Mr. Bounds has more than 30 years experience in program and project management in addition to large-scale systems development. He is a retired U.S. Air Force officer, and has served as a sector director at Carnegie Mellon University's Software Engineering Institute, executive vice president and chief operating officer at Robbins-Gioia, LLC and is currently a senior vice president at Booz Allen Hamilton.

A PMI member since 1989 and PMP? (#977) credential holder since 1991, Mr. Bounds has been active in three U.S. PMI chapters: Mile-Hi Chapter (Denver, Colorado); Pittsburgh Chapter (Pittsburgh, Pennsylvania); and with his current affiliation with the Washington, DC Chapter.

Additionally, Mr. Bounds was an active participant in the initial Organisational Project Management Maturity Model (OPM3?) working group.
In 1995, Mr. Bounds received an award for being a founder of the PMI Information Systems Specific Interest Group (SIG).
Mr. Bounds was elected to the PMI Board in 2007. In 2009 he was vice chair/chair of the Strategic Planning and Program Alignment Committee. He also served as chair of the Performance Oversight Committee in 2008. Other honors and awards include:

• Elected to the board of directors for the Armed Forces Communications and Electronics Association, Washington, D.C. Chapter, serving a three year term
• Recipient of the Federal Computer Week Federal 100 Award—one of 100 executives having the greatest impact on the U.S. government information systems community
• Recognized speaker and author in project management, IT management and risk management

Mr. Bounds' education and military service include:

• M.S. Information Systems, University of Southern California
• B.B.A., Information Systems, Texas Tech University
• U.S. Air Force, 1968 – 1989

Gregory Balestrero spends more than 200 days a year traveling around the world as the chief ambassador for advancing the profession of project management on behalf of PMI. A featured speaker at international CEO events such as Economist, Business Week and Forbes forums and the Bo'Ao economic summit, Mr. Balestrero delivers powerful messages about the importance of project management in achieving success in today's global business environment. Mr. Balestrero has represented PMI at special events in more than 30 countries throughout the world. He is quoted frequently in national and international media and has appeared as a guest on news and business television, including CNBC, BBC World and Sky News.

Mr. Balestrero joined PMI in 2002 with nearly 30 years experience in executive-level association management. An industrial engineer by training, Mr. Balestrero has extensive experience overseeing administrative, financial and internal affairs for and more professional associations. Under his leadership, PMI membership has tripled, and holders of project management credentials has increased from 50,000 to more than 400,000.

From 1994-2002, he served as executive director of the Construction Specifications Institute (CSI), an organisation or construction professionals in non-residential building construction, based in Alexandria, Virginia, USA. He previously held the position of executive director at the Institute of Industrial Engineers (IIE) in Atlanta, Georgia, USA.

Mr. Balestrero served as the 2003-2004 Board Chairman of the Greater Washington (District of Columbia, USA) Society of Association Executives (GWSAE) and an active member and former president of the Council of Engineering and Scientific Society Executives (CESSE). Mr. Balestrero also is a member of the Committee of 100 of the U.S. Chamber of Commerce. He is a current member of the American Society of Association Executives (ASAE), where he served on the Board of Directors for ASAE's Center for Association Leadership (CAL) through 2006; the Institute of Industrial Engineers (IIE); and the American Society of Mechanical Engineers (ASME). He is also a member of The Thought Leadership Advisory Council for the CAL.

Mr. Balestrero was honored with a fellowship in the World Academy of Productivity Scientists and was inducted into Alpha Pi Mu, an industrial engineering honor society, as an honorary member. He earned a bachelor's degree in industrial engineering from the Georgia Institute of Technology in Atlanta, Georgia, and he is a U. S. Army veteran.

His recreational interests include sailing, motorcycling and backpacking. Mr. Balestrero has been married to his wife, Frances Higgins, for 30 years.

Bob (Yong Tao) Chen, Managing Director of PMI (China), leads PMI overall of business in China. Bob joined PMI in early of 2009. Immediately prior to joining PMI, Bob worked for Oracle – Greater China where he was the General Manager, Business Development (Greater China) in the Government, Education and Healthcare. In this role, Bob was responsible for developing Oracles GEH business in Mainland China, Hong Kong, and Taiwan. Prior to Oracle, Bob worked in Fuji Xerox (7 Years) and Motorola (9 Years) in several senior Leadership positions. Bob began his career with the Ministry of Railways as an Engineer / Project Manager. Throughout his career, Bob has developed extensive project management and team leadership working experiences and excellent results in working with the various Central Government Ministries and industries including Ministry of Education and Ministry of Personnel.

Bob holds a BA in Electrical Engineering from Beijing Communications University and an MBA in Marketing from City University in USA.

