
Working in an international leading level of large hospitals for 10 years, mainly engaged in construction of hospital informatization, information system development, testing, operation and maintenance, as well as various types of project management, with the experience of top grade, middle grade and primary grade hospital informatization construction.

Working nearly 3 years in a world’s top 100 health care enterprises, mainly responsible for pharmaceutical supply chain informatization solutions consulting and project management for hospital service and medical fields, serviced institutions including private hospitals, foreign capital hospital group, private hospital group.

Certificate:
Project Management Professional (PMP);
Certificate of System integration project management engineer professional occupation qualification;
Training certificate of information system project professional occupation qualification;
Certificate of information security engineer;
Training certificate of national network engineer

Topic : Deliver Program to Customer, Communicate with Stakeholders on Benefits

Take my hospital informatization construction project as an example to start my presentation. At that time, before the project began, I had been using project management theory, I met some challenges in the project, such as total solution delivery, how to deliver the whole system which included over 20 subsystems, how to maintain the system and keep it reliable after the delivery.

Shortly after the start of the project, I came to know there has a methodology called program management beyond the project management, then I began to learn it by myself and try to practice it. The program management standard helped me to reconsider my project planning, such as strategy thinking, benefits management, stakeholder engagement, and project governance.

After the project was done, I summarized some experiences of practicing the program management methodology.
1. I delivered a total solution to my customer through the project by using program management theory, then realized the organizational strategy objectives.
2. I summarized3 relationships of strategy.
Relationship between Strategy and Now
Relationship between Strategy and Future
Relationship between Strategy and Action
3. I summarized 3 experiences of stakeholder engagement.
Communicate with stakeholder on benefits.
Help stakeholder to focus on the benefits.
Demonstrate to stakeholder the benefits.

Mr. Mo Haitao

Service Director of daydao

Haitao Mo, graduated from Peking University, majoring in Human Resource Management with bachelor degree of economics. Certificates of PMP, IPMA-HR, ITPMP, CHRP. Service Director in daydao at present. Regional HCM Service Director of South Central in Yonyou Network Technology Co., Ltd and HCM Service Director in Yonyou (HongKong) Co.,Ltd before.

With almost 20 years work experience in information system management, Mo focuses on the areas of ERP, HRM, Enterprise Application planning &system optimization with HRM project management and implementation experience of China Telecom(International), China Unicom(International), Wharf, TsuiWah, Hugo Boss, Country Garden, Hitachi Elevator, China Railway, Esprit, Guosen, Huiyuanjuice ABInBev.

Topic: Tai Chi Theory Drives HR Business Revolution&Transformation - The Art of HR Project Implementation Management

Analysis of Difficulties in HRIS Project Implementation; How to Drive HR Business Revolution and transformation by Tai Chi Theory and Project Management Technology.

Mr. Bob Jiang

Senior Agile Coach and Gold Medal Teacher of Chinese Leading E-commerce Company

The first CST (Certified Scrum Trainer) in the north of China
Senior Agile Coach and Gold Medal Teacher of Chinese Leading E-commerce Company
Certified LeSS Practitioner, Translator of Essential Scrum
An active member in Chinese agile community
Co-founder of Agile1001 http://agile1001.org

Topic:The Toolbox of Agile Retrospectives

It can generate new insights during reviewing experience. New knowledge emerges from past experience.
This sharing will introduce 3 tools of retrospectives, and some traps during retrospectives.
Finally summarise what is a good retrospective and how to get it.

Agenda:
• Why retrospectives are important
• Real cases of retrospectives
• Summary

Benefits for the participants:
As a team member, I can learn the importance of retrospectives and how to carry out the actions.
As ScrumMaster, I can learn the tools of retrospectives, and then I can facilitate retrospectives with diversity.
As a manager, I can know the ways of continuous improvement for a team, and then the team could be a high performance team.

Mr. Lei Liang

Deputy Director of General Office of China Energy Conservation and Environmental Protection Group (CECEP)

Mr. Lei Liang, Proposer of Management Breakdown Layout Analysis (MBLA), Deputy Director of General Office of China Energy Conservation and Environmental Protection Group (CECEP), Leader of Group Standardization and Informatization，Professor Senior Engineer.

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

Mr. Liang pioneered the method of Management Breakdown Layout Analysis (MBLA, a methodology for building Integrated Management System), taking the lead of a series of Standardization activities within CECEP for three years aiming to build a corporate wide Integrated Management System focusing on Infrastructure Management, Production & Operation. He created the Full demand, customized combination for Informatization Construction based on his experiences at CECEP. He led the creation of over ten unified information systems such as Master Data, Data Warehouse, Document Integration and Mobile Platform, enabling efficient, widespread communication throughout the company.

Topic : Full Demand, Customized Combination - A New Method and Practice for IT Project Construction

At present, enterprises face many problems constructing Information Systems. From the owner’s prospective, large amount of time and money is spent on unsatisfactory results. Some systems even require reformation and patching on rollout. From the vendors’ prospective, every project contains abundant needs. The heavy development workload extends projects expending capital causing vendors to lose money. The roots of these problems are congenital defects in the traditional information system construction process, such as project positioning, demand analysis and construction mentality.

To solve these problems, Mr. Liang proposes Full demand, customized combination, a new information system construction methodology and process based on the Management Breakdown Layout Analysis (MBLA). First, project positioning is based on meeting the demands of the lowest level of the company instead of meeting management needs. Second, demand analysis should follow the MECE principle, factoring in all the demands of the business, integration, operation, maintenance, safety, and environment protection. Third, the construction methodology is to provide a diverse portfolio of products and to create customized Information Systems applicable to different enterprises. Finally, Limited technical models should be used to account for different business scenarios.

