1、PMO如何帮助企业实现项目管理卓越 演讲目标 演讲人介绍 吉凯恩公司及获奖项目介绍 PMO职能介绍及PMO的发展方向 实现项目管理卓越落地的步骤 提高项目管理人员的技能及知识 问答时间演讲目标与大家分享PMO的知识和经验，对于从事（计划从事）PMO工作的学友产生正向的、引起思考的作用；促进大家讨论和互相学习。吉凯恩公司及获奖项目介绍吉凯恩 (GKN)A proud & rich heritage吉凯恩 三大业务Employee:59,800people2018 Sales10.4 bn员工员工59,800人人2018年销售额年销售额104亿英镑亿英镑吉凯恩 汽车业务Kping (Sweden)
2、ao (Shanghai)TQ (Shanghai)SouthKoreanitedStatesJapanChinaNewton (NC)TaiwanMexicoThailandMalaysiaSingaporeColombiaAuBrazilBruneck (Italy)Tochigi (Japan)29,000 employees54 manufacturing locations23 countriesoptionally吉凯恩驱动系统吉凯恩驱动-世界领导者50% 90% No.1of the worlds cars containGKN technologyWe work with ne
3、arly everyautomotive manufacturerCVJ & AWDeDrive吉凯恩驱动-世界领导者2018 PMI年度项目大奖PMO助力项目管理卓越Process &Method流程及方法能力提升最佳实践知识传递项目组合管理系统优化混合项目管理Eg.PPC0 Winning thebusinessIteration1,2,3,4. 10 + asneededFeedback,LessonsLearnedEg.Spec & DesignTooling & BoPManuf & AssyInspect & TestDeliver & UseRRFeedback,LessonsL
4、earnedSpec & DesignTooling & BoPManuf & AssySpec & DesignTooling & BoPManuf & AssyInspect & TestDeliver & Use1. Usable deliverables2. People / interactions3. Customer collaboration4. Change responseInspect & TestDeliver & UseSpec & DesignTooling & BoPManuf & AssyInspect & TestDeliver & Use= traditio
5、nalmilestone / gatewaySpec & DesignFeedback,LessonsLearnedTooling & BoPManuf & AssyInspect & Test= true valueC5 -SOPFeedback, Deliver & UseLessonsEg. M1Eg. VPLearnedC6 ProgClosureEg. TTPMO职能介绍及PMO发展方向PMO在PMBOK中的发展历程 2000年 PMBOK第二版 Project Office 2004年 PMBOK第三版 强调PMO的工作内容 2008年 PMBOK第四版 强调PM和PMO的差异 2
6、012年 PMBOK第五版 强调PMO三种类型：支持型、控制型和指令型 2018年 PMBOK第六版 强调PMO作为重要干系人与关键决策者的角色2018年6月首届PMO高峰论坛 （PMO Symposium）凸显了PMO在项目管理领域的重要性PMO评奖标准2017 PMI年度PMO大奖 舍弗勒PMO目标及成功要素ProceduresProcessesStandards &ToolsBest Practice &Lessons LearnedenablingPortfolioManagementGlobalCommunicationKnow HowTransferKPI lead and lag
7、Methods traditional & agileCapabilityIncreaseCulture RespectPMO如何帮助企业实现项目管理卓越31 OCTOBER 201918PMO愿景-案例 T o create true value for our shareholders and customers through PMO and programmemanagement excellence T o support, empower and motivate our cross-functional teams to lead new programmes and proje
8、ctsand meet or exceed the timing, quality and financial targets T o provide excellent cross-functional business processes, tools and methodologies T o differentiate our company from its competitors through world-leading PMO and ProgrammeManagement T o create and maintain a culture which focuses on p
9、revention, continuous learning and improvement T o share best practice and learnings throughout our organisation and across the wider communityPMO组织架构 案例Global VP Prog MgtEurope PMOPurchasingAmerica PMOAP PMOManufacturingEngineerProductEngineerChina PMOFinanceSales &MarketingQualityLogisticsPMO沟通矩阵
10、案例Regular PMO meetings and face to face workshops to ensure the strong link of PMO community.实现项目管理卓越落地的步骤实现项目管理卓越落地的步骤 确定项目管理的流程及方法 项目管理流程及方法的实施 项目管理流程及方法的培训 项目管理方法最佳实践分享 项目管理流程及方法的持续优化确定项目管理的流程及方法 总流程 子流程 （流程描述、流程图、RACI、输入输出、附件表单列表） 操作标准 表单模版项目管理流程及方法的实施及培训 总部制定实施计划 哪些部门推行哪些流程及方法 （干系人管理）Future Sta
11、te 5 Year RoadmapTraining and coaching 2017/18 (Prog. Excel.)Driveline Excellence System based onbest business practices andcompliant with Industry and CustomerQuality system requirementsTransitioning to ONE Manual, ONEsystem, ONE Certification BodyDivisional STDs audited by SingleCertification body
12、 to IATF16949 & CSRDivisional STDs deployedONE Way of Working 培训技巧 Train the trainer、管理层的buy in、培训章程的批准、 Advance user的选择项目管理方法最佳实践分享Use best practice among the department / plant/ region / globe to ensure the projectmanagement overall level improvement.项目管理及流程的持续优化Self and Peer Audit to guarantee th
13、e project management process and method are well followed.不断调整、优化现有项目管理方法。项目管理方法的优化-案例：KPILag Indicators = Measure the goalsLead Indicators = Predictive + InfluencingProject Management Conformance Tracking项目组合管理助力企业战略达成 Improved timing Priority setting Higher performing teams Greater employee satisf
14、action More alignment to strategy Customer satisfaction increased Resource utilisation and planning Wider risk and prevention focus Improve quality Improve financial performance项目管理信息系统Example Information Radiator提高项目管理人员的技能及知识团队项目管理知识及技能管理Lead Indicators used to assess and improve team capabilities
15、PMO引导行业对标Benchmarking together with leading companies across a range of industries with renownedPMO and Project ManagementPMO引导行业对标Our PMO and Project Management is established as a benchmarking for other industries which we like to share学院及组织项目交流Established strong partnerships with various institut
16、ions and international universities, tosupport next generation talent and careers in project management全球项目组织矩阵快速提升-知识转移（Know How Transfer） Very strong inter-plant support,sharing, communication New tools and processes developedfor effective know how transfer To p level management commitment “one team / one goal” approach认可项目成员Recognise the Team !Celebrate success !回顾 PMO职能介绍及PMO的发展方向 实现项目管理卓越落地的步骤 确定项目管理的流程及方法 项目管理流程及方法的实施 项目管理流程及方法的培训 项目管理方法最佳实践分享 项目管理流程及方法的持续优化 提高项目管理人员的技能及知识Thank Yo u for thisopportunity感谢聆听（Q&A）
