As chief PM consultant of Leadge Consulting (R.E.P. of PMI) since 2002, Guanghua Liang had offered project management training and consulting services for over 400 well known international and large civil enterprises. Developing PM soft skills course system, Enterprise Project managers’ Classification and Certification System, Organizational project management capabilities’ evaluation and improvement system upon PMI knowledge system, and etc. PM consultant of 2011 Shenzhen World University Games, volunteer of PMI OPM3, PMP. Consultant manager, senior consultant when served in HP China, Core member of Project Management Center of HP Consulting in south China. General manager of R&D Center, manager of Software Center when served in Lenovo from 1994 to 1999.

According to statistics, in project, it takes more than 80% of project managers’ time to resolve project issues with soft skills. But compare to hard skills, soft skills seems harder to grasp. Then how to improve project managers’ soft skills? The presentation includes what are soft skills? Soft skills in project management, how to improve soft skills of project managers? On-site interactive exercises of soft skills.

2010年项目管理协会（PMI）董事会主席帕贝丝女士， | Beth , In 2010 the project management association (PMI) chairman of board of directors palmer

Beth Partleton, from Milwaukee, Wisconsin, is the 2010 Chair of the Project Management Institute (PMI) Board of Directors. Partleton has been involved with PMI since 1991. For six years she served on the PMI Educational Foundation Board of Directors, serving as Chair in 2006.

Among her numerous credits, she was the project manager for the 1997 PMI Symposium in Chicago and has spent time on various PMI committees, including two years on the PMI Nominating Committee, and one year on the Ethics Appeal Committee. At the component level, Partleton was a founder and charter member of the Milwaukee/Southeast Wisconsin (USA) Chapter, and served as president in 2000. She also served three years on the Board of Directors for the Manufacturing Specific Interest Group (SIG). For Partleton’s dedication to PMI, she received the PMI Distinguished Contribution Award in 1998.

Partleton is an experienced consultant who provides project and portfolio management to leading organizations. Companies benefit from her 30 year career with Miller Brewing Company, where she served as the Director of Capital and Risk Management, responsible for portfolio management of capital projects at all Miller breweries in the United States. Partleton was also responsible for the project management of major capital projects. During her career with Miller, she also served as head of the project management office, senior project manager, and the functional manager of architectural and civil engineering.

Partleton holds a Master of Project Management degree from Keller Graduate School of Management and a Master of Architecture from University of Wisconsin, Milwaukee. She is a registered architect in the State of Wisconsin and has been a certified Project Management Professional (PMP)® since 1991.

PMI 总裁及首席执行官郎马克先生 | Mark Langley, President and Chief Executive Officer

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.

Mr. Langley is married and has three sons and one daughter. He is a graduate of St. Joseph’s University in Philadelphia, Pennsylvania, U.S.

PMI (中国) 董事总经理陈永涛先生 | Bob (Yong Tao) Chen, Managing Director of PMI (China)

Bob (Yong Tao) Chen, Managing Director of PMI (China), leads PMI overall of business in China. Bob joined PMI in early of 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.

国家外国专家局培训中心主任白继迅先生 | Bai Jixun, General Director of the Training Center of State Administration of Foreign Experts Affairs (SAFEA)

Mr. Bai Jixun is general director of the training center of State Administration of Foreign Experts Affairs (SAFEA). Mr. Bai was the general representative of China Association for International Exchange of Personnel (CAIEP) in Canada, deputy director of the training center of SAFEA, deputy director of China International Talent Exchange Foundation, deputy director of the laws, regulation and liaison department of SAFEA, general representative of CAIEP on Atlanta, USA.

Mr. Bai Jixun graduated from the Optics engineering department of Changchun Optics Precision Mechanical School and got a B.A. of Technology. Later, Mr. Bai Jixun graduated from the Economic Management School of Tsinghua University and got an MBA.

论坛Breakout Session A1: 柯雷格先生，PMI组织业务副总裁 Craig Killough, Vice President, Organization Markets for PMI

Craig Killough was named Vice President, Organization Markets for PMI in January 2011 and brings more than 35 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. This group will integrate all the resources supporting the development of stronger relationships with organizations including standards, business and government relations and account management, Global Executive Council, regional business units, and support within India, China, Australia/New Zealand, Korea and other locations.

