中国PMI2015项目管理大会
作为亚太区规模最大项目管理盛会之一的PMI(中国)项目管理大会，将于2015年10月24-25日与您再次相约上海国际会议中心。
第五届PMI(中国)项目管理大会将邀请PMI全球总裁兼首席执行官郎马克Mark Langley先生、PMI亚太地区分会领导人、来自柯马、米其林、银联、格力电器、AT&T等国内外知名企业资深项目管理高管及项目管理专家进行项目管理知识与经验分享、颁布项目管理大奖、汇集精彩的项目管理内容，并提供多种交流机会，助您提升项目管理能力。
会议还将发布最新的有关项目管理方面的调查与资讯、国内外知名企业对项目管理人才的需求信息和国内重大项目的最佳实践分享。参会者将可获得16个PDU(专业发展单元)。
PMI(中国)秉承“推动全球项目管理理论与实践发展，搭建亚太最有价值的项目管理交流平台，促进项目管理实践为组织创造效益”的宗旨，在各界项目管理从业者和组织的帮助支持下，PMI(中国)项目管理大会已成功举办五届，并已成为亚太区规模最大的项目管理盛会之一。
2014年，大会以“项目管理 变革·创新”为主题，邀请到来自PMI全球和亚洲地区分会的代表、政府部门相关领导、企业领导以及中国各地的上千名项目管理人士齐聚上海，多维度地分享了成功的项目管理经验。
2015年，经济增长继续放缓，为赢得竞争优势，组织坚持变革创新并有效实施战略计划就显得更为紧迫。项目管理与实践是实现组织战略目标的载体，而项目管理人才更是组织项目管理与实践的宝贵资源。据2015年PMI《职业脉搏调查》结果显示：高绩效组织将项目管理观念融入基因，且更专注于人才管理，进行持续的培训和规范有效的知识传递。
本届PMI(中国)2015项目管理大会将邀请PMI全球总裁兼首席执行官郎马克Mark Langley先生、PMI亚太地区分会领导人、国内外知名企业资深项目管理高管及项目管理专家进行项目管理知识与经验分享、颁布项目管理大奖、汇集精彩的项目管理内容，并提供多种交流机会，助您提升项目管理能力。会议还将发布最新的有关项目管理方面的调查与资讯、国内外知名企业对项目管理人才的需求信息和国内重大项目的最佳实践分享。
会议时间：2015年10月24-25日
会议地点：上海国际会议中心
会议日程详见活动家。
部分论坛嘉宾：
主论坛演讲嘉宾 | Speakers for the General Session
1.郎马克先生，PMI 总裁及首席执行官 | Mr. Mark Langley, President and Chief Executive Officer of PMI
在担任PMI执行副总裁兼首席运营官八年后，郎马克先生于2010年12月成为PMI总裁及首席执行官。监督管理并服务于PMI这一复杂的全球性组织。PMI由分布在超过202个国家的70余万会员、认证人士和其他干系人组成。在PMI董事会的支持下，郎马克先生通过制定和实施组织运营策略，领导PMI实现其战略计划。
在担任PMI总裁及首席执行官之前，郎马克先生负责创建和培养PMI的运营团队，推动市场和业务发展，维护会员，志愿者及其他干系人与PMI建立持久而忠诚的关系，帮助推动行业发展并提高全球市场的客户满意度。在他的领导下，PMI干系人的基数已增长五倍，并从以北美为主的机构，发展成一个真正的有全球代表性的机构。在此期间，PMI引入了更多的专业认证，开发了项目集和项目组合管理标准，并发表了若干部实践指南标准。郎马克先生本人也投入了大量时间和精力向项目管理从业人士，组织和政府传递项目管理的价值，并与志愿者领导人和社区合作，推进项目管理专业的发展。
郎马克先生于2002年加入PMI担任财务和行政总监。此后不久即被晋升为执行副总裁兼首席营运官。在加入PMI前，他曾担任特罗公司(ChemLogix)首席财政官，并在资产贸易公司(AssetTRADE.com)，卡拉(Quala)系统公司和城能源(Castle Energy)公司担任多个高级领导职务。他的职业生涯起步于普华会计师事务所(现普华永道)注册会计师。郎马克先生将自己30余年的宝贵经验带到PMI，帮助PMI在战略规划，全球业务发展，协会管理，运营和财务管理领域获得了备受瞩目的发展。
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.陈永涛先生，PMI (中国) 董事总经理 | Mr. Bob (Yong Tao) Chen, Managing Director of PMI (China)
陈永涛先生现担任PMI(中国)董事总经理，全面负责PMI在中国大陆的业务以及香港和台湾地区(大中华区)的企业客户市场。陈永涛先生于2009年初加入PMI。此前，他曾任甲骨文公司(Oracle)大中华区政府，教育和医疗(GEH)业务发展总经理，负责甲骨文GEH业务在中国大陆、香港和台湾的发展。在任职甲骨文之前，陈永涛先生曾分别在富士施乐公司(Fuji Xerox)和摩托罗拉公司(Motorola)任职7年和9年，担任公司多个高级领导职务。陈永涛先生的职业生涯始于在铁道部担任工程师/项目经理。在职业生涯中，他通过与包括教育部和人事部在内的各个中央政府部门及行业的合作，积累了丰富的项目管理和团队领导工作经验，取得了卓越的成就。
陈永涛先生早年毕业于北京交通大学，获得电气工程学士学位，后就读于美国城市大学，获得市场MBA学位。