Mr. Yang Chao-Chung,

Director of Master Program of Project Management, Feng Chia University; Director of Project Management and Systems Thinking Research Center, Feng Chia University

1. PMP, SPPA Cloud Project Management Information System Certificate
2. Specially-Hired Researcher of Creative Center, Industrial Technology Research Institute
3. Project Director, Taiwan Water Conservancy Department
4. Lecturer, MIT Sloan School of Management
5. Customers: Systems thinking and project management trainer of IBM, Hiwin Technologies Corp., Shuz Tung Machinery, Asia Pacific Telecom, Taiwan Silicone, Dayi Construction, Greater China Project Management Association, Soochow University EMBA, China Industrial and Commercial Research Institute, Taiwan Automation and Intelligence and Robotics Association, Project Management Institute Taiwan Chapter

Works:
1. Yang Chaozhong, Wen Bai, Hong Shize and Chen Guozhang, Counter-Intuition Wins: Systems Thinking, Project Management and the Art of War That You Have Never Seen, Commercial Telegram Culture(Oct. 2011)
2. Yang Chaozhong, Wen Bai, Lin Qiusong, Dong Qian, Liu Xinlong, Combat Capability of Systems Thinking, Shuquan Press (Dec. 2011)
3. Yang Chaozhong, Zhang Liangzheng, Ye Xincheng, Chen Changxian, Ye Zhaoxian, System Dynamics—Thinking and Application, Wunan Book Press (2007)

Public Presentation in China
1. Apr. 7, 2015, Lenovo Mobile Communication (Wuhan), Topic: Build Problem-Solving Capability with Systems Thinking and Project Management
2. Apr. 8, 2015 and Apr. 9, 2015
Invited by the Training Center of State Administration of Foreign Experts Affairs
Topic: Make Flexible Use of Project Management through Systems Thinking
Contents:
1) Develop Problem-Solving Skills through Systems Thinking
2) Make Flexible Use of Project Management through Systems Thinking
3) The Creative Application of Systems Thinking among Program Management, Project Sponsor and PMO

Topic : The Application of the Art of War with Systems Thinking in Business Analysis and Project Management

The Art of War is a book on wisdom that researches on the strategy ‘why to fight’ and the tactics ‘how to fight’. The essence of war is projects. Thus learning The Art of War will improve project management ability. However, it fails to reveal its causal system for the limitation of literal expression. System thinking has the feature of integration. By cause and effect graph drawing, we could effectively find out the problem-solving ability of the Art of War. The methodology is also applicable to business analysis which is focused on ‘why to do’ and project management focused on ‘how to do’.

Mr. Lin Shaopei

Project Management Teaching & Research Expert Team, School of Mechanical Engineering of Shanghai Jiao Tong University (SJTU)；Chairman, PMI Global Accreditation Center, China Regional Committee

Mr. Lin Shaopei, professor, Institute of Engineering Management in Shanghai Jiao Tong University; Board Director, PMI-Global Accreditation Center; Chair of PMI GAC China Program Evaluation Center (CPEC). Fellow and Chartered Engineer of the Institution of Civil Engineers (ICE, UK) and CEO of ICE China Education and Training Center. His award includes the Government Special Allowance of the State Council PRC in 1992, the lifetime Achievement Award of PMI China in 2012, the Excellent Service Award of ICE in 2015 and the Service Achievement Award of PMI GAC in 2016.

He has had a long-term experience in engineering research during 1960-80sand another 30 years’ experience in economics, finance and management. Professor Lin returned from industry to University and worked for Shanghai Jiao Tong University since mid of 1980s, devoting himself in teaching and research works in engineering, economics and management. He had been research professor in Cornell University and Hong Kong University. He published six books and nearly 200 papers in Journals and in domestic and international conference covering a variety of disciplines, including engineering, economics, finance, management, system engineering, computational mechanics, IT & computer application, fuzzy mathematics and artificial intelligence applications, etc.

Topic : Internet Plus and Professional Innovation

1. The Core of Internet Plus
2. The Development of Internet Plus
3. The Impact and Enlightenment of Steve Jobs to us.
4. What shall we learn from the impact?
5. The Project Management Characteristics under Internet Plus environment.
6. The development of theoretical Framework of Project Management under Internet Plus environment.
7. Summary

Mr. Wu Wenjun

Excellent PM Award Winner of CNPC(China National Petroleum Corporation)

Mr. Wu Wenjun ,PMP® & Senior Engineer，Excellent PM awarded by CNPC(China National Petroleum Corporation)，has served for CNPC Second Construction Corporation (CNPC SCC) as the vice director of Project Management Department, and Currently in charge of PM information system. With a long time experience in project management and informatization management, he had been assigned as project manager for many times to take charge of a lot of projects in petrochemical industry, medical & pharmaceutical industry and international chemical projects. He had ever engaged in many different types of work, such as welding engineer, planning engineer, contract management engineer, chief project engineer, project supervisor, project manager, etc.

Topic : Practical Application and Localization Reform for Earned Value Analysis

1． The targets/advantages/basic parameters and evaluation indexes of Earned Value Analysis;
1.2 Target of Earned Value Analysis
1.3 Advantages of Earned Value Analysis
1.4 Basic parameters and Evaluation indicator

2． The difficulties in the Earned Value Analysis Method in domestic engineering;
2.1 Inadaptability caused by skipping of concept.
2.2 Loss of applying environment and supporters caused by differences in work habits and management culture
2.3 Difficulties in data collection caused by the traditional cost control system

3． Earned Value Analysis localization by reforming the execution path and parameters according to customary practice of domestic engineering project management;
3.1 Analysis of domestic traditional cost control mode.
3.2 Advantages and difficulties of international popular EVA method.
3.3 Reforming of data collecting path and revising of indexes of EVA.

