29.主論壇：柯雷格-全球變化下的中國挑戰和機遇（16頁）.pdf

《29.主論壇：柯雷格-全球變化下的中國挑戰和機遇（16頁）.pdf》由會員分享，可在線閱讀，更多相關《29.主論壇：柯雷格-全球變化下的中國挑戰和機遇（16頁）.pdf（16頁珍藏版）》請在三個皮匠報告上搜索。

1、The World is Changing-Chinas Challenge in Meeting Project Demand and Delivery Capability全球變化下的中國挑戰和機遇全球變化下的中國挑戰和機遇滿足項目需求和交付能力滿足項目需求和交付能力Craig Killough,Vice President Organization Markets柯雷格，PMI全球組織業務副總裁22 October 2016The World is Changing 日新月異Evolution of the Earths Economic Center of Gravity全球經濟重心變

2、遷Source:McKinseyCompetition is Increasingly Global全球化競爭加速Number of CompaniesFortune Global 500 Companies by Country in 2016020406080100120140160020406080100120140160USChinaJapanFranceGermanyBritainSouth KoreaSwitzerlandNetherlandsCanadaItalySpainAustraliaBrazilIndiaTaiwanRussiaSingaporeSweden1331035

3、22928261515121199877753China has 103 companies on the Fortune Global 500 list,more than any other country except for the US 有有103家中國企業登上全球財富家中國企業登上全球財富500強排行榜，強排行榜，這一數字遠超美國以外的其他國家。這一數字遠超美國以外的其他國家。Source:Data source:2016 Fortune Global 500 Database2005USA:176Japan:81China:16The Power is Shifting商業力量角

4、逐Top 10 Companies Global 5001.Wal-Mart2.BP3.Exxon Mobil4.Royal Dutch Shell5.General Motors6.Daimler Chrysler7.Toyota8.Ford Motor9.General Electric10.Total SA20051.Walmart2.State Grid3.China National Petroleum4.Sinopec5.Royal Dutch Shell6.Exxon Mobil7.Volkswagen8.Toyota Motor9.Apple10.BP2016Age of Ma

5、nufacturingAge of ManufacturingMass manufacturing makes industrial powerhouses successfulAge of DistributionAge of DistributionGlobal connections and transportation systems make distribution keyAge of Information Age of Information Connected PCs andsupply chains meanthose who control information flo

6、wdominateAge of the CustomerAge of the CustomerPower comes fromengaging with empowered customersFord,RCA,GE,Boeing,P&G,SonyWal-Mart,Toyota,UPS,CSXComcast,Amazon,E*TRADE,American Express,GoogleContenders include Facebook,IBM,Best Buy,AppleThe Customer is Increasingly Hard to Please滿足客戶愈加困難Source:Forr

7、esterKnowing the Customer了解您的客戶Winning(Success)(Customer Intimacy)2Technologies Being Adopted at Record Speed科技應用正以前所未有的速度發展Time to Reach Fifty Million Users|達到五千萬用戶所用時間Source:“No Ordinary Disruption”by Richard Dobbs,James Manyika,Jonathan Woetzel38 yrs.13 yrs.4 yrs.3 yrs.1 yr.9 mos.10Little to no c

8、hange in key points 核心跟蹤數據基本沒有變化Fewer projects meeting goals,more projects failing,more budget lost when failed 僅有少數項目達成目標，更多的項目失敗并造成更多預算損失More money wasted due to poor performance 因低績效而造成的經濟損失增加The Challenge挑戰Look beyond technical project management skills 跳出項目管理專業技能的視野局限Recognize the strategic rol

9、e of an EPMO and ensure it is aligned to the organizations strategy 認可EPMO的戰略角色并確保其與組織戰略保持一致Get executive sponsors on projects 獲得高管發起人的支持Focus on driving results專注結果導向Gaps in perception between executive leaders and PMO directors 彌合高管和PMO總監之間的認知差距A bright future with a shift in thinking 轉變思維模式，迎接光明未

