中國PMI2015項目管理大會
作為亞太區規模最大項目管理盛會之一的PMI(中國)項目管理大會，將于2015年10月24-25日與您再次相約上海國際會議中心。
第五屆PMI(中國)項目管理大會將邀請PMI全球總裁兼首席執行官郎馬克Mark Langley先生、PMI亞太地區分會領導人、來自柯馬、米其林、銀聯、格力電器、AT&T等國內外知名企業資深項目管理高管及項目管理專家進行項目管理知識與經驗分享、頒布項目管理大獎、匯集精彩的項目管理內容，并提供多種交流機會，助您提升項目管理能力。
會議還將發布最新的有關項目管理方面的調查與資訊、國內外知名企業對項目管理人才的需求信息和國內重大項目的最佳實踐分享。參會者將可獲得16個PDU(專業發展單元)。
PMI(中國)秉承“推動全球項目管理理論與實踐發展，搭建亞太最有價值的項目管理交流平臺，促進項目管理實踐為組織創造效益”的宗旨，在各界項目管理從業者和組織的幫助支持下，PMI(中國)項目管理大會已成功舉辦五屆，并已成為亞太區規模最大的項目管理盛會之一。
2014年，大會以“項目管理 變革·創新”為主題，邀請到來自PMI全球和亞洲地區分會的代表、政府部門相關領導、企業領導以及中國各地的上千名項目管理人士齊聚上海，多維度地分享了成功的項目管理經驗。
2015年，經濟增長繼續放緩，為贏得競爭優勢，組織堅持變革創新并有效實施戰略計劃就顯得更為緊迫。項目管理與實踐是實現組織戰略目標的載體，而項目管理人才更是組織項目管理與實踐的寶貴資源。據2015年PMI《職業脈搏調查》結果顯示：高績效組織將項目管理觀念融入基因，且更專注于人才管理，進行持續的培訓和規范有效的知識傳遞。
本屆PMI(中國)2015項目管理大會將邀請PMI全球總裁兼首席執行官郎馬克Mark Langley先生、PMI亞太地區分會領導人、國內外知名企業資深項目管理高管及項目管理專家進行項目管理知識與經驗分享、頒布項目管理大獎、匯集精彩的項目管理內容，并提供多種交流機會，助您提升項目管理能力。會議還將發布最新的有關項目管理方面的調查與資訊、國內外知名企業對項目管理人才的需求信息和國內重大項目的最佳實踐分享。
會議時間：2015年10月24-25日
會議地點：上海國際會議中心
會議日程詳見活動家。
部分論壇嘉賓：
主論壇演講嘉賓 | Speakers for the General Session
1.郎馬克先生，PMI 總裁及首席執行官 | Mr. Mark Langley, President and Chief Executive Officer of PMI
在擔任PMI執行副總裁兼首席運營官八年后，郎馬克先生于2010年12月成為PMI總裁及首席執行官。監督管理并服務于PMI這一復雜的全球性組織。PMI由分布在超過202個國家的70余萬會員、認證人士和其他干系人組成。在PMI董事會的支持下，郎馬克先生通過制定和實施組織運營策略，領導PMI實現其戰略計劃。
在擔任PMI總裁及首席執行官之前，郎馬克先生負責創建和培養PMI的運營團隊，推動市場和業務發展，維護會員，志愿者及其他干系人與PMI建立持久而忠誠的關系，幫助推動行業發展并提高全球市場的客戶滿意度。在他的領導下，PMI干系人的基數已增長五倍，并從以北美為主的機構，發展成一個真正的有全球代表性的機構。在此期間，PMI引入了更多的專業認證，開發了項目集和項目組合管理標準，并發表了若干部實踐指南標準。郎馬克先生本人也投入了大量時間和精力向項目管理從業人士，組織和政府傳遞項目管理的價值，并與志愿者領導人和社區合作，推進項目管理專業的發展。
郎馬克先生于2002年加入PMI擔任財務和行政總監。此后不久即被晉升為執行副總裁兼首席營運官。在加入PMI前，他曾擔任特羅公司(ChemLogix)首席財政官，并在資產貿易公司(AssetTRADE.com)，卡拉(Quala)系統公司和城能源(Castle Energy)公司擔任多個高級領導職務。他的職業生涯起步于普華會計師事務所(現普華永道)注冊會計師。郎馬克先生將自己30余年的寶貴經驗帶到PMI，幫助PMI在戰略規劃，全球業務發展，協會管理，運營和財務管理領域獲得了備受矚目的發展。
Mark A. Langley became PMI’s President and CEO in December 2010 after serving over eight years as Executive Vice President and Chief Operating Officer. In the chief executive role, Mr. Langley is responsible for overseeing and serving as the lead advocate for PMI’s complex global organization, consisting of more than half a million members, certification holders and other stakeholders in more than 185 countries. In support of the PMI Board of Directors, Mr. Langley’s primary responsibility is leading the organization’s alignment to and execution of PMI’s strategic plan through the development and implementation of its operating strategies and organization.