Previously, he served as Director, Practitioner Products responsible for the development and delivery of PMI professional and career development programs, products, and services.

Prior to joining PMI, Craig was a consultant at Simulation and Training Technologies. He was the Executive Vice President of Global Operations with General Physics Corporation providing training business process outsourcing, technology, and technical services in the public and private sectors.

Craig served as an officer aboard nuclear submarines in the United States Navy, has a Bachelor of Science from the United States Naval Academy and a Masters of Business Administration from Pepperdine University.

论坛Breakout Session B1: 我国项目管理教育特别是项目管理工程硕士专业学位教育的发展﹑趋势﹑挑战和应对建议 | The development history and trend of the project management education especially the professional degree of Master of Engineering in Project Management in China, the challenges faced and suggestions proposed

演讲嘉宾 Presenter: 清华大学建设管理系暨清华大学国际工程项目管理研究院教授/博士生导师/副院长王守清博士Wang Shouqing, Professor, PhD Student Mentor, Dept of Construction Management, Tsinghua University and Deputy Director, Institute of International Engineering Project Management, Tsinghua University

Dr. WANG, ShouQing is a Professor at the Dept of Construction Management, Tsinghua University, Beijing, China and Deputy Director, Institute of International Engineering Project Management, Tsinghua University. His research interest is mainly on Public-Private Partnership and Risk Management. He has produced 260+ publications and is one of the top contributors of international journal papers on PPP in last decade. He is Chairman of the China National Collaboration Network for M.Eng.(PM) Education (161 universities), Editorial Board Member of the Management Decision, J. of Financial Management of Property & Construction, Built Environment Project & Asset Management, Emerald Emerging Markets Case Studies, Int’l J. of Construction Management, Int’l J. of Architecture, Engineering & Construction, etc. He is also one of the most popular lecturers in China and has been invited to lecture on PPP, project management, risk management or research methods for 1000+ times since he returned to China in 2003.

演讲标题 Description：我国项目管理教育特别是项目管理工程硕士专业学位教育的发展﹑趋势﹑挑战和应对建议 | The development history and trend of the project management education especially the professional degree of Master of Engineering in Project Management in China, the challenges faced and suggestions proposed

With the rapid development and broaden application of project management, PM degree education is one of the most popular degree programmes in China. This presentation reports the development history and trend of the project management education especially the professional degree of Master of Engineering in Project Management in China, the challenges faced and suggestions proposed, as well as the activities and endeavors the China National Collaboration Network for MEng(PM) Education carried out and its plan in the near future, including relevant issues on China Regional Committee, Global Accreditation Center for Project Management Degree, Project Management Institute.

论坛Breakout Session B2: 海外项目管理的风险分析 | Overseas project management of risk analysis

演讲嘉宾 Presenter: 上海交通大学机动学院项目管理教研中心主任、教授林少培先生 | Lin Shaopei, Professor, Director, Project Management Teaching & Research Centre of the School of Mechanical Engineering of Shanghai Jiao Tong University (SJTU)

Mr. Lin is professor, director of Project Management Teaching & Research Centre of the School of Mechanical Engineering of SJTU, Technical Director, Institute of Engineering Management, SJTU, Board Director, PMI-Global Accreditation Center, Director General, ICE Shanghai Branch FICE & CEng. Editorial Board member of British Journals "Bridge Engineering", "Civil Engineering Innovation" and "Management，Procurement and Laws". He engaged in graduate program and research in the Dalian University of Science and Technology. Professor Lin has had a long-term experience in teaching, research and consultation works in engineering and management. He awarded since 1992 the Government Special Allowance for outstanding contributions to the cause of education of high learning, issued by the State Council of PRC. He has been the consulting expert of former China State Commission of Planning responsible for economic and technical appraisal for mega projects. Professor Lin returned from industry to University and worked for Shanghai Jiao Tong University since 1985, devoting himself in teaching and research works. He had published more than 150 papers in Journals and in domestic and international conference in a variety of disciplines, including engineering, management, computational mechanics, computer application, fuzzy inference and artificial intelligence etc.

