38.國際論壇-Jordon Sims-關于成長、技能、敏捷性和創新的案例研究（21頁）.pdf

1、Making project management indispensable for business results.International Breakout Case Studies on Growth,Skills,Agility,and Innovation國際分國際分論壇論壇-關于發展、技能、敏捷和創新的案例分享關于發展、技能、敏捷和創新的案例分享Jordon Sims,Strategic Advisor Project Management Institute迪拜電力和水務局阿斯利康制藥有限公司1.Unprecedented growth快速增長帶來的挑戰-2014 Wate

2、r connections increased by 30%僅2014年供水普及率提升30%-Power demand increasing 5-6%year-over-year電力需量同比提升5-6%2.Dubai goal of 30%energy reduction by 2030在2030年實現節能30%的目標3.UAE Centennial 2071,the UAE Vision 2021,the Dubai Plan 2021,and the Dubai Clean Energy Strategy 2050阿聯酋2071 百年計劃、阿聯酋2021愿景、迪拜2021規劃、以及2050

3、迪拜清潔能源戰略1.Doubled number of certified PMs認證項目經理增加一倍Central resource for project standardization(PMO)項目標準化資源中心（PMO)2.Technology to enable people and teams技術優化支撐團隊工作SAP GRC Mobility&Smart Risk DashboardData-driven decisions&alignment數據導向的決策和調整3.Multi-phase implementation affording maximum employee par

4、ticipation along the way “buy in”多階段實施提供員工最大的參與機會并逐步獲得認可PredictiveIterative IncrementalAgileHybrid Next PracticesValue Delivery Landscape價值價值交付方法集合交付方法集合Harness Future Skills利用前沿技能利用前沿技能DEWA has replaced more than ten legacy systems in its finance and accounts,consumer self-services,procurement and

5、human resources areas.Project highlights include reducing:The monthly closure of accounting books from 20 days to 5 days每月結賬周期從20天縮短至5天Budget checking from 3 days to 1 minute預算檢查從3天縮短至1分鐘The number of steps in the utility connection process from 9 to 1物業服務接入流程（步驟）從9個減至1個The time it takes to move pur

6、chase requisitions into the payment cycle from 60 days to 15 days請購單受理并轉入付款周期耗時從60天縮短至15天DEWA在財務、大客戶、消費者自助服務、采購、和人力資源等領域成功替換了十多套老舊的系統。對業務實現以下優化：World Bank-Ease of Doing Business 2018 Rankings:世界銀行 2018 經商容易指數排名“Getting Electricity”led by DEWA on behalf of UAEhttp:/www.doingbusiness.org/en/data/explo

7、reeconomies/united-arab-emiratesThe Challenges面臨面臨的的挑戰挑戰Digitalization and disruptive technology has a huge impact數字化和顛覆技術的沖擊數字化和顛覆技術的沖擊Create an enabling platform to connect information and data 創建一個能實現信息和數據互聯的平臺創建一個能實現信息和數據互聯的平臺Integrate information and data整合整合信息和數據信息和數據Going from a pull to a pus

8、h of unbiased information從被動接受轉為主動推送公正信息Building infrastructure&information management capabilities構建信息基礎建設和管理能力Becoming a Learning Organization成為一個學習型組織成為一個學習型組織Torn down walls between business units to not miss out on opportunities打破事業部之間的“墻”，避免打破事業部之間的“墻”，避免錯失錯失機會機會Use of stories to promote learn

9、ing,sharing&engagement 多用案例、故事調動學習、分享多用案例、故事調動學習、分享&互動互動Social platforms to share knowledge and increase connection across our workforce 利用社交平臺分享知識并促進團隊間的聯系利用社交平臺分享知識并促進團隊間的聯系Discussing what kind of culture to create討論創造什么樣的文化討論創造什么樣的文化Directly tied to our strategy緊密緊密對齊對齊我們的我們的戰略戰略Will lead to leve

10、raging our people to discover and compete for business將引領并將引領并助力我們的團隊去探索助力我們的團隊去探索和競爭和競爭The Power of Collective Input集體輸入的力量集體輸入的力量Everyone is part of this transformation每個人都是變革的成員每個人都是變革的成員Pull the collective brainpower together for the benefit of our organization in a transparent,collaborative man

11、ner為組織的健康發展凝聚眾人的智慧為組織的健康發展凝聚眾人的智慧Generate ideas across the organization鼓勵全組織提供想法鼓勵全組織提供想法15k ideas across the organization in crowdsourcing workshops利用眾包研討會匯集了一萬五千個想法利用眾包研討會匯集了一萬五千個想法Knowing your customer了解你的客戶了解你的客戶The customer perspective is vital challenge 客戶觀點是重大挑戰客戶觀點是重大挑戰How do we establish pa