4． The corresponding project management system configuration: Staff/Regulation/Process
4.1 Position setup inside project department need to increase.
4.2 Establishment of a corporate executive system.
4.3 Relevant working process.

5． Informatization of EAV practical application and localization reform.
5.1 Establishment of the unified project management Information system
5.2 Development of professional EAVlocalized module.
5.3Training and adoption of new module.

Mr. James Liu (Tong Liu)

Senior Consultant and Trainer of (US) International Institute for Learning (IIL) in Project Management and Leadership, PMP®

PhD holder of Business Administration in Business School Netherlands and Shanghai Jiao Tong University.Project Management Institute (PMI) Standard for Organizational Project Management(1st Editionin 2017) Subject Matter Expert (Global), PMBOK® Guide Standard (6th Edition) Exposure Draft Reviewer (Global)，Senior Project Management Trainer in Shanghai Jiao Tong University& TXC company Senior Consultant. Senior PMO and Project Management (English Version) Trainer in Xi’an Jiao Tong Liverpool University for Master of Science.PMP®.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) and others Group companies.

His recent published articles also include: OGMAC: 5 PMO Change Dimensions on PM Review, March Issue, 2016 and Growth Chart: PMO’s ARK to Build Competence PMI’s PM Network, July Issue, 2016.

Topic : OGMAC:5 Change Dimensions for Successful PMO

PMO’s Building is not easy. Many companies drafted the organizational charts and regulations.But being short of strategies and courage, they dare not to issue them. Many PMOs from home and abroaddie at this phase. Based on the Speaker’s PMO change strategy verification with Global Fortune 500s , like Huawei and CRRC, his consulting practice of establishing PMOs in Geely Cars Group, Volvo and other big companies, and his many years’ PMO teaching experience, 5 change dimensions and systematic approaches were extracted. It is called OGMAC, covering Organizational Design, Governance, Methodology, Acquiring Competence and Culture. The speech will discuss the approach of how to do it with the foundation of methodology changes, adopt structural organization，project governance and culture changes to help audience to promote the comprehensive success of PMO. It will improve their enterprise project management maturity and get more benefits for the company. The speech will focus on demonstrating practical processes, tools and templates.Some of ithas been published on PMI’s PM Network for over 400,000 readers globally.

Mr. Robin Shen

Founder & Chief Consultant and Trainer of First Leadership Center

☆Founder & Chief Consultant of Beijing First Leadership Consulting Co. Ltd.
☆IIL and PMGS chief Consultant and trainer
☆Professor teaching MBA in Tsinghua University
☆Once Senior PM in Motorola Networks
☆Once VP in a leading management Consulting Co. Ltd.
☆Once GM of Beijing Bravery International Simulating Engineering Co. Ltd
☆Master of BUAA, MBA of City University
☆PMP®，CCNT Certified, PMI Member

Competitive Advantage: worked as general manager in high-tech manufacturing company and senior manager in 500+ fortune companies, Robin is strong in practical business management and rich in engineering experiences. He is good at both the project management and leadership, combined with the hard skills and the soft skills.

Publications: The power of Project Leadership, Becoming a Strategical Leader, Leading Continous Change, Credibility, the Leadership Practice Inventory, Experience-driven Leadership Development, Etc.

Topic : How Do Project Managers Think More Strategically

Project managers are often technically oriented. They are typically strong in logic, thinking rationally, and good at doing things. In contrast, they are not good in dealing with people, and not good at managing people and team. Now in the new times, projects are becoming more and more complicated, many projects are cross-functional and cross-region and even cross-culture oriented, the environment are real virtual. At the same time, customer are becoming tougher and tougher, demands are high.

In project management, one of the biggest challenge and headache PM is complaining are that PM don’t have position power, or say the hard power. It is a fact that the team members won’t directly report to the PM in most project environment. How could a PM manage and drive his team? What is interesting and somewhat funny is that PMs have to deliver the hard deliverables without any hard power. How could PM do that?

Project managers are in many ways the GM of the project. In order to meet the　demanding challenge, the PM have to improve himself and transform himself along with the following three aspects:
1. To transform from technically oriented to management oriented.
2. To transform form management oriented to leadership oriented.
3. To transform from execution oriented to strategically thinking oriented.

In short, the successful transformation of project manager plays a very import role for future project success. A little step a PM，a great leap the project team.

Mr. Han Wei

Founder of YIQIHECHENG, PMP

2002 - 2014: Yonyou Software Company
Duties: Software R&D, implementation, major project management and technical pre-sales.
December, 2009: PMP Certification Obtained
September, 2010: Volunteer of PMI China and Director-general of PMIvolunteers, Beijing.
2012: Launched a community start-up salon in Huilongguan, Beijing, which lasted for three years.
2014: Co-founder of Pinyou
Duty: Marketing
July, 2015: Startup failure
He continued to share the theories and practices behind the Lean Startup model, and launched a Lean Startup solon.
October, 2015: A new startup, “Yiqihecheng”, a company producing integrated SaaS marketing tool, andreceived a seed investment from AAMA.
August, 2016: Angel investment from Plug and Play (PNP), one of the largest technological incubator in Silicon Valley, the USA.
Meanwhile, he went to Beijing Sport University, Luoyang Institute of Science and Technology, PMI Beijing Volunteer Salon, Annual Meeting of Modern Excellence and PMP Alumni Committee, TravelSky Enterprise, Institute of Process engineering of China Academy of Sciences, Putao Venture, and AC Incubator to do online and offline sharing about the theories and practices behind Lean Startup. What he shared was deeply rooted in the local conditions of starting up a business and his own experiences.