演讲标题 Description：海外项目管理的风险分析 | Overseas project management of risk analysis

Chinese industries are actively entering to international market, but it still remains problems, for instance, China Construction industry has occupying the first place of revenue in the world construction market. Nevertheless, the profitability of Chinese construction industry is continuously to be depressive in recent years, it is still struggling in the range of deficiency.China construction enterprises are lack of experience in managing overseas projects, it is mainly caused by organizational behavior and due to cultural difference-initiated human factors.The presentation is aimed to discover the sources of risk for overseas projects and taking measures against the risks in theory, procedure, methodologyand organization, which is based on the considerations of overseas project involved by people of different cultural background.

论坛Breakout Session B3: 行动方案生活无限 - 应用与案例 | Mobile Solutions for Future Life – Applications

演讲嘉宾 Presenter: 傅旭升博士, PMI台湾分会理事长，PMP | Dr. Simon H. Fu, Chair of PMI Taiwan Chapter, PMP

Currently he is Senior Consultant of IMS Technology & Consultant Inc., and work with HSIC group, Chen-Guan University, he is also serve as President of Project Management Institute, Taiwan Chapter, Assistant Professor of Feng Chia University, and consultant of Smart Clothing research projects and biosensing application for MP&C. Dr. Fu has more than 15 years of experience in the fields of project management, system engineering, system analysis, and requirement analysis. His academic research covers adaptive control, nonlinear control and dynamics, surface vessel control, project management, and functional analysis. He has been published more than 15 academic papers and other 40 articles on different journals. He earned his doctorate title 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. Dr. Fu is one of the translators of the Traditional Chinese PMBOK Guide 4th edition, and editor of the Traditional Chinese Construction Extension for PMBOK 3rd edition.

演讲标题 Description：行动方案生活无限 - 应用与案例 | Mobile Solutions for Future Life – Applications

Information technology creates tremendous amount of data and information. Smart phone and PAD introduce mobile life to people and easy to access information. Cloud computing will lead people to information life. We can predict that mobile solutions will happened in all aspects of human life. For projects of mobile solutions require integration of hardware/software, service model, operation model, and bring different challenges to project managers.

论坛Breakout Session B4: PMO的现状与未来发展剖析 | The State of the PMO…and Insights on its Future

演讲嘉宾 Presenter: 萨熠恒先生, ESI亚洲客户咨询服务总监， | PMP | Mr. Ravi Sahi, ESI Client Solutions Director, PMP

Ravi Sahi, ESI Client Solutions Director, has 20 years of project management experience in physical infrastructure development, strategy-based consulting, and information technology in the financial services sector. With widespread, cross-industry experience on many cross-border engagements, Ravi has a keen understanding and appreciation of the criticality of focused, disciplined, and effective project management. Along with his MBA (Strategy & Finance) he is also certified as a Project Management Professional (PMP®) by the Project Management Institute (PMI®), and is also a Stanford Certified Project Manager (SCPM). Ravi has delivered project and program management training and has consulted at all organizational levels which have significantly benefited clients worldwide. Ravi is a frequent speaker on Project Management topics at events organized by the State Administration of Foreign Experts Affairs of China.

演讲标题 Description：PMO的现状与未来发展剖析 | The State of the PMO…and Insights on its Future

For countless organizations around the world, the Project Management Office (PMO) has become a well-accepted, central element of their strategy for improving project performance. Across numerous industries and in every region of the world, PMOs have evolved in various forms and with varying degrees of success.

A review of the different models of PMO that have emerged is made, with consideration of the variables in their design and the reasons governing choices made by organizations. These include variations in the degree of authority, scope of activities, control over resources and extent of strategic vs. tactical involvement.

