Plenary Speech

Abstract:

As a part of our on-going journey towards “Field Innovation” excellence, we are now aiming to fully integrate our management and IT. To continually deliver business benefits to our customers and their customers, we are making relentless efforts in "Field innovation" focusing on people, process and IT. With this unique approach, we are striving to make processes transparent and optimized through continuous improvement of our overall management and IT. As a part of this practice, we are also promoting SOA (Service Oriented Architecture) and APM (Application Portfolio Management). Today, I will share some previously untold inside stories – Fujitsu’s IT Vision for Field Innovation and lessons that we have learned so far.
                                                                                                

Establishing KPMA in 1991, Korea has promoted technical knowledge on PM. It is successfully accomplishing  projects on a large scale such as constructing high railways through introducing PM in the fields of construction, engineering, information technology and Research and Development.

From now on Korea will further endeavor to promote PM in industrial fields and public organizations through developing Korea's own PM knowledge system and PMP qualification and certification system. Moreover, PM technology has been applied to construct and operate nuclear power plants, thus reducing construction period while boasting the world's best level of capacity factor.

Korea is planning to expand nuclear power facilities to meet challenges from global warming and high oil prices. Furthermore, Korea is promoting exports of nuclear power plants based on accumulated know-how of nuclear power plants construction and operation.

Arctic Slope Regional Corporation (ASRC) is a native regional corporation in Alaska. It has over 9000 shareholders and annual revenues in excess of a billion dollars.  ASRC manages five million acres of land within the North Slope that include the National Petroleum Reserve-Alaska, and the Alaska National Wildlife Refuge.  ASRC also has many subsidiaries, one of which is ASRC Energy Services (AES).  AES provides engineering and consulting services, fabrication, construction, oil and gas support services, and facilities management. AES prospers from adhering to its native values and from the contributions of its University of Alaska Anchorage (UAA)-trained project management professionals. These professionals are responsible for millions of dollars of the company’s total corporate revenues and improvements to overall company management.  AES expects to continue to grow over the years. Much of that growth will be directly attributable to the project management training received by AES professionals at UAA.  Mark will discuss a few of AES’s current projects and how project management practices impact those projects.
                                                                                                    

Abstract:

This is the future PMI envisions -- and is working to achieve:

Worldwide, organizations will embrace, value, and utilize project management and attribute their success to it.

"PMI’s Strategic Plan" describes the different aspects of PMI’s carefully considered strategic plan, including the Core Values that guide all of PMI’s programs, products, and services, the Future that we anticipate for the near term, mid term, and long term planning horizons and the Scenario Planning that will keep us prepared for a variety of eventualities.

In this presentation, you will find out how the operational programs in PMI’s strategic plan are designed to make this envisioned goal a reality. Find out how PMI is planning to enhance adoption and maturity metrics – and how you might be part of it.

Abstract:

The communications business, like most technology disciplines, is marked by constant technological change. While all companies try to find ways to adapt to change, successful communications companies differentiate themselves by adhering to a disciplined execution model.  Whether built or acquired, it underpins the ability of an organization to transform.

Many of the best practices of project management are invariably valuable for crisp execution. 
However, the value of such project management techniques is greatly enhanced when specific domain or functional expertise is used as an overlay with standard project management practices, bringing specificity of  pplication to project management practices.  Leveraging the functional expertise in an organization to build reusable project management frameworks provides both speed and discipline in execution. A strong case is made for the development of these frameworks – and their economic value to organizations that adopt or offer such frameworks.