Bob (Yong Tao) Chen, Managing Director of PMI (China), leads PMI overall businesses in the mainland and the organization market of HK and Taiwan region of China. Bob joined PMI in early 2009. Immediately prior to joining PMI, Bob worked for Oracle – Greater China where he was the General Manager, Business Development (Greater China) in the Government, Education and Healthcare. In this role, Bob was responsible for developing Oracles GEH business in Mainland China, Hong Kong, and Taiwan. Prior to Oracle, Bob worked in Fuji Xerox (7 Years) and Motorola (9 Years) in several senior Leadership positions. Bob began his career with the Ministry of Railways as an Engineer / Project Manager. Throughout his career, Bob has developed extensive project management and team leadership working experiences and excellent results in working with the various Central Government Ministries and industries including 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.
论坛 A 项目管理办公室 | PMO
1.陈和兰先生，PMP®，EMBA，CTA剑桥国际培训师，北京易佳盈通咨询有限公司总经理，福州盈通企业管理顾问公司首席顾问，北京邮电大学特聘教授，《项目管理技术》杂志编委，北京华驰国际项目管理研究院副院长
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
陈和兰先生，1996年至1999年期间在神舟长城通信发展科技有限公司担任副总经理一职，2000年至2002年在宏智科技股份有限公司担任生产办副主任，负责研发管理、项目运营、项目管理，质量管理和客户服务。
2002年至今投身于项目管理教育、培训、咨询，为国内众多知名能源，金融，家电，汽车等行业企业客户提供服务。陈先生还积极参与项目管理相关课题研究，担任企业项目化管理专业委员会委员，国家重大专项“应用型项目管理知识体系研究”课题专家组成员(课题编号：2012GXS2B012)。
多年来完成6本编著：《PMP过关1000题》 ，《项目管理1000问》，《项目管理工具技术应用大全》，《项目管理模板表单应用大全》，《项目绩效考核与薪酬激励》，《项目全面预算与成本控制》。参与PMI(项目管理协会)《组织级项目管理成熟度模型(OPM3)》的翻译工作，和《项目集知识标准》的审校工作。
Mr. Chen Helan worked for the China Great Wall Communications Technology Co., Ltd. as Vice President from 1996 to 1999. 2000 to 2002, he served Hongzhi Technology Co., Ltd. as Deputy Director of the Production Office, be responsible for R&D management, project operations, project management, quality management and customer service.
Since August 2002, he engaged in project management education, training, consulting, and provided services to many well-known Chinese enterprises in energy, finance, household appliances and automobile industries. Mr. Chen also actively participates in different research projects. He is the member of the Enterprise Project Management Professional Committee, and subject expert member of the National Important Science & Technology Specific Projects “Applied Research on Project Management Body of Knowledge” (project number: 2012GXS2B012).