12、rtnering and collaboration with them?我們如何與他們建立合作伙伴關系我們如何與他們建立合作伙伴關系Customers much better informed today regarding our products,services,and how we manage our projects現在的客戶更了解我們的產品、服務以及我們是如何管理項目的現在的客戶更了解我們的產品、服務以及我們是如何管理項目的The engagement must start much early in the project relationship 與客戶之間的互動越早越好與

13、客戶之間的互動越早越好The customer is now a partner in the project,they are part of the team 客戶現在是項目的合作伙伴，是團隊的一部分客戶現在是項目的合作伙伴，是團隊的一部分Customer involved increasingly in the research,project planning,execution and delivery客戶越來越多的參與到研究、項目計劃、執行和交付客戶越來越多的參與到研究、項目計劃、執行和交付Future Leadership未來領導力未來領導力Investing in an org

14、anization leadership development program投資投資組織級的領導力培養計劃組織級的領導力培養計劃Leadership is expansive and central to all we are discussing領導力是有感染力的并且是我們研究的核心領導力是有感染力的并且是我們研究的核心The most important ingredient in achieving our corporate vison是實現我們公司愿景的關鍵要素是實現我們公司愿景的關鍵要素The future leader must know the core values,ra

15、ise the right questions,have a coaching relationship with employees,share knowledge,understand team dynamics 未來的領導必須深知核心價值，問對的問題，與員工建立教練關系、分享知識、了解團隊的多元性未來的領導必須深知核心價值，問對的問題，與員工建立教練關系、分享知識、了解團隊的多元性It is a different leadership style with a direct link to a collaborative and engaged culture是一個鼓勵協作和互動文化的

16、領導風格是一個鼓勵協作和互動文化的領導風格Tomorrows leadership is about finding solutions and relying on a broad network of expertise 未來的領導力是尋找解決方案并依靠豐富的專家資源未來的領導力是尋找解決方案并依靠豐富的專家資源Leadership Program-Leading People領導力計劃領導力計劃 領導他人領導他人 10 modules on a social platform 1010個學習模塊個學習模塊 Senior mentors 資深指導員資深指導員 Learning at you

17、r own pace 按自己的速度學習按自己的速度學習 Senior host 高高管牽頭主持會議管牽頭主持會議 Open discussions 開放式討論開放式討論 Networking across organisation 全組織范圍交流全組織范圍交流 Feedback on leadership 反饋給領導層反饋給領導層 Discuss values&behaviours 重點討論價值重點討論價值&行為行為反饋月度面對面研討小組多元的在線學習社區 Access to material 開放資料獲取的渠道開放資料獲取的渠道 Refresh on core topics i.e.HR 回

18、顧核心知識點回顧核心知識點 Share experiences 經驗分享經驗分享領導力基本法則Roadmap to Agility敏捷路線圖敏捷路線圖5 Rs Framework for R&D Governance研發“研發“5R”5R”框架框架 治理治理What Does a Good PM Look Like?什么叫做一個好的什么叫做一個好的PM?PM?Culture&Knowledge Driving Decisions文化文化&知識推動決策知識推動決策Function|Sub Function 1|Sub Function 220Author|00 Month YearNameXXX

19、XXXCurrent roleHIGHEngagementLOWHIGHCapabilityLOWStrengthsStrategical thinkingCuriousBrave/courageousHave fun-inspiredFast learnerStructured and want progressImpatientDeep understanding to be able to drive forwardHonestyGapsOrganisational understandingDevelop further business acumenDevelop on allerg

20、ies-coping strategiesCultural and Pharma understandingMS Teams trainingRepresent externally on pharma conferencePortfolio Management tool&trainingIndividual Aspirations:Make difference for people-support people/patientsTake more responsibility-people and/or subject areaJob rotation to different coun

21、trySuccessors for this roleKalle BertilssonTalent PoolGlobal FunctionalNoneManagers input:Employee clearly demonstrate company core values and excellent leadership skills when lead both drug projects as well as in other team settings.Seen as a to-go person amongst peers.Has a good s6rategic perspect

22、ive and high technical capability.Mastering PM tools and savvy on systems.PhotoPotential roles(estimated timing)Short:Functional DirectorCareer band G within 3-4 yearsRequired development actions(estimated timing)Lead PM Network(transition in 2018)Idea patient training(as available)Business acumen training(2019)Appoint Mentor(Now)Apply strategical thinkingBandYears in roleTotal yrs exp201220112010Performance TALENTCARDEmpowering people to make ideas a reality.Jordon Sims,Strategic AdvisorJordon.SimsPMI.org