Keynote/Tutorial Speakers
Keynote 1
Developing the Maturity of Project-oriented Organisations to the Next Level
Mr. Reinhard Wagner
President of International Project Management Association (IPMA)
Chairman of the Executive Board of German Project Management Association (GPM), CEO of Projektivisten Gmbh
Abstract:
The number of projects and programs is significantly increasing, which requires many organisation to systematically develop their maturity in managing projects. Top management needs to manage that process consciously setting a vision, mission and strategy for the management of projects as well as leading an organisational development program, comprising of competence development, realignment of structures, processes and cultures as well as balancing the available resources in a professional way. Project management offices (PMOs) are important enablers for developing the maturity of project-oriented organisations, shaping the future for them into a world in which all projects succeed.
Keynote 2
Team-Building and Self-actualization (Organization and Individual)
Mr. Terunori Masuho
Waseda University Rugby Football Club, Rugirl-7
Abstract:
Based on experiences in Waseda University rugby club, Kobe Steel rugby club and All Japan rugby team (under various head coaches), I will talk how the relation between organization and individual should be to enhance the team, and how the relation between victory of organization and achievement of individual goal should be.
Keynote 3
Competence-based Strategic Management Application to Project Organisations
Dr. Ali Jaafari
Former Professor and President, Asia Pacific International College
Abstract:
The aim of this session is to explore how high performance project organisations can be created and sustained through the application of competence-based strategic management. The key questions that will be explored are as follows:
1. What is competence-based strategic management?
2. How can it be applied to organisations in general and project organisations in particular?
3. What are core competencies of project and functional organisations?
Keynote 4
Driving Innovation in the Nuclear Industry by Dreaming Big, Getting Stuff Done and Having Fun!
Mr. Hao Dinh
Innovation/Fast Works leader, GE Hitachi Nuclear Energy
Abstract:
In today’s fast-paced and ever changing world, being agile and innovative is imperative for startup companies as well as established organizations. Developing a culture and processes that encourage and nurture creativity, calculated risk-taking, learning from failures and inspiring others are key components of an innovative company. General Electric (GE) launched FastWorks, its innovation framework that focuses on constantly experimenting, learning and iterating with customer feedback as the cornerstone for the process. To facilitate this new operating model, GE created “GE Beliefs”, a cultural template that empathizes simplification, acceleration, customer focus and agility. The presentation will provide highlights on FastWorks and GE Beliefs and examples of how they have been utilized at GE-Hitachi Nuclear Energy to drive financial and organizational growth.
Keynote 5
Building a Competitive Software Capability
Dr. James W. Over
Senior Executive Manager of the Team Software Process Initiative, the Software Engineering Institute, Carnegie Mellon University
Abstract:
Many of the problems we face in software development are non-technical in nature. Many of these non-technical problems are rooted in the pervasive corporate culture, the attitudes, and the beliefs that shape software development practice. This culture tends to emphasize coding and testing over architecture and design, forced schedules over planning and quality, and a reactive response to change. This culture accepts missed commitments, faulty software, and measures of performance and progress that almost ensure short-term sub-optimization and poor quality. Despite the emphasis on customer satisfaction attributed to modern software development methods, software is still late, costs are inflated by rework and technical debt, and safety and security are routinely compromised by the development practices ingrained in the culture.
Keynote 6
The Evolution of Project Management - Understanding Failure and Adapting to Innovation
Mr. Donald Wilson
Vice President, Delivery Excellence Leader for Japan, Global Business Services, IBM Japan
Abstract:
Technology innovation continues at a break-neck speed. We stand on the edge of whole new approaches to analysis based on cognitive computing, the increasing ubiquity of intelligent measurements (the so call ‘Internet of Things’) and an unbelievable growth in mobile computing. Project Management remains the key to delivering successful outcomes and enabling the change offered by these technologies. However, the failure rate of technology-based projects is stubbornly high.
Tutorial 1 & 2
Tutorial 1: Project Operational Legacy and the New Service Model
Tutorial 2: Project Leadership
Mr. Paul Hodgkins
Executive Director of Paul Hodgkins Project Consultancy,
Former Siemens PM@Siemens Programme Executive for North West Europe
Abstract of Tutorial 1:
What is the difference between management and leadership? What approaches can project managers take to transition to project leaders? I will provide a personal journey on project leadership and what that meant to me
Abstract of Tutorial 2:
Management methods of System Integration and Service business, focusing on the management indicator, for improvement of management force of solution-providing company