Mr. Chen Helan wrote six books: Pass PMP 1,000 Questions, Project management 1,000 Questions, Project Management Tools & Technology Application, Project Management Template form Application, Project Performance Assessment and Incentive Compensation, Project Overall Budget and Cost Control. He is one of the translators of Organizational Project Management Maturity Model (OPM3), PMI®, and proofreading member of The Standard for Program Management, PMI.
演讲标题 Discriprion：高效PMO运作，助力组织变革创新 | Efficient Operation of PMO Assists Organizational Reform and Renovation
以某大型能源企业的项目管理办公室高效运作“PMO'+'商业价值”的实践为例，分享高效PMO运作模式选择、操作实务、落地方法，价值表现。在经济新常态下，如何实现产业转型，助力“创业创新”，促进组织变革，提升项目商业价值。
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 国际公司亚太区董事总经理 | Managing Director for Asia Pacific, ESI International
Raed Haddad任职ESI国际公司亚太区董事总经理。为了顺应公司战略，他致力于带领公司团队为亚太区客户提供更好的服务并努力于提高ESI国际公司的市场知名度。在就任ESI国际公司亚太区董事总经理之前，他曾在美国负责ESI国际公司的全球执行服务。通过运用 ESI 绩效改善计划，Haddad 先生与客户直接合作，制定竞争优势最大化的战略。
Haddad 先生拥有超过 25 年的多元文化及项目管理经验，涉及多个行业，包括卫生保健，技术，政府，通讯以及金融服务。ESI的客户都受益于他的远见卓识。
在项目管理，人才管理以及绩效改善计划评估的领域中，Raed 受到很高的赞誉。在各类会议、活动上，Haddad 先生是非常受欢迎的演讲者，全球各地许多高管都听过他的演讲。
Raed Haddad serves as Managing Director of ESI International for the Asia Pacific region. He delivers on the company’s strategic plan by effectively serving clients in the region and increase ESI International’s presence in markets. Prior to this role, he was based in the US where he was responsible for Global Delivery Services with ESI International. Mr. Haddad worked directly with clients to develop strategies that drive competitive advantage through delivery and measurement of ESI-driven performance improvement programs.
ESI clients benefit from Mr. Haddad’s insights based on more than 25 years of multi-cultural, project management expertise across a range of industries, including: health care, technology, government, telecom and financial services.
Highly respected in the arenas of project management, talent management and performance improvement program measurement, Mr. Haddad is an in-demand speaker at conferences, events and with executive audiences worldwide.
演讲标题 Discriprion：下一代 PMO：整合组织之力以执行组织战略 | The Next Gen PMO: Aligning Your Organization to Execute Its Strategy
当今世界充满活力，科技大行其道，这为新理念的入市提供了无限机会。但即使是拥有清晰的战略愿景、最具远见卓识的领导者，也往往无法看到他们的愿景得到成功执行。作为组织的战略推动者，PMO 越来越难以有效地识别战略项目集和项目，无法提供有效的资源和管理。因此，即便是最睿智的战略也注定会失败。
在最近的PMI“职业脉搏报告”(Pulse of the Profession) 中，88% 的高管一致认为战略至关重要。然而，由于项目与组织战略之间缺乏一致性，致使44%的战略执行以失败告终。
PMO 今后该何去何从?根据斯坦福大学高级项目管理课程的前沿研究，此次演讲将为PMO 领导者提供一个战略执行框架，帮助他们不断地识别和调整正确的项目，并以正确的方式完成这些项目。
Today’s dynamic, technology-infused world offers limitless opportunities for bringing new ideas to market. But even the most forward-thinking leaders with clear strategic visions typically fail to see their visions executed successfully. As a strategic enabler of the organization, PMOs increasingly struggle to effectively identify, resource and manage the set of programs and projects that comprise the strategy. Unsurprisingly, even the smartest strategies are set up to fail.
In a recent report, PMI’s Pulse of the Profession, 88 percent of executives agreed on the importance of strategy. However, a lack of alignment between projects and organizational strategy led to failure 44 percent of the time.
Where does the PMO go from here? Based on cutting-edge research from Stanford University’s Advanced Project Management program, this presentation will present a framework for strategic execution that helps PMO leaders to continuously identify and align the right projects and do those projects right.