Topic : Innovative Management in Start-up Company: Accurate, Targeted, Fast

Internet innovation and entrepreneurship has introduced new practices to start-up project management. The project management of innovative startup projects aresignificantly different from conventional practices in terms of both planning and implementation. Based on the Lean Startup framework which originated from the Silicon Valley, together with his experience in innovation and entrepreneurship, Hanwei will discuss how to make the innovation and start-up project management precise, targeted and fast.

Mr. Tong Tian

Planning Supervisor of the IT Department

IT Project Planning Supervisor, Master's degree, PMP, Information System Security Professional, Practical Project Management Expert, Senior Project Manager, Senior Big Data system architect.

IT Project Planning Supervisor who is responsible for the planning and construction of Big Data and MSS systems management. Once served in Shanghai World Expo Bureau as senior project manager, won the "2010 Shanghai Expo City Star"; The information management consultant of Canada China Business Council.

Topic : The Communication With 80's & 90's During Project

The first part: How to Express Project Management Requirements
1) How to solve the problems caused by dogmatic regulatory requirements?
2) How to effectively transfer project management requirements?

The second part: Appropriate Control to Enhance Initiatives
1) "I" OR "WE"
2) How to appropriate control

Mr. Li Guojian

Data Analysis Manager of DIG (Data Intelligence Group) in LiePin

• Data Analysis Manager of DIG(Data Intelligence Group) in LiePin, currently responsible for government projects, industry research and data product development.
• 7 years of data analysis and industry research’s work experience, leading the completion of more than 10 national research projects, which covered the fields of industry, human resources, mathematical statistics.
• Former Executive of Industry Research in GfK Group(The world's fourth largest market research company).
• Former Director of Market Research Department&Director of User Experience Evaluation Center in China Household Electrical Appliances Research Institute.
• Master of Applied Mathematics(Mathematical Statistics), Beijing University of Information Science and Technology.

Topic: Big Data Research Findings on Project Management Talents Development Trends

Currently, LiePin’s talent population reaches 30 million, along with 500 thousand enterprise customers and 250 thousand headhunters. Basing on data of project management personnel from LiePin’s databases, the report analyzes the city and industry distribution of the project management personnel, as well as introduces the education structure and seniority structure of talents. On the basis of TSI index (talent shortage index), developed independently by LiePin, the report analyzes the talent supply and demand, the talent flow trend in different city, which also covers a multi-dimension analysis of competitivity and structure of Chinese project management personnel. In the end, the report, according to the development trend for the field of project management, puts forward some prospects.

Mr. Bruce Yu

Supervisor of the Training Center of Unionpay

Mr. Bruce Yu (PMI-PBA、PMI-ACP、PMP、PgMP、PfMP、P3O、ITIL Expert、MBA)

The unique project management expert who hold thePMI-ACP, PMI-PBA, PMP, PgMP and PfMP certification of PMI.He is Supervisor of the Training Center of Unionpay. He used to be KM Manager and PMO lead of HP (Shanghai), Director of Ctrip Knowledge Management Center and Head of Ctrip Program Management Office. With 16 years of experiences in managing IT projects and related work, he leaded the organizational major projects like Haier SBU project, Yizhong ERP project, HP knowledge management program and Ctrip knowledge management program. HegotPgMP, PMI-PBA and PMI-ACP certification of PMIearly in China. He is the outstanding ChinaProject Management Trainer in 2013,the China Knowledge Management Professional in 2011, the Editorial Board Member of Project Management Insight, the translator ofPMI：Business Analysis For Practitioners: A Practice Guide,the translator ofPMI：Requirement Management: A Practice Guide, the author ofAgile Project Management and Guide of PMI-ACP Certification Exam, the author ofPMI-PBA Certification and Business Analysis Practice Analysis, the translator ofBusiness Driven PMO Success Stories Across Industries and Around the Worldandthe translator ofThe AMA Handbook of Project Management (Fourth Edition).

Topic : The Creative Power of China and Professional Development of Project Managers

The speech will present to you all certification system of PMI such as PMI-ACP、PMI-PBA、PMP、PgMP、PfMP、RMP、SP, including their value position, function and corresponding knowledge structure.

Furthermore, integrating with PMCDF (Project Manager Competency Development Framework), we will outline the skill development path from junior to senior to master, and required certification, knowledge structure and skill structure at each stage. Trough case study of typical industries like Engineer, Energy, Finance, Auto, IT, Internet, Smart Appliance, we try to figure out the defined skill development path of project manager and corresponding required knowledge, in order to make good preparation for better career development.

Mr. Zheng Xiaolong

Senior Project Management Training Specialist and Practical Coach

Senior Project Management Training Specialist and Practical Coach
Advanced project management system construction consultant
PMP、Nanjing University EMBA
”China Project Management and Technology’s magazine” Columnist
Previous positions:
Neusoft: project manager, project implementation manager, project director and product director
More than 15 years’ experience of project management, product management,
Program supervision and consulting

Primary field:
Regarding to the customers’ pain points problems as cutting point; Combining profound theoretical basis and abundant practical experience; Developing simple and useful customized process, tools and methods;

Its series courses of the proverbial “Blind Men Grasping the Project “integrating the advanced foreign project management theories, methods and system, blend in the practical situation of Chinese project management

Receiving a wide acclaim of students and companies, adopting various teaching methods, including: case analysis, situation simulation, role play, scene games, etc.
Organizational experience of planning, deploy, implementation and training of project management; Successful promotion of organizational project management system; Helping enterprises building and perfecting project-level and organizational process, specification and institution of project management; Successful application into the led business line.

Devoted to the talent cultivation and consulting services of project manager and project management team, including the below industry:IT, real estate, architectural engineering, electrical, aviation, automobile, retail, finance, insurance, medical, traffic, electric power, telecommunications, etc.

Having organized and implemented the consulting projects and training programs of project management in various enterprises.