Mr. Bai Jixun is director of the training center of State Administration of Foreign Experts Affairs (SAFEA). Mr. Bai was the general representative of China Association for International Exchange of Personnel (CAIEP) in Canada, deputy director of the training center of SAFEA, deputy director of China International Talent Exchange Foundation, deputy director of the laws, regulation and liaison department of SAFEA, general representative of CAIEP on Atlanta, USA.

Mr. Bai got B.A. of Technology from the Optics engineering department of Changchun Optics Precision Mechanical School. Mr. Bai Jixun got M.B.A. from the Economic Management School of Tsinghua University.

Mr. Jiang Xizhao is Director, President and Secretary of the Party Committee of Offshore Oil Engineering Co., Ltd (Stock Name: COOEC Stock Code: 600583). Mr. Jinag is also Board Chairman of COOEC (Qing Dao) Co., Ltd.; COOEC-Enpal Engineering Co., Ltd., CNOOC Shandong Chemical Engineering Co., Ltd., COOEC International Engineering Co., Ltd., COOEC(Hong Kong) Limited.; COOEC (Nigeria) Limited and COOEC (Indonesia) Limited; Director of China Ocean Oilfields Services (H.K.) Ltd. And CNOOC Finance Corporation Limited; executive Director of Bluocean Technology Inspection Co., Ltd. Mr. Jiang has 17 years of rich experience on being the senior executive of project/program management with outstanding achievement. Mr. Jiang Studied at University ofTexas at Arlington (UTA) in USA and obtained a degree of EMBA.

Dr. Thomas Grisham has over 37 years of experience on domestic and international programs and projects in global organizations and governmental agencies, with programs and projects up to US$3 billion in the power, infrastructure, transportation, education, commercial, communications, manufacturing, business development, and dispute resolution sectors. This experience has been gained in 55 countries across a variety of business models, with expat assignments in Turkey, Saudi Arabia, Thailand, Japan, Korea, China, Hong Kong, and part-time in India, Spain, and the UK. Credentials include BE, MBA, Doctor of Project Management, PMP, PE, and he is a practicing arbitrator for AAA & ICDR. He has published two books, with the first book Cross-cultural Leadership Intelligence (XLQ) addressing the leadership aspects of global enterprises, and his most recent book International Project Management: Leadership in Complex Environments addressing the issue of external PMO's.

Dr. Grisham's experience with managing multiple projects in a consistent fashion, what is now known as PMO, began in the 1980's. It includes PMO as we know it today and PMO as it has developed over the years. His experience includes the design of a PMO implementation for a global EMEA organization, the design and implementation of programs for two North American and one Asian government agency, and participation in optimization programs for a number of North American global organizations. His experience includes external and internal PMO's in a variety of international programs and projects.

The session will introduce the core concepts related to PMO, and how global organizations and government organizations can merge PMO into their operations to improve their productivity, and their competitive advantage. The session will explore the leadership and management aspects of PMO, which are critical to success, as well as the process considerations. The conclusion of the session will provide ideas for implementing PMO, and will also include Q&A so that participants can discuss questions specific to their individual needs.

Victor (Wei) Cai is currently working for Microsoft China as Premier Director at Enterprise Services group, who has extensive multinational IT services management and quality assurance experiences in the IT field. Victor joined Microsoft in 2006 and worked for Enterprise Services group as the North Asia Services Quality Assurance lead and Microsoft PRC Consulting Services Director since then. Before joining Microsoft, Victor worked in Canada for ten years from 1997 to 2006 as Solution Deployment Department manager and Customer Support Group manager with eFunds Canada (now FNIS). Prior to that, Victor worked as project manager and architect in IBM Global Services in China for three years since 1994. Victor received PMP and CISA designations and he is the certified Engage/Achieve trainer of Microsoft Services University (MSSU). Victor received his computer science master degree from China in 1994.

To deliver high quality IT services to high profile enterprise customers through project management, the services provider needs to focus on specific business requirements. E.g. Mission Critical application implementation and operation support, Cloud computing system, EPM etc. From the process perspective, other than the standard project management process, the project managers need to pay more attentions on deal transition and project delivery preparation, risk management and mitigation, acceptance process management etc.

Mr. Hernandez, General Manager of Gold Millennium Consulting Co., Ltd., PMP, got his Industrial Engineering master degree at the University of Miami.

Mr. Hernandez has over 12 years of experience in managing multimillion US$ projects in the USA, Latin America, Europe and Asia. His vast experience in international projects, has given him a clear understanding of the challenges of managing multi-language and multi-cultural virtual teams and stakeholders.

In the last few years he has put his experience into practice by developing and conducting trainings and seminars in Asia by taking advantage of his excellent presentation and training skills and a remarkable ability to interact at different levels of seniority, which he developed in his tenure as a Boston University Project Management Instructor.