In his previous role, Mr. Langley was responsible for creating and cultivating alignment of PMI’s operating groups to drive market and business development; as well as inspiring lasting and loyal relationships with members, volunteers and other stakeholders that helped advance the profession and drive customer satisfaction in worldwide markets. During his leadership, PMI’s stakeholder base has grown five-fold and transitioned from primarily North American to a truly global representation. During that time, PMI also introduced additional professional certifications, developed program and portfolio management standards, and published several practice guidelines. Mr. Langley has spent countless hours demonstrating the value of project management to practitioners, organizations and governments as well as collaborating with volunteer leaders, and working with communities to advance the profession of project management.
Mr. Langley joined PMI in 2002 as Director, Finance and Administration and was promoted shortly thereafter to executive vice president and chief operating officer. Prior to joining PMI, he served as Chief Financial Officer for ChemLogix and held senior leadership positions with AssetTRADE.com, Quala Systems, Inc. and Castle Energy Corp. He began his career at Price Waterhouse (now PwC) and is a Certified Public Accountant. He brings 30 years of experience to PMI in the areas of strategic planning, global business, association management, operations and financial management.
2.陳永濤先生，PMI (中國) 董事總經理 | Mr. Bob (Yong Tao) Chen, Managing Director of PMI (China)
陳永濤先生現擔任PMI(中國)董事總經理，全面負責PMI在中國大陸的業務以及香港和臺灣地區(大中華區)的企業客戶市場。陳永濤先生于2009年初加入PMI。此前，他曾任甲骨文公司(Oracle)大中華區政府，教育和醫療(GEH)業務發展總經理，負責甲骨文GEH業務在中國大陸、香港和臺灣的發展。在任職甲骨文之前，陳永濤先生曾分別在富士施樂公司(Fuji Xerox)和摩托羅拉公司(Motorola)任職7年和9年，擔任公司多個高級領導職務。陳永濤先生的職業生涯始于在鐵道部擔任工程師/項目經理。在職業生涯中，他通過與包括教育部和人事部在內的各個中央政府部門及行業的合作，積累了豐富的項目管理和團隊領導工作經驗，取得了卓越的成就。
陳永濤先生早年畢業于北京交通大學，獲得電氣工程學士學位，后就讀于美國城市大學，獲得市場MBA學位。
Bob (Yong Tao) Chen, Managing Director of PMI (China), leads PMI overall businesses in the mainland and the organization market of HK and Taiwan region of China. Bob joined PMI in early 2009. Immediately prior to joining PMI, Bob worked for Oracle – Greater China where he was the General Manager, Business Development (Greater China) in the Government, Education and Healthcare. In this role, Bob was responsible for developing Oracles GEH business in Mainland China, Hong Kong, and Taiwan. Prior to Oracle, Bob worked in Fuji Xerox (7 Years) and Motorola (9 Years) in several senior Leadership positions. Bob began his career with the Ministry of Railways as an Engineer / Project Manager. Throughout his career, Bob has developed extensive project management and team leadership working experiences and excellent results in working with the various Central Government Ministries and industries including Ministry of Education and Ministry of Personnel.
Bob holds a BA in Electrical Engineering from Beijing Communications University and an MBA in Marketing from City University in USA.
論壇 A 項目管理辦公室 | PMO
1.陳和蘭先生，PMP®，EMBA，CTA劍橋國際培訓師，北京易佳盈通咨詢有限公司總經理，福州盈通企業管理顧問公司首席顧問，北京郵電大學特聘教授，《項目管理技術》雜志編委，北京華馳國際項目管理研究院副院長
Mr. Chen Helan, (PMP®, EMBA, CTA) General Manager of E+Intone Consultant Co., LTD., Chief Adviser of Fu Zhou Intone Enterprise management Consultant Co., Guest professor of Beijing University of Posts and Telecommunications, Editorial Board Member of Project Management Technology, Vice President of Beijing Huachi International Project Management Institute
陳和蘭先生，1996年至1999年期間在神舟長城通信發展科技有限公司擔任副總經理一職，2000年至2002年在宏智科技股份有限公司擔任生產辦副主任，負責研發管理、項目運營、項目管理，質量管理和客戶服務。
2002年至今投身于項目管理教育、培訓、咨詢，為國內眾多知名能源，金融，家電，汽車等行業企業客戶提供服務。陳先生還積極參與項目管理相關課題研究，擔任企業項目化管理專業委員會委員，國家重大專項“應用型項目管理知識體系研究”課題專家組成員(課題編號：2012GXS2B012)。
多年來完成6本編著：《PMP過關1000題》 ，《項目管理1000問》，《項目管理工具技術應用大全》，《項目管理模板表單應用大全》，《項目績效考核與薪酬激勵》，《項目全面預算與成本控制》。參與PMI(項目管理協會)《組織級項目管理成熟度模型(OPM3)》的翻譯工作，和《項目集知識標準》的審校工作。
Mr. Chen Helan worked for the China Great Wall Communications Technology Co., Ltd. as Vice President from 1996 to 1999. 2000 to 2002, he served Hongzhi Technology Co., Ltd. as Deputy Director of the Production Office, be responsible for R&D management, project operations, project management, quality management and customer service.