Topic : The Discussion of “Hosted Training Mode" Project Manager

More and more enterprises attach importance to the position of project manager，and this position becoming key talent resources of an enterprise’s success. However, when they want to find a nice project manager, many enterprises have a feeling of “A good man is known in time of need” and “It is easy to find a thousand soldiers, but hard to find a good general. ”
The discussion is to seek the primary training mode of project manager and expand the discussion around hosted training mode，in order to help the training of project manager.

Part One: the Overview of project manager training mode
1. The status analysis of project manager training development
2. The key difficulty and key elements in project manager training
3. The advantages and disadvantages of the enterprise’s project manager training mode.

Part Two: The discussion of the “hosted training mode “project manager
1. Core elements of hosted training mode
2. Main structure of hosted training mode
3. The key stakeholders analysis of hosted training mode
4. The common resistance and response suggestions to the mode
5. The practical show case which can be the reference of the hosted training mode (including expected effect analysis)
6. The reference of primary outcome to the hosted training mode of project manager

Mr. Zhao Wei

Agile Coach & Consultant from Agile/DevOps CoE, IBM Great China Group GBS CTO office

Mr. Zhao Wei, Agile Coach & Consultant, from Agile/DevOps CoE, IBM Great China Group GBS CTO office. He has Certified Kanban Training.

As one of the most experienced consultants, Mr. Zhao Wei has significant large scaled agile transition experience (>500 people). Has worked in telecom and IT industry more than 16 years, and has been as software developer, R&D manager and agile transition owner in Nokia Siemens Networks to practice team level, project level and department business line agile transition. As agile coach & consultant Mr. Zhao Wei has provided professional agile consulting service for telecom, banking, finance, retail, e-commerce, electric and manufactory industries.

Since the first year of Agile China Conference in 2006, Mr. Zhao Wei attended every year’s Agile China and has presented a few topics. He has attended and presented a few times in Agile Tour and ScrumGaghering. In 2015 he has presented product development flow topic in ProMAC international project management conference, at Sapporo, Japan, and agile transition framework topic in ProMAC 2016 at Gold Coast, Australia.

Topic : How Does PM Survive in IoT World?

Today the environment and context of IT is a complex and fast change world, PM will face many big challenges of complex projects, such as projects failure, projects delay, product quality and team moral issues etc. The traditional iron-triangle is not suitable for these challenges. To address it the iron-triangle has to be changed to focus on business value and product quality, and balance the time, schedule and scope. In every dimensions there are some valuable and concreate practices which can help to handle these challenges, every project manager need to change the way of working, borrow and try these practices, by applying these practices as necessary toolkits project manager can adapt and increase the project governance to decrease project risks and increase project success. In a word these great practices are from agile software development, so agile project management is the key weapon of project managers in IoT world.

Mr. Oliver Xuan

Project Management Consultant of CHANGE, Board Member & General Manager of Project Manager Union, PMP, PgMP

Mr. Xuan is early PMBOK® Guide and SPM learner and promoter in China. He personally is PMP and PgMP holder.

Vice President of China IT Project Manager Alliance, Standing Committee Member of Beijing Project Management Association. In 2001, He established the premier website focused in project management that promoting PMBOK and PMP. In 2012, he brought PgMP and SPM into China market.

Mr. Xuan has over 15 years’ experiences in project management promotion, research, consulting and training. He participated the national standard setting of the body of knowledge in software project management and new drug development. He is also expert in international and domestic project management system and model application, and expert in international project management credential operation.

Topic : PgMP Certification and International Advanced Project Management Personnel Training

Why do Chinese enterprises need to develop PgMP
Item set (program) management art: standard of SPM
PMI best practice summary: management of projects and project set differences
The core of project management around the WBS to build the project plan
Set project management at the core of: implementing item set around revenue
Item set of earnings (benefits) VS project delivery (delivery)
Global PgMP profiles with China
PgMP certification training and evaluation process

Mr. Xiao Yang

GM of Micro-Power Consulting

Mr Xiao (MBA、PMP、SCOR-P) is a Professional Instructor and Consultant in Organizational Project Management、PMO Establishment、Innovation Management and Program management. In the first phase of his career, after Mr Xiao graduated from OCU with international finance MBA, he worked in the group level of Motorola, SonyEricsson and LG for many years in R&D and Supply Chain Operation. As the Program manager, he has successfully completed many projects and programs all over the world including NPI, IT, Operation improvement, PMO establishment, Project management process improvement, Supply Chain Implementation, Supply Chain Improvement and Manufacturing capability improvement, etc.

In the Second phase of his career, Mr Xiao changed his job to a famous Chinese company as the head of Group Process and System innovation Department, established the Group IT PMO，built the project management system and improved the business processes of the whole company.

Topic: How to make the project management knowledge become your core competitiveness with limited authority under the enterprise environment?

More and more PMs met challenges whenimplementthe project management knowledge under limited authority of company. How to let you do the unity of theory and practice of project management in the enterprise?

1． PM without professional knowledge, PM with professional knowledge but without practice, Professional PM
2 .Why it is so difficult to apply the project management methods in Chinese enterprise ?
3 how to become the occupation and the project manager?