10、來Make the difference together攜手共創輝煌2016 PMI Pulse of the Profession|2016職業脈搏調查 PMIs 2015 Pulse of the ProfessionDrive Better Results with Project Management利用項目管理提高績效“Until leaders throughout organization hierarchies trust that projects deliver strategy,I fear we will continue to see stagnant progre

11、ss.And that means organizations will be less successful than they should be.”“除非組織各級領導都相信項目能夠幫助戰略落地，否則恐怕這種停滯的狀態將會持續下去。這也就意味著，組織將很難取得本應勝券在握的成功?！盡ark A.LangleyPresident and CEOPMI郎馬克，PMI總裁兼CEOPMPsGrowth trendUpper 95%conf.bandLower 95%conf.band1985199019952000200520102015202020252030China PMP Populati

12、on040,00080,000120,000160,000PMP Population Growth in China 19872013040,00080,000120,000160,000China PMP Population Growth Projection Uncertainty 中國PMP數量增長展望Look Beyond Technical Skills 跳出專業技能的視野局限Organizations want project,program,and portfolio managers with a broad range of skills to support long-

13、range strategic objectives.組織希望項目，項目集，項目組合經理具備多種技能，從而支持組織長期戰略目標的實現。The ideal skill set is depicted in the PMI Talent Trianglea combination of technical,leadership,and strategic and business management expertise.理想的技能組合在PMI人才三角中得到了體現，即專業技能、領導力與戰略和商業管理。Look Beyond Technical Skills跳出專業技能的視野局限Organizati

14、ons can help develop project and program managers who are versatile,experienced,and skilled.Yet less than one in three currently prioritize the development of technical,leadership,or business skills;only 25 percent consider all three skills a priority.組織能夠幫助經驗豐富、業務精干的全能型人才成為項目和項目集經理。但目前重視專業技能、領導力和商業

15、技能的組織比例不到三分之一，僅有25%的組織重視這三方面能力的全面發展。Key Takeaways|重要結論SHIFT THE THINKING 轉變思維模式Embrace project and program management as a strategic competency that reduces risks,cuts costs,and improves success rates;and recognize that effective project and program management is vital to surviving the continuing ec

16、onomic uncertainty.高度重視項目和項目集管理，將其視為一項有助于降低風險，削減成本，提高項目成功率的戰略能力；并認識到在當今經濟充滿不確定性的大環境下，有效的項目和項目集管理是組織立足生存之根本。STRENGTHEN THE CONVERSATION 加強對話Advance the thinking internally,including with the C-suite,around three issues essential to Improving both project and business results:在包括高管層在內的組織內部推動思維模式的轉變，圍繞

17、以下三個問題來提升項目和商業績效。INVEST in leadership and strategic and business management skills for project managers,in addition to technical skills.在專業技能基礎上，培養項目經理的領導力、戰略和商業管理技能。ENGAGE executive sponsors and ensure they can commit to meaningful support of project teams.讓執行發起人參與項目，并確保其對項目團隊提供切實幫助。ALIGN the EPMO

18、to organizational strategy and recognize that all strategic initiatives are projects and programs.確保EPMO與組織戰略協調統一，認識到所有戰略計劃都以項目和項目集的形式落地。WORK TOGETHER TO MAKE A DIFFERENCE 攜手共創輝煌Close the gaps between how executive leaders,PMO directors,and project managers perceive organizational investment in proj

19、ect,program,and portfolio managementand the business value they deliver.努力讓高管、PMO總監和項目經理們在組織的項目、項目集和項目組合投資及其所創造的價值方面減少分歧，達成共識。Benefits are About Value Creation項目管理創造價值A great project is not the right project if it has no value to the organization.It is even less of the right project if it does not deliver the outcomes creating the value identified by the organization strategy.成功的項目肩負著向組織傳遞價值的使命。如果項目成果所創造的價值未能和組織戰略相一致，那這個項目的有效性值得商榷。