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PM-ABC: Taiwan`s Honor - Roger Chou Wins the PMI 2009 Distinguished Contribution Award


TAIPEI, Taiwan--(Business Wire)--
Roger Chou was awarded the Project Management Institute (PMI) Distinguished
Contribution Award for his dedication to the profession and practice of project
management.

The PMI Distinguished Contribution Award recognizes significant achievement for
sustained performance by an individual who contributes to the advancement of the
project management. There are only eight receivers of this award, but thousands
of people around the world were being nominated for it.

Roger Chou was the only Chinese to receive the award at the PMI Awards Ceremony.
He is the first PgMP in Asia, and was being nominated for this award in this
April, by six individuals, including legislators, journalist association,
university education director and business CEO.

In the past four years, Roger and his company, PM-ABC (www.PM-ABC.COM) have
trained over 3,000 PMPs, boosting the number of qualified project managers in
Taiwan to 5,388, bringing Taiwan into the top eight countries of PMI trained
project managers. Apart from the increase of the quantity, Roger and PM-ABC also
made endeavors in improving the whole society`s recognition of this credential.

The six nominators, who gained their project manager certificates under Roger`s
advocating, are the testimonials of his endeavor in improving the recognition of
the project management credential. Roger said, "I tried to influence the people
with influence - the media workers, organization leaders and CEO of enterprises,
providing them with free training to become certified project managers, so that
these forefront opinion leaders can be enlightened with the power of project
management when working in their ever-changing and challenging environment."

Along with this, Roger also triggered several project management media coverage
of the role of project managers in major constructions in Taiwan, such as Taipei
101, Kaohsiung Mass Rapid Transport and Taiwan High Speed Rail. As the society
turned their attentions to the credential, he urged a campaign to endorse PMP as
Basic Certification for Graduates. Now, the biggest job hunting website in
Taiwan: the 104.com, has listed the project management credential as one of the
most favorable certifications for employers.

According to the legislators in Taiwan, Roger also has been kept lobbying our
government to pass the "Project Management Act." Besides, this April, as
Taiwan`s national competitiveness dropped, Roger wrote a State Affair Memorandum
to the President of the R.O.C., suggesting how the government could use
professional project management to reduce major construction projects` risks and
improve their quality. The President replied positively, and has vowed to take
his advice seriously. Roger was asked to present the PM-ABC` project management
course materials for their evaluation.

This project management fighter has never been slowing his footsteps. This
August, as Typhoon Morakot hit Taiwan, as President of the Institute of Taiwan
Project Management (ITPM), Roger brought together over 300 volunteers who were
certified project managers to develop a reconstruction guidance plan - "Morakot
Flood Disaster Reconstruction and Preparation WBS Plan." This is Taiwan`s first
complete standard operations procedures developed by a non-governmental
association, which aims to systematically and efficiently guide future
reconstruction work. In the end of Sep, this WBS Plan has been sent to the
government, Red Cross and charity organizations.

"The PMI Awards Program recognizes excellence in project management across a
broad array of categories for organizations, individuals, community advancement
and our chapters and their volunteers," said Gregory Balestrero, president and
CEO of PMI. "Winning this award is a testament to the value project management
brings to our varied stakeholders."

The PMI Distinguished Contribution Award was presented on 10 October during the
PMI Awards Ceremony at PMI Global Congress 2009 - North America in Orlando, Fla.


Note 1: About Project Management Institute (PMI)

The world`s leading project management organization, PMI shares knowledge with
nearly 500,000 members and credential holders in 185+ countries. Since its
founding 40 years ago, PMI has impacted more than one million practitioners,
businesses, governments, students and training organizations. Today, PMI`s
products and services range from world-class standards for project, program and
portfolio management to five professional credentials, including the gold
standard Project Management Professional (PMP). PMI`s exclusive Global Corporate
Council and European Corporate Networking Group engage large multinationals and
government organizations in endorsing the value of project management. The only
project management association with an established academic research program,
PMI has invested more than US$14 million in support of dozens of research
projects since 1997. Learn more at PMI.org.

Note 2: About Roger Chou

Roger Chou, the first PgMP in Asia, had carried out large-scale projects for
Taiwan`s premiere companies, and had for three years established a comprehensive
knowledge management system whilst working as the CKO for ASE (Advanced
Semiconductor Engineering Inc.), which is now widely used throughout the
Taiwanese business sector. Roger has always regarded himself as a PMP `gardener`
because he believes carefully `cultivating` the project management profession
will `grow` Taiwanese competitiveness. In the year of 2006, Roger established a
national project manager association - the Institute of Taiwan Project
Management, and was elected as the first President. He is now the second
President.