Mr. Shaun Yang

Assistant to the Dean of Institute of International Project Management at Tsinghua University

Assistant to the Dean of Institute of International Project Management at Tsinghua University
Director of Tsinghua University Traning Center, Director of Tsinghua University Consulting Center
PMI-PMP
Certified OPM3 Consultant
President of the Architect Magazine
Chief Editor of Enterprise Business School Magazine

Committee Member, Vice-chairman, Secretary General of Society of Management Science of China

One Beijing Teaching Achievement Prize Winner
Seven Tsinghua University Teaching Achievement Prizes Winner

Research Focus:
Organizational project management
Enterprise project management system
Informationization of project management
Maturity model in project management
Project management in Chinese culture

Courses Developed and Given:
Project management experiential courses
Knowledge to ability – project managers’ practical training
Organizational project management
Informationization of project management
Internet plus and project management
PMP professional training

Topic : Project Management Practices in“ Internet + ”

Chapter 1: Internet plus and project management
- Development history brief review of project management
- Enterprise strategy and project management
- Top seven difficulties in project management
- When project management meets internet plus

Chapter 2: Project plan and control
- Planning is essential for success
- Making plan with models
- Planning optimizing
- Project control and evaluation

Chapter 3: Management Changes in Internet Era
- Agile the Key for Success
- Flat Management – ‘small is beauty’
- Trend : Cross-organizational Collaboration
- Emphasizes Individuality Demand
- Communication is Productivity

Chapter 4: Internet Plus and Project Management – The Way of Enterprise Maturity
- Organizational Process Assets – Enterprise’s True Wealth
- Project Management Office over the Cloud
- People-oriented: Behavior Data Analysis
- Organizational Project Management Maturity Improvement

Mr. Zhang Zhiliang

Gold Medal PMP/PgMP Lecturer of BMMETC

PMP○R, PgMP○R, CSM○R, PMI-ACP○R, PMI-PBA○R,
AACTP○RInternational Certified Trainer

Project management training / consulting experts
Editorial Board Member of project management viewpoint

-Master of Engineering, expert of enterprise project management.
-More than 10 years-experience in Fortune 500 companies (Baidu/Toshiba etc).
-As a consultant, providing related consulting/training services for many enterprises such as CNOOC/Beijing Mobile/Beijing Unicom/the Bank of China/CGN/TBEA/P&G/Mars/Nestle/CJ/Samsung/BOE/Lenovo/Siemens/NEC/CIG etc.

Topic : Best Practice for Small and Micro Enterprise Project Management

With the popularity of the concept of project management, more and more small and micro enterprises realize the importance of project management for the development of the company. However, they encountered enormous challenges due to the huge pressure of market competition, strict cost control, heroism, so many progress oriented project etc. Mr. Zhang will share lots of enterprise best practices and methods to show how to improve the organization management ability for small and micro enterprise. In the presentation, Mr. Zhang will give the method for how to tailor the process of PMBOK○R, SPM○R and OPM3○R in order to improve the efficiency and effect of project management for small and medium-sized enterprises. We can see through comprehensive analysis of people, culture and process, the project management ability, organizational performance can be improved, and the organization can achieve maximum benefits.

Mr. Zhu Qing

R&D VP of Endovascular Products in MicroPort Endovascular (Shanghai) Co., Ltd.

Mr. Zhu Qing, master of project management, is currently the R&D VP of Endovascular products (subsidiary of Shanghai MicroPort Medical (Group) Co., Ltd). He has 13 years’ work experience in product development and management, especially cardiovascular medical deviceonClass III high risk. He led his team developed 5 products on aortic disease treatment.Now these products are the no. 1 market share in domestic and the only overseas export of national brands products, won the second prize of Shanghai science and technology progress. He has more than 20 domestic and foreign patents, led to fininsh the National 863 projects, the national industrialization key projects, Shanghai science and technology support projects and other 10 research projects, has been sponsored by Shanghai Rising-StarProgram.

Topic: Innovation Model of Portfolio Life-cycle United Stimulation

MicroPort Endovascular is a High and New Technology Enterprise with a mature R&D organization and team, as well as management experience. The company develop new products adhering to AMAEE (Accurate, Multiple, Accelerated, Excellent and Economic) policies.In order to better stimulate R&D engineers to work with enthusiasm and creativity, to speed up new product development, and to develop products with high technology and additional values, the company established a new performance assessment system, Portfolio Life-cycle United Stimulation, abbreviated as “PLUS”. “PLUS” intends to build a network within all milestones between single and multiple projects throughout the entire life-cycle, which lasts from initial concepts to final off-the-market. Therefore, it helps improving the performance of the portfolio effectively, as well as employees’ consensus on long-term cooperation and acceptance of project management.

Mr. Tony Tang,

Chairman and Founder of Shenzhen Lanyun Software Co., Ltd, Chief Consultant

He was graduated from Ocean University of China in 1990, majored in Applied Mathematics. He served in senior positions of product management as well as research and development management in many domestic and international companies. He founded the first domestic project management software research and development company in 2004, Lanyun Software, which provides organization-level project management solution in IT, product research and professional service areas, and he is always focused on research and development and promotion of organization-level project management software platform EasyTrack. He provided organization-level project management consulting service for the following customers: Shenzhen Stock Exchange, Minsheng Bank, one ministry of the Second Academy of China Aerospace, Ha/ma, LeEco, Haier, etc.

Mr. Tony TANG is proficient in project management, quality management and agile development. He is familiar with multiple management methodologies, and also applies in real work for long time. He is good at theory with practice, and he is a senior project management professional.

Topic: The Best Practice of Organizational IT Project Management

Mr. Tang would like to share project management methods which fits for current organizational IT projects, based on examples of problems on organizational project management that IT department facing as well as measures to solve. The methods, which combine PMI methodology and summarized experience of many years of project management consulting.

Mr. Youe-Ping Lee

Branch Director of PMI-TW Chapter

Lee, Youe-Ping is the Branch Director of PMI-TW chapter, He got the PhD degree in 1997 and he had the certificates of PMI-PMP (Project Management Professional), PMI-PBA (Professional in Business Analyst) and CSPO (Certified Scrum Product Owner). His work experiences include the policy making, inspect and audit, international cooperation, training work, regulation planning of river basin implement the flood prevention projects. He also got the “Enterprise Project Management Benchmarking Award” of PMI-TW three times from 2013 to 2015.