This review is followed by a presentation of a global survey into the state of the PMO undertaken by our organisation in March 2011. The study examined the current perceived value and effectiveness of PMOs, how that value is delivered to the enterprise, and to what extent value is actually measured. Over 3,000 individuals responded to the survey, comprising well balanced views from both within and outside the PMO, across a broad set of industries and spanning the Americas, Asia-Pacific and Europe.

This presentation will help participants:
– Discover how the PMO is perceived among hundreds of organizations globally
– Understand what PMOs are doing well and what needs improvement
– Find out about the most important challenges facing PMOs
Gain insight into strategies that PMOs should consider in positioning for the future

Dr. Zhang Bin, senior project management consultant and expert trainer, with a bachelor's degree in science, a master's degree in management and a doctoral degree in economics at Zhejiang University. He is also PMI OPM3 advisory Group Board Member，PMI GAC China Committee board member，OPM3 Certified Consultant. Dr. Zhang is the Visiting Lecturer at some famous universities such as Tsinghua University, Zhejiang University, where to give core EMBA courses for in-service senior management and project managers. His translation works include PMBOK guide(the Fourth Edition) Practice Standard for Earned Value Management,Project Earned Value Management (the Third Edition) A Practical Guide to Earned Value Project Management，Dr. Zhang provides long-term training and consulting service for companies that include CNPC (China National Petroleum Corp.)，CNOOC，Huawei etc. The total number who received his PM training is over 10000.

The most valuable content in OPM3 are the 488 Best Practice and 1766 capabilities which organizational project management capabilities required, especially the 76 Best Practice and 221 capabilities related to Organizational Enablers provide clear classification and specific measurable method in enhancing organizational project management capabilities. This presentation deeply analyze 4 categories and 18 subdivisions of Organizational Enablers，and offer some examples of improvement path in order to attain the best practice for reference.

论坛Breakout Session C1: 创新工程项目管理，促进国际一流能源公司建设| Innovation on Engineering Project Management to promoting the construction of global leading energy company

演讲嘉宾 Presenter: 金晓剑先生，中国海洋石油总公司工程建设部总经理, Mr. Jin Xiaojian, the General Manager of Engineering and Construction Department in China National Offshore Oil Corporation (CNOOC)

Born in 1959, Mr. Jin Xiaojian serves as the General Manager of Engineering and Construction Department in China National Offshore Oil Corporation (CNOOC) and has been charging of the management of Engineering Project construction fields in CNOOC.

Mr. Jin graduated from Southwest Petroleum University with a Bachelor's degree in Feb. 1982, received an MBA degree from Naikai University in 2000 and also received an EMBA degree from HEC in 2007.

Mr. Jin joined CNOOC in 1982,served as the Vice General Manager of Production Department of the CNOOC BoHai Oil Company, the General Manager of CNOOC Oil Technical Services Company, the Executive Vice President of China Oilfield Services Limited, the Vice Deputy General Manager of CNOOC limited (Tianjin Branch). Mr. Jin was appointed as the General Manager of Engineering and Construction Department of CNOOC.

演讲标题 Description：创新工程项目管理，促进国际一流能源公司建设 | Innovation on Engineering Project Management to promoting the construction of global leading energy company

论坛Breakout Session C2:
演讲嘉宾 Presenter: 孟凡杰先生，中国粮油控股有限公司 项目管理部总经理 | Mr. Meng Fanjie, General manager，Project Management Division，China Agri-Industries Holdings Limited

论坛Breakout Session C3: 项目管理在工程企业的实践 Project Management Adoption in Engineering Enterprises

演讲嘉宾 Presenter: 田玉明先生，海洋石油工程有限公司项目经理 | Mr. Tian Yuming, Project Manager, China Offshore Oil Engineering Co Ltd.

Tian Yuming has been working at China Offshore Oil Engineering Co., Ltd. (COOEC), of China National Offshore Oil Corporation, since 1988, upon his University graduation from the Harbin Shipbuilding Engineering Institute. Tian is a native Chinese citizen, and able to communicate fluently in English.

Tian is certified Project Manager, and a registered qualified Professional Constructor. Tian is currently in the capacity as Project Manager of Bozhong 19-4 Oilfield Development Project. He has over 22 years of project management experience, from engineering, procurement, site construction, bidding & contract management, operation maintenance to the overall ERP implementation.

