1、Making project management indispensable for business results.International Breakout Case Studies on Growth,Skills,Agility,and Innovation国际分国际分论坛论坛-关于发展、技能、敏捷和创新的案例分享关于发展、技能、敏捷和创新的案例分享Jordon Sims,Strategic Advisor Project Management Institute迪拜电力和水务局阿斯利康制药有限公司1.Unprecedented growth快速增长带来的挑战-2014 Wate

2、r connections increased by 30%仅2014年供水普及率提升30%-Power demand increasing 5-6%year-over-year电力需量同比提升5-6%2.Dubai goal of 30%energy reduction by 2030在2030年实现节能30%的目标3.UAE Centennial 2071,the UAE Vision 2021,the Dubai Plan 2021,and the Dubai Clean Energy Strategy 2050阿联酋2071 百年计划、阿联酋2021愿景、迪拜2021规划、以及2050

3、迪拜清洁能源战略1.Doubled number of certified PMs认证项目经理增加一倍Central resource for project standardization(PMO)项目标准化资源中心（PMO)2.Technology to enable people and teams技术优化支撑团队工作SAP GRC Mobility&Smart Risk DashboardData-driven decisions&alignment数据导向的决策和调整3.Multi-phase implementation affording maximum employee par

4、ticipation along the way “buy in”多阶段实施提供员工最大的参与机会并逐步获得认可PredictiveIterative IncrementalAgileHybrid Next PracticesValue Delivery Landscape价值价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每月结账周期从20天缩短至5天Budget checking from 3 days to 1 minute预算检查从3天缩短至1分钟The number of steps in the utility connection process from 9 to 1物业服务接入流程（步骤）从9个减至1个The time it takes to move pur

6、chase requisitions into the payment cycle from 60 days to 15 days请购单受理并转入付款周期耗时从60天缩短至15天DEWA在财务、大客户、消费者自助服务、采购、和人力资源等领域成功替换了十多套老旧的系统。对业务实现以下优化：World Bank-Ease of Doing Business 2018 Rankings:世界银行 2018 经商容易指数排名“Getting Electricity”led by DEWA on behalf of UAEhttp:/www.doingbusiness.org/en/data/explo

7、reeconomies/united-arab-emiratesThe Challenges面临面临的的挑战挑战Digitalization and disruptive technology has a huge impact数字化和颠覆技术的冲击数字化和颠覆技术的冲击Create an enabling platform to connect information and data 创建一个能实现信息和数据互联的平台创建一个能实现信息和数据互联的平台Integrate information and data整合整合信息和数据信息和数据Going from a pull to a pus

8、h of unbiased information从被动接受转为主动推送公正信息Building infrastructure&information management capabilities构建信息基础建设和管理能力Becoming a Learning Organization成为一个学习型组织成为一个学习型组织Torn down walls between business units to not miss out on opportunities打破事业部之间的“墙”，避免打破事业部之间的“墙”，避免错失错失机会机会Use of stories to promote learn

9、ing,sharing&engagement 多用案例、故事调动学习、分享多用案例、故事调动学习、分享&互动互动Social platforms to share knowledge and increase connection across our workforce 利用社交平台分享知识并促进团队间的联系利用社交平台分享知识并促进团队间的联系Discussing what kind of culture to create讨论创造什么样的文化讨论创造什么样的文化Directly tied to our strategy紧密紧密对齐对齐我们的我们的战略战略Will lead to leve

10、raging our people to discover and compete for business将引领并将引领并助力我们的团队去探索助力我们的团队去探索和竞争和竞争The Power of Collective Input集体输入的力量集体输入的力量Everyone is part of this transformation每个人都是变革的成员每个人都是变革的成员Pull the collective brainpower together for the benefit of our organization in a transparent,collaborative man

11、ner为组织的健康发展凝聚众人的智慧为组织的健康发展凝聚众人的智慧Generate ideas across the organization鼓励全组织提供想法鼓励全组织提供想法15k ideas across the organization in crowdsourcing workshops利用众包研讨会汇集了一万五千个想法利用众包研讨会汇集了一万五千个想法Knowing your customer了解你的客户了解你的客户The customer perspective is vital challenge 客户观点是重大挑战客户观点是重大挑战How do we establish pa

12、rtnering and collaboration with them?我们如何与他们建立合作伙伴关系我们如何与他们建立合作伙伴关系Customers much better informed today regarding our products,services,and how we manage our projects现在的客户更了解我们的产品、服务以及我们是如何管理项目的现在的客户更了解我们的产品、服务以及我们是如何管理项目的The engagement must start much early in the project relationship 与客户之间的互动越早越好与

13、客户之间的互动越早越好The customer is now a partner in the project,they are part of the team 客户现在是项目的合作伙伴，是团队的一部分客户现在是项目的合作伙伴，是团队的一部分Customer involved increasingly in the research,project planning,execution and delivery客户越来越多的参与到研究、项目计划、执行和交付客户越来越多的参与到研究、项目计划、执行和交付Future Leadership未来领导力未来领导力Investing in an org

14、anization leadership development program投资投资组织级的领导力培养计划组织级的领导力培养计划Leadership is expansive and central to all we are discussing领导力是有感染力的并且是我们研究的核心领导力是有感染力的并且是我们研究的核心The most important ingredient in achieving our corporate vison是实现我们公司愿景的关键要素是实现我们公司愿景的关键要素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 未来的领导必须深知核心价值，问对的问题，与员工建立教练关系、分享知识、了解团队的多元性未来的领导必须深知核心价值，问对的问题，与员工建立教练关系、分享知识、了解团队的多元性It is a different leadership style with a direct link to a collaborative and engaged culture是一个鼓励协作和互动文化的

16、领导风格是一个鼓励协作和互动文化的领导风格Tomorrows leadership is about finding solutions and relying on a broad network of expertise 未来的领导力是寻找解决方案并依靠丰富的专家资源未来的领导力是寻找解决方案并依靠丰富的专家资源Leadership Program-Leading People领导力计划领导力计划 领导他人领导他人 10 modules on a social platform 1010个学习模块个学习模块 Senior mentors 资深指导员资深指导员 Learning at you

17、r own pace 按自己的速度学习按自己的速度学习 Senior host 高高管牵头主持会议管牵头主持会议 Open discussions 开放式讨论开放式讨论 Networking across organisation 全组织范围交流全组织范围交流 Feedback on leadership 反馈给领导层反馈给领导层 Discuss values&behaviours 重点讨论价值重点讨论价值&行为行为反馈月度面对面研讨小组多元的在线学习社区 Access to material 开放资料获取的渠道开放资料获取的渠道 Refresh on core topics i.e.HR 回

18、顾核心知识点回顾核心知识点 Share experiences 经验分享经验分享领导力基本法则Roadmap to Agility敏捷路线图敏捷路线图5 Rs Framework for R&D Governance研发“研发“5R”5R”框架框架 治理治理What Does a Good PM Look Like?什么叫做一个好的什么叫做一个好的PM?PM?Culture&Knowledge Driving Decisions文化文化&知识推动决策知识推动决策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