Topic: Project of Wise Adaptation to Climate Change for Sustainable Water Environment

The impacts of climate change are more significant increasing. Most countries in the world developed the adaptation measures. Since 2009, we promoted the project “Wise adaptation to climate change for sustainable water environment” in response to the impacts of the climate change. In order to achieve intelligent adaptation to establish the sustainable water environment vision, we propose the integration project to promote scientific research in the planning stage. The project including a total of more than 60 projects and hundreds of sub-projects, funding totaling is 12 million USD. We got the consensus conclusions through the expert meetings and the World Café to set the cost, time and quality standards. By the way we promote the program management across the stage, multi-year, interdisciplinary project classify integrate efficiently allocate and utilize organizational resources to create maximum efficiency. So far, we completed under the impact of future climate change, rainfall, flow and sea level rise scenarios simulated, the risk of earth and sand, flood control facilities risks, risk seawall, coastal storm surge flooding risk overflow risk maps and risk maps based on those prepared in response to climate change adaptation strategies and action plans, and gradually stages of execution in order to alleviate the impact of the water environment and water utilities, the established wisdom to achieve their goals of sustainable water environment.

Mr. Cai Haihong

Mr. Cai Haihong, Project Management Director in Strategy Planning Office of Shanghai Yiguo E-commerce Co.Ltd.

MR. Haihong Cai, Project management director in Strategy Planning Office of Shanghai Yiguo E-commerce Co.Ltd, is responsible for organizational project management and involve in assistplanning and implement organizational strategy. Meanwhile, as the sponsor of the Yiguo project management community, he is promoting community ecosystem collaboration and building.

Mr. Cai graduated from Business School of Renmin University of China in 2002, got PMP certification in 2007, with 12+years’ project management experience until now. He worked in FMCG and retailing industry for many years, was responsible for many kinds of projects and programs, which were related to online or offline business, IT planning and information system implementation, with rich project management and cross-regional team management experience.

Mr.Cai acted as new store project supervisor in Development Department in Walmart China, then KA solution director, project director (also grantedthe title of Organizational Project Expert) and Ameba Supervisor in the leading software and solution provider Efuture in China.

Topic: Organizational Project Management Practice of Fresh Food E-commerce Platform

1. Industry background
1) The first Fresh food e-commerce platformand the biggest one in China
2) Anew generation of full chain fresh food operation platform amongAlibaba ecosystem in internet+ era

2. Values of organizational project management
1) Strategic perspective: Strategic project deployment, Ways for strategy implementation
2) Identify opportunities, solve organizational issues, to strengthen competitiveness advantage.
3) Projects integration: Integrate projects resources from inner-organization or ecosystem to realize innovation values

3. Organizational project management in fast- developing e-commerce platform
1) Keywords:simplicity, high-efficiency, business support
2) Balance：Business senseVS Scientific management / Agility VS Risk control
3) Organizational characteristic of project, Life cycle characteristic, management levels characteristic
4) Project life cycle management and incentive mechanism
5) Organizational project l capacity building, project community ecosystem building
6) Project resource integration and innovation promotion

4. The development experience of Organizational project managementsystem

Mr. Zhou Xiaoqiao

Director of Innovation Project Management Institute of China

Mr. Zhou Xiaoqiao, Professor of Delphi – Tsinghua Automotive Research Institute. He is PMP Certifications early holder in mainland China and a member of Committee (Project Management) of Ministry of Labour and Social Security. He is also a certified 6σ black belt and leading auditor of TS16949/ISO 9000 quality management.

Mr. Zhou once worked for Shougang Cooperation, General Motors and Delphi Automotive Systems as engineer up to Asia engineering director. He has rich experience in the areas of industry engineering, product development, international engineering project management, quality management, operation management, training and consulting business. He has successfully managed auto industry investment project which exceeded overall $1 billion.

Mr. Zhou owns bachelor degree of engineering, master degree of business management and Ph.D. He has published several books about project management including Four Steps for Project Management, Project Manager, Project Management Practice, Project Management tools and template.

Topic : Innovation Project Management

Mass entrepreneurship and innovation is the spirit of the time. It is a great challenge in this uncertain internet marketplace to quick create cheaper, better quality products and servicer in a high efficiency way for the customers. Traditional project management method, however, generally doesn’t work well at the area of innovation activities. Innovation project management creates a strategically way to manage product research and development through building a agile, balanced and open organizational management system, establishing a collaborated and committed creation cooperate culture, to achieve breakthrough innovation of new technology, product, service, management and business model.

Mr. Wang Jianfeng

PMO Director of R&D Project Managemnt, Huawei Technologies Co., Ltd.

In 2000, Wang Jianfeng was appointed as the Development Engineer, PL, PM and Development Representative. From 2009 onwards, he served as the PMO of the Product and Solution System. He is responsible for the project management and capability system construction of the product development system.

Leadership and build the product development system project management processes, methods, organization, IT and other changes to promote the Huawei product system project management organization maturity to enhance and explore the agile model of project management system and portfolio management exploration.

Topic: Huawei's Practice of R&D PMO Capacity Building

This lecture introduces the architecture and practice of project management capability system formed by 7 years development of PMO, and explores the possible path of future product / project portfolio management of product development system based on the exploration of portfolio management.

Mr. Wang Hongshuo

Co-founder of the Seed Academy

He has been involved in the planning and management of numerous large-scale international projects such as: on site commander of the first China/US Motion Picture Summit, and also as speaker in various areas; National School of Development at Peking University (NSD) BiMBA honourable guest lecturer; 2015 TEDx speaker; guest speaker of The United States Travel and Tourism Administration, the first Asian speaker at the South African Tourism Bureau “Meetings Africa” annual conference….etc.