Since August 2002, he engaged in project management education, training, consulting, and provided services to many well-known Chinese enterprises in energy, finance, household appliances and automobile industries. Mr. Chen also actively participates in different research projects. He is the member of the Enterprise Project Management Professional Committee, and subject expert member of the National Important Science & Technology Specific Projects “Applied Research on Project Management Body of Knowledge” (project number: 2012GXS2B012).
Mr. Chen Helan wrote six books: Pass PMP 1,000 Questions, Project management 1,000 Questions, Project Management Tools & Technology Application, Project Management Template form Application, Project Performance Assessment and Incentive Compensation, Project Overall Budget and Cost Control. He is one of the translators of Organizational Project Management Maturity Model (OPM3), PMI®, and proofreading member of The Standard for Program Management, PMI.
演講標題 Discriprion：高效PMO運作，助力組織變革創新 | Efficient Operation of PMO Assists Organizational Reform and Renovation
以某大型能源企業的項目管理辦公室高效運作“PMO'+'商業價值”的實踐為例，分享高效PMO運作模式選擇、操作實務、落地方法，價值表現。在經濟新常態下，如何實現產業轉型，助力“創業創新”，促進組織變革，提升項目商業價值。
This speech will take “PMO”+“commercial value”- the efficient operation of PMO of a large-scale energy enterprises as an example to share the operation mode selection, operation method and the value of efficient operating PMO mode. How to achieve industrial transformation for assisting industrial innovation, how to promote organization reform for enhancing business value of projects in China’s Economic New Normal state will also be discussed in this speech.
2.Raed Haddad，ESI 國際公司亞太區董事總經理 | Managing Director for Asia Pacific, ESI International
Raed Haddad任職ESI國際公司亞太區董事總經理。為了順應公司戰略，他致力于帶領公司團隊為亞太區客戶提供更好的服務并努力于提高ESI國際公司的市場知名度。在就任ESI國際公司亞太區董事總經理之前，他曾在美國負責ESI國際公司的全球執行服務。通過運用 ESI 績效改善計劃，Haddad 先生與客戶直接合作，制定競爭優勢最大化的戰略。
Haddad 先生擁有超過 25 年的多元文化及項目管理經驗，涉及多個行業，包括衛生保健，技術，政府，通訊以及金融服務。ESI的客戶都受益于他的遠見卓識。
在項目管理，人才管理以及績效改善計劃評估的領域中，Raed 受到很高的贊譽。在各類會議、活動上，Haddad 先生是非常受歡迎的演講者，全球各地許多高管都聽過他的演講。
Raed Haddad serves as Managing Director of ESI International for the Asia Pacific region. He delivers on the company’s strategic plan by effectively serving clients in the region and increase ESI International’s presence in markets. Prior to this role, he was based in the US where he was responsible for Global Delivery Services with ESI International. Mr. Haddad worked directly with clients to develop strategies that drive competitive advantage through delivery and measurement of ESI-driven performance improvement programs.
ESI clients benefit from Mr. Haddad’s insights based on more than 25 years of multi-cultural, project management expertise across a range of industries, including: health care, technology, government, telecom and financial services.
Highly respected in the arenas of project management, talent management and performance improvement program measurement, Mr. Haddad is an in-demand speaker at conferences, events and with executive audiences worldwide.
演講標題 Discriprion：下一代 PMO：整合組織之力以執行組織戰略 | The Next Gen PMO: Aligning Your Organization to Execute Its Strategy
當今世界充滿活力，科技大行其道，這為新理念的入市提供了無限機會。但即使是擁有清晰的戰略愿景、最具遠見卓識的領導者，也往往無法看到他們的愿景得到成功執行。作為組織的戰略推動者，PMO 越來越難以有效地識別戰略項目集和項目，無法提供有效的資源和管理。因此，即便是最睿智的戰略也注定會失敗。
在最近的PMI“職業脈搏報告”(Pulse of the Profession) 中，88% 的高管一致認為戰略至關重要。然而，由于項目與組織戰略之間缺乏一致性，致使44%的戰略執行以失敗告終。
PMO 今后該何去何從?根據斯坦福大學高級項目管理課程的前沿研究，此次演講將為PMO 領導者提供一個戰略執行框架，幫助他們不斷地識別和調整正確的項目，并以正確的方式完成這些項目。
Today’s dynamic, technology-infused world offers limitless opportunities for bringing new ideas to market. But even the most forward-thinking leaders with clear strategic visions typically fail to see their visions executed successfully. As a strategic enabler of the organization, PMOs increasingly struggle to effectively identify, resource and manage the set of programs and projects that comprise the strategy. Unsurprisingly, even the smartest strategies are set up to fail.
In a recent report, PMI’s Pulse of the Profession, 88 percent of executives agreed on the importance of strategy. However, a lack of alignment between projects and organizational strategy led to failure 44 percent of the time.
Where does the PMO go from here? Based on cutting-edge research from Stanford University’s Advanced Project Management program, this presentation will present a framework for strategic execution that helps PMO leaders to continuously identify and align the right projects and do those projects right.