Participated Projects include:
- BZ19-4 Oil Field Development EPCI PMT
- CNOOC ERP Implement Project
- PL19-3 Phase II Project Management
- QHD-32-6 Guarantee Period Management
- JZ9-3 Guarantee Period
- CNOOC QHSE Management
- SZ36-1 SPM Conversion Project
- FPSO Conversion Project

演讲标题 Description：项目管理在工程企业的实践 | Project Management Adoption in Engineering Enterprises

First, it includes the introduction to COOEC; secondly, it talks about the project management in COOEC, including plan and schedule management system (Introduce the management way and effect on the adoption of Oracle P6 Project Management software.), communication and documents management system, Material and procurement management system, Integration management system(Introduced the integration of P2P & P6, management way and effect of 4D integration adoption); Last, it forecasts the future of project management in COOEC.

论坛Breakout Session D1: 借力外脑——软件项目制胜之道 | Presentation Title: Taking advantage of outside intelligence, a winning way for software projects

演讲嘉宾 Presenter: 刘寅，趋势科技中国研发中心总监，PMP | Albert Liu, Director, Trend Micro China Development Center,PMP

Mr. Albert Liu has been working for Trend Micro since 2003. He built up the software quality assurance department for Trend China Development Center, and is responsible for software process improvement, software quality assurance, and training on project management. Since 2008, Mr. Liu is also in charge of software outsourcing management. Before joined Trend Micro, he worked for Motorola GSG China Software Center, and was a major contributor to help the company achieving CMM Level 5. Mr. Liu was certificated as PMP on 2006, and holds the EMBA degree from Nanjing University.

演讲标题 Description：借力外脑——软件项目制胜之道 | Taking advantage of outside intelligence, a winning way for software projects

On one hand, the needed resources for software projects are ever-changing; on the other hand, the development lifecycle of software products are ever-shortening. These factors are pushing forward the outsourcing and cooperation for software projects. This presentation is based on the practices and lessons-learnt of Trend Micro, and analyzes the necessity, difficulties and solutions of software projects outsourcing. At the end of it, it also covers the possible future of outsourcing.

论坛Breakout Session D2: 让敏捷渗入项目管理的边边角角 | Agile project management best practice Transmission Hub

演讲嘉宾 Presenter: 张正明先生，爱立信(中国)通信有限公司技术部总监， PMP | Mr. Erik Chang, director of system management, CTO office, Ericsson region China and North East Asia, PMP

Mr. Erik Chang is director of system management, CTO office, Ericsson region China and North East Asia and responsible for technology management, new technology development and innovation.

He has accumulated 13 industry experience in Taiwan and mainland China. His professional experience includes technical sales support, product management, network architecture design in R&D, and technical program management in mobile systems, mobile Internet and Internet Of Things areas.

He participate into 2G GPRS, 3G WCDMA, IP Multimedia and Mobile TV new system introduction in Taiwan and also as technical lead of introducing the 1st demonstration system in Greater China for IPTV, web IMS, and 4G TD-LTE systems.

Before join Ericsson, he holds technical sales support position for small and medium business customer in TATUNG group’s subsidiary company TISNet.

He received his Bachelor of Science degree in computer science and engineering from TaTung Institute of Technology, M.B.A. degree from college of management in National Chiao Tung University in Taiwan. He is studying his PhD degree from business school in Nankai University in China. He holds PMI PMP certification since year 2005.

演讲标题 Description：让敏捷渗入项目管理的边边角角 | Agile project management best practice

With the endless changing and challenging request from customer, you are also request to shrink the project lead time to get more market share. The internal resource is changing frequently. How to make agile way of working more effective in the software project management? The presentation will based on real experience and learned lessons.

Agile development
Agile in release
Agile in outsourcing
...

论坛Breakout Session E1: 用项目管理显著缩短地铁、桥梁、核电、机场等大型建设项目工期的新发现 | New found on project management helps large construction projects in subway, bridge, nuclear power station, airport to shorten the time limit on construction significantly.

