Technology and Business Challenges for Smarter Planet

Dr. Kazushi Kuse
Vice President, Yamato Laboratory, IBM Japan Ltd.

Abstract:
IBM is now leading Smarter Planet projects with partners, governments and universities in the worldwide; Smart Energy, Smart Healthcare, Smart Traffic System, Smart Supply Chain, etc.. Through Smarter Planet, we focus on New Intelligence, Dynamic Infrastructure, Smart work, and Green and Beyond. At the session several challenges of technology and businesses of Smarter Planet will be explained.

Project Management System in FPT Software, Vietnam

Mr. Nguyen Trung Kien
Vice Program Manager, PMI(Project Management Innovation) Program, FPT Software

Abstract:
Vietnam has been joining the industry of software outsourcing for about ten years. From that participating, we have learned, have been improved in many things, including the capability of software project management. FPT Software (Fsoft) is the biggest software company in Vietnam, and what we have faced also reflect what Vietnam has been facing, progressing. In the speech, I'd like to introduce some information on the general Vietnam’s IT and details about the project management system in Fsoft, including the practice, the methodology, the tools, etc.

Are We on the Verge of a Paradigm Shift in Project and Program Management?

Dr. Ali Jaafari
Professor and President, Asia Pacific International College

Abstract:

Contemporary understanding of project and program management dates back to 1980's even though we have seen recent recognition for change and minor additions to various project and program management bodies of knowledge published worldwide. One consequence of this situation is a great misalignment between the challenges management of projects and programs face today and the approaches to their management. This has led to projects and programs continuing to fail and disappoint executives and managers across the world.

To cite an example, a study published in 2006 found widespread dissatisfaction among top companies involved with large projects in North America, Europe and Asia. The annual budget of these projects exceeded US$100 billion. Over 40% had experienced significant setbacks. The author has conducted numerous investigations of large projects. Based on these studies it is now suggested that management of projects and programs requires a vastly extended approach. 18 core functions should be planned and managed holistically over the life of a project. Up 9 of these concern business and strategic management of projects, an area that is traditionally poorly recognised and managed on most projects and programs. The 18 core functions typically amount to 67 enabling factors. Most project management bodies of knowledge cover 9 of these factors. It is no surprise that projects and programs continue to fail at an alarming rate worldwide!

The author's approach heralds a paradigm shift in management of projects and programs. An online performance assessment tool, called PH-Check, has been developed by the author and his research team to support managers in the implementation of life cycle project management.

Managing Complex Adaptive Infrastructure Projects
- A System of Systems Perspective -

Dr. Khim-Teck Yeo
Associate Professor, Nangyang Technological University

Abstract:

Critical infrastructural systems are complex adaptive systems of systems (SoS). Taking a SoS perspective of large-scale infrastructural development can be beneficial in better understanding the inherent problems of emergent complexity. SoS is a relatively new term that is being applied primarily to addressing large scale inter-disciplinary developmental challenges with multiple, heterogeneous, and distributed network-centric systems. Complex infrastructural systems are non-monolithic and they share certain common characteristics which can be developed into a set of discriminators to develop a framework for SoS engineering management addressing issues in an evolutionary planning and staged development, stakeholder management and leadership for complex systems integration. The framework is validated with Singapore-based case examples.

Some Project Management Perspectives based on the Singapore
- MIT Alliance (SMA) Experience -

Dr. Chee-Yoon Yue
Professor, Nanyang Technological University

Abstract:

The Singapore-MIT Alliance (SMA) program, a large scale international collaboration in graduate education and research between the National University of Singapore (NUS), the Nanyang Technological University (NTU), Singapore and the Massachusetts Institute of Technology (MIT) USA, has been in operation for the past 10 years. Started with ambitious goals at a time when global academic and research collaboration was beginning to be recognized to be important, it adopted a novel approach that was unprecedented in form and scope in terms of the number of faculty involved.

This presentation traces the challenges faced and steps and initiatives that were undertaken in order to make the collaboration a success, based on experiences in the SMA Manufacturing Systems and Technology (MST) program. The key learning points, benefits and achievements as well as new developments resulting from SMA will be discussed briefly.