By chance, he introduced the concept of project management into the ways of the family, and managed his daughter’s application to US colleges as a management project. The attempt was very successful and yielded great results: His daughter realized her dreams and was accepted to Stanford University in 2015.

Upon such discovery, Mr.Wang realised that every family is made out of numerous manageable projects, and needs to be regulated via efficient and scientific means. Therefore, he co-founded the virtual community with parents of students attending prestigious academic institutes——Seed Academy, hoping to promote and popularise the application of project management ideology in families through mobile and internet technology. Seed Academy hopes to share the stories and experiences of those who have already successfully gone through the process with new parents, and strives to help parents inspire their children to become their better self.

Topic: From Beijing to Stanford - The Secret Behinds

All the time,
We hope our children to make changes,
We hope others to make changes,
But the only thing we forget is that,
We are the one who most need changes.

From the very moment our children come into this world, we become the teachers assigned with the hardest work—bringing up children. It is the most complicated, most arduous, but also sweetest job. And we ask ourselves to never fail to conquer this job.

Ms. Joan Wang

Senior EHS Manager of Boeing Tianjin

Joan Wang graduated in Tianjin University and got the Bachelor Degree in 1996. She joined Boeing Tianjin on Oct. 2006 as Senior HR Recruitment, compensation and benefits Manager, Senior Business Operation Manager and Senior Environment, Health and Safety Manager with cross-disciplined working experience.

Since April 2015, she is senior EHS manager and in charge of EHS compliance, audit and go 4 Zero project and safety continuous improvement project, Implement Boeing EHS policies and system at Boeing Tianjin.

During 2013-2015, She was senior business operation Manager and in charge of 737, 787 Composite Parts program management, the Adoption of Boeing Program Management Best Practice at Boeing Tianjin and Operating Rhythm Management, Chinese Suppliers’ Project management and PMBP training support. She is familiar with American project, program and portfolio management process and best practice management.

Before joined BTC, Joan worked for several American and European manufacturing businesses as HR expert. She is versed at HR laws and regulation, employee relationship management, Recruitment, Compensation, Benefits and BSC& KPI performance management. She is also a senior internal trainer.

Topic: Project Management Best Practice - Risk, Issue & Opportunity Management

1． RIO (Risk, Issue, Opportunity) Definitions
2． Integrated RIO management
3． What is RIO Management?-It is a systematic, continuous decision-making process
• Identifies risks, issues, and opportunities
• Assesses likelihood and impact
• Influences likelihood and impact
• Integrates with program plan
4． RIO Management Process
• Analyze Risk
• Assess RIO Handling Options
• Plan, Execute
• Track and communication
5． RIO management conclusion-Key Success Factors

Prof. Qiang Maoshan

Professor of Tsinghua University

Prof. Maoshan Qiang obtained his Bachelor Degree of Civil Engineering and his Master Degree of Management Science and Engineering from Tsinghua University. Since his graduate study, Prof. Qiang has been engaging in project management research, teaching and training. Up to now, he has been focusing on this area for 30 years. As one of the leading researchers in project management in mainland China, he has tutored more than 80 master and PhD students of project management. Prof. Qiang’s consulting and research experiences covered most industries, such as hydraulic engineering projects, infrastructure projects, IT projects, communication projects and real estate projects. In recent years, he also involved in some projects about “project oriented government management” and “project oriented society management”.

Prof. Qiang is serving in both Department of Hydraulic Engineering and Department of Construction Management in Tsinghua University, and he is the deputy director of Institute of International Engineering Project Management of Tsinghua University. He holds PMP certifications. He has finished more than 30 research projects and published more than 100 academic papers on project management. His research interests includes: mechanism of project resources integration, project inputs and benefit identification, responsibilities and risks management and performance incentive mechanism.

Dr. Lan Guosheng

Vice President of Bairui China

Dr. Lan Guosheng has rich professional practice experience in project management and human resources management. Dr. Lan Guosheng has participated in many national projects, taking charge of the project management of 7 large projects, 46 subprojects in 4 regions. He provided training and consulting services for many World Fortune 500 enterprises such as Ping An Insurance (Group),China National Petroleum Corporation (CNPC), China Minmetals Corporation, Greenland Group, China Oil & Foodstuffs Corporation (COFCO), Hutchison Whampoa and Poly Group, and also served China National Offshore Oil Corporation (CNOOC), China Energy Conservation and Environmental Protection Group (CECEP), China National Nuclear Corporation (CNNC), Longhu Real Estate, Country Garden, Financial Street Holding, Guangzhou Pearl River Industrial Development Co., Ltd., Power Construction Corporation of China etc.. Dr. Lan has in-depth practice and research expertise in industry wise building and application of project management tools and templates, project kickoff meeting, evaluation, post review and project manager competency model.

Mr. Chen Xinxiang

Honorary Chairman of CAPINFO

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.

Prof. Wang Changfeng

Professor of School of Economics and Management of Beijing University of Posts and Telecommunications (BUPT)

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.

Mr. Will Noble

Managing Director of HSI in Asia Pacific

Will Noble is the Managing Director of HSI in Asia Pacific and is a global lead of its assessment, benchmarking and diagnostic solutions and advisory practice. He has over 15 years experience working with organizations across industry sectors to diagnose and drive continual improvement. HSI is a wholly owned subsidiary of PMI.

Topic: Benchmarking Organizational Project Management

Benchmarking reduces organizational risk caused by uncertainty and plays an increasing role in the acquisition of business intelligence to inform strategy and decision-making in organizations. Through benchmarking, organizations are able to understand where they sit relevant to market leaders, and leading practice in comparison to those with similar organizational functions. In this presentation, Will Noble will provide an introduction to key considerations when thinking about benchmarking Organizational Project Management (OPM) capability.