Copyright Business Wire 2009

 


記憶猶新的一個專案,那就是與一家知名的小家電品牌商合作代工並開發汽車導航的裝置器的系統產品,但卻有幾個原因導致產品未上市的窘境。

1.設計變更頻繁,那就是客戶已確認過的ID常常是歐洲客戶確認後修改一次,美國
客戶確認過後又再次修改。而ID的確認卻是應該是在開模前就應該有樣品確認,並不
是已由合作的雙方確認後再修改,這修改當然會隨之影響的開模後的修改、測試的狀
況,原物料的採購、及交貨的lead time,而高階管理階層為了滿足客戶的需求且客
戶也要求不論如何變更都不能延遲改變設計完成的時程,也並未重視project
manager 的設計變更的影響報告及解決方案。這個絕對不只有影響產品外觀及模具使
用壽命的還影響開發時間及品質之關鍵因素。

2.客戶無法確認各階段設計驗收測試的規格,由於這個專案有開發時程上的壓力,所以
已先kickoff meeting,但雖由客戶已提前提供驗收與測試規格與標準,因故,提出
設計驗收變更的要求,而這不是單純的設計驗收變更,是原來所要求的設計各階段驗
收規格標準大大不相同。這不但要更換已設計嵌入的重要零件、對研發工程師、測試
工程師及設備無法滿足的窘境,而這個規格會影響重要硬體零件的選用及機構原料的
使用,可說是困難度已經是另一個新的開發專案。真是令團隊相當地錯愕。

3.在進行pilot run前無法用計畫生產,客戶無法於生產前一個月確認所需promote的數
量,這就造成未量產及發生重要零件庫存的原因。

4.缺乏管理階層的支持,因為是目標客戶,所以接受客戶提出的無談判空間的設計變
更,導致在設計中每個設計驗證階段都是永無止盡的設計變,這個產品,後來也因為
遭到客戶認為,此產品無法在開發時間內完成,無法如期銷售而拒絕出貨。

Lesson learned:
1.為滿足客戶,無法獲得中、高階管理階層認同由專案經理人提出客戶之設計變更對專
案影響的報告。
2.該專案為ODM,並未為客戶進一步了解終端客戶市場的需求,雖然這並不是ODM 廠商的
任務,可是,這可幫助與保持與客戶間良好的技術溝通依據。
3.對開發前的feasibility 涉入的廣度、深度不足。
4.這些變更也會影響team 的士氣與 performance.

個人對以上問題建議:
將專案的feasibility study and feasibility report 列入專案開發的 SOP,使得不只是只有資深的專案管理人員並可以傳承,也可藉此提升研發工程師的研發技術能力,也可加速日後研發的速度。

而後,公司組織目鰾,要提升專案的效率,便安排PMP課程,包含中階以上幹部,也要參與課程,我想者也是後來比較容易得到中高階主管的支持的原因之一。

Lessons learned:
因有前車之鑑,目前高階主管也要求,若客戶有重大影響的設計變更,都要提應變計畫及變更影響。也訂出為客戶提出全方位的解決方案的組織目標。


反觀,PMP的專案管理流程,若盡早地被執行於這個專案上,我想應該可以避免公司,在人力、物力、時間上的耗損。


童惠華,PMP
rebecca_torng@hotmail.com
 
     牛刀小試
題目:關於矩陣性組織的特性,下列敘述何者正確?
答案:
1) 矩陣式組織中的專案成員可以來自各個部門,而且專案經理能夠直接協調各成員的任務分派,不需透過成員的功能經理。
2) 在平衡式矩陣組織中,專案經理的角色往往僅是促進者或協調者。
3) 矩陣性組織中都不會有全職的專案管理行政人員。
4) 在弱矩陣式組織中,功能經理與專案經理都具有部分的專案預算控制權。











































































and:1
註解:在弱矩陣式組織中,只有功能經理具有專案預算控制權,且專案經理的角色往往僅是促進者或協調者。在強矩陣性組織中會有全職的專案管理行政人員。故,選項中只有「矩陣式組織中的專案成員可以來自各個部門,而且專案經理能夠直接協調各成員的任務分派,不需透過成員的功能經理」是正確的。
 
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