演讲嘉宾 Presenter: 冯永明先生，宁波轨道交通工程建设指挥部高级工程师， PMP，Mr. Feng Yongming, Senior Engineer of Construction Headquarter of Ningbo Railway Transportation Engineering, PMP

Mr. Feng Yongming is the senior engineer of Construction Headquarter of Ningbo Railway Transportation Engineering. He worked on some well known projects as Ji’an Gang River Railway Bridge of Peking Jiulong Railway (Mr.Hu Jintao, China President attended the ribbon-cutting ceremony) and Zhejiang Jianxi Railway contracted by China Railway Construction Corporation (CRCC), UAE Highway project wined by China Civil Engineering Construction Corporation (CCECC).He also worked in the headquarter of Hangzhou Bay Bridge, which is longest cross sea bridge around the world

He has a Bachelor of Science on Railway Engineer from Tongji University and a Bachelor of International Engineering Management from Tianjing University. He passed PMP certification, the Investment Manager certification for Construction Project and Constructor certification.

演讲标题 Description：用项目管理显著缩短地铁、桥梁、核电、机场等大型建设项目工期的新发现 New found on project management helps large construction projects in subway, bridge, nuclear power station, airport to shorten the time limit on construction significantly.

By comparison analysis of subway construction projects in 7 cities of Shanghai, Beijing, Nanjing, Shenzhen, Chengdu, Xi’an, Suzhou, it shows that the poor project management extended the time limit on construction for 1 year because of loose connection on work procedure. The analysis used work breakdown structure to differentiate comparable and incomparable working package. It found the opportunities that could significantly shorten the work period for subway by putting the comparable working package on the work period. It provided analysis on the organization structure and work period of large bridges including the second and the third Bridge of Nanjing, Nanpu Brige, Yangpu Bridge, Sutong Bridge, Shanghai North Sea Bridge, Shanghai Yangtze River tunnel bridge, Zhoushan island linkage project, Hangzhou Bay Bridge, Runyang Yangtze River bridge, discovered the poor organization of bridge engineering subsidiary and loose connection on work procedure resulted in the extension of time. He suggested that the Hong Kong-Zhuhai-Macao Bridge increased traffic engineering department to overcome the time delay phenomenon because of loose connect on work procedure in the latter process.The founding has been adopted by Hong Kong-Zhuhai-Macao Bridge. The Ningbo subway project has adopted it with a plan for 6 months ahead of schedule.

Mr. Deng received his master degree of project management from University of Sydney, and was one of first batch China domestic OPM3 certified consultants. Mr. Deng was working for PricewaterhouseCoopers as Senior Operation Manager, Atos Origin (China) Consulting as Senior Consultant, and Beijing Zhongke Project Management Institute as Director. During past 10 more years project management practical and consulting experiences, Mr. Deng is concentrating on establishment and operation of PMO and OPM3 assessment and development consulting, the services provided covering industries including power, real estate, chemical, exploration, communication manufacture, and etc.

Mr. Zhou Xiaoqiao is a member of Committee (Project Management ) of Ministry of Labour and Social Security in China, researcher in Peking University, visiting Professor in Tsinghua University and certified Instructor in Lewis Institute. He holds MBA from City University in Seattle, international diploma for teachers and trainers from Cambridge University and certified ISO 9000/14000 auditors. Mr. Zhou used to work for Shougang Cooperation, General Motors and Delphi Automotive Systems as engineer up to senior manager. He has rich experience in the areas of industry engineering, product development, quality management, operation management and training and consulting. Mr. Zhou has published four books about project management including Four Steps for Project Management, Project Manager, Project Management Practice, Project Management tools and template.

The situation of automotive industry has been changing greatly in the world since 1990s last century – forming large groups through annexing and combining within multinationals. The auto manufacturers have to shorten product development lifecycle, reduce cost and enhance quality to meet the challenges of competitive and uncertain marketplace. More and more auto makers realize the importance of product development processes management and begin to apply project management into their product research and development practice. This lecture will introduce world class auto companies’ best practice of project management in the product development process to guide other manufactures’ application.