Having conducted project management consulting engagements in different industries such as Banking, Manufacturing, F&B, Automotive, Telecommunications, Construction, and IT, Mr. Hernandez is currently supporting some large multinationals in China with the implementation or expansion of their PMOs.

Aspects of Mr. Hernandez's work have been published in several magazines and journals, including some Chinese ones like "Tsinghua Enterprise Business School" and "Network HR".

The session will present the different PMO Models and Services, going into the different types of PMOs and the different functions that they can play in an organisation. There will be an introduction the common roles that the key stakeholders should perform in a PMO and a typical PMO Lifecycle.

Qiang Maoshan is professor of Institute of Project Management and Construction Technology, Deputy Director, Institute of International Engineering Project Management, Deputy Head, Department of Construction Management, Tsinghua University and Chairman, mainland Committee, Greater China Project Management Advancement Committee (GPAC). Prof. Maoshan Qiang's field of specialization is Partnering-based Project/Enterprise Resources Integration study, the Project-based Management methods and BPR Study, Management and Construction Process Analysis for Engineering Construction, Integral management of Project Schedule, Cost and Resources, the Framework and related policies for developing infrastructures in China Using BOT mechanism, Fast Estimate method and software for Civil Engineering and Investment Risk in Hydraulic Engineering Project.

This report is based on years of consulting and research practice in the area of project management, after giving a brief explanation of basic principles of project management, we summarized five dimensions integrated innovation patterns of project management from life cycle, knowledge, resources integration, and management objectives' perspectives. The patterns do help cultivate project-oriented organisations' governance, which can be used as reference for research and practice in the area of project management.

Yang Kan was studied in USA on 2000 and holds the Master of Science in Project Management from the Saint Mary University of Minnesota. On 2004, he was the Lecturing professor in the MPM Program jointed venture by University of Quebec& Tianjin University of Technology. Teaching course: Project Planning and Operational Control and Organisational Project Management. He was a member of Chinese translation board for PMBOK? Guide, 3rd Edition on 2006. On 2009, he was responsible for Chinese translation check for Standard for Program Management, 2th Edition. He was translator of Standard for Program management, First Edition on2007 He has experience in construction project management and real estate program development. He published Project Design and Scope Management on 2006. He is the Best writer of Publishing House of Electronics Industry on 2007.

The purpose、methodology and application area of Program Management（PGM）and its difference with Project Management（PM）. Nine knowledge areas and five phases for Program Management. Application experiences and lesson learn from on-site practice of Program Management knowledge. The value of Program Management to individual professional development and capability improvement for organisation.

Ravi Sahi, ESI Client Solutions Director, has 20 years of project management experience in physical infrastructure development, strategy-based consulting, and information technology in the financial services sector. With widespread, cross-industry experience on many cross-border engagements, Ravi has a keen understanding and appreciation of the criticality of focused, disciplined, and effective project management. Along with his MBA (Strategy & Finance) he is also certified as a Project Management Professional (PMP?) by the Project Management Institute (PMI?), and is also a Stanford Certified Project Manager (SCPM). Ravi has delivered project and program management training and has consulted at all organisational levels which have significantly benefited clients worldwide.

Greater performance, productivity and competitive advantages through better risk management. Nearly 95 percent of organisations buy and/or provide outsourced services and functions. This increasingly vital activity thus opens them up to inherent risks and unforeseen challenges. For organisational success, a strong risk management culture is vital. Five concrete steps are introduced to reducing risk in outsourcing – steps that can lead to greater project success and cost savings for your organisation.

Dr. Wang Xiaojin holds a PhD in project management from Victoria University, Australia, a Master of Engineering in project management from RMIT University, Australia, and a Bachelor of Economics from Jiangxi Institute of Finance and Economics. He is a professor of Yunnan University, a PMP? certification holder and a PMI member. He has 27-year experiences in project management practice, research and lecturing. He was the chair of the Simplified Chinese Translation Verification Committee of the PMBOK? Guide Fourth Edition. He has published 7 books and more than 20 papers in project management, of which 5 papers were published in internationally recognized academic journal, such as PMI's Project Management Journal. Before he studied the master degree course in project management, he had worked as a project management practitioner for 13 years at two large civil engineering projects both financed by the World Bank.

What's project management professional community? The main features of the project management professional community. How to build sustainable project management professional community in China? The value of the project management professional community to individual and organisation.

Dr. Zhang Bin, senior project management consultant and expert trainer, with a bachelor's degree in science, a master's degree in management and a doctoral degree in economics, all obtained at Zhejiang University. He is also a PMI member, PMP, certified OPM3 Professional, special-term PM expert in collaboration with State Bureau of Foreign Experts Affairs, guest Professor at Tsinghua University, Peking University, Zhejiang University. His translation works include PMBOK? guide, the Fourth Edition, Practice Standard for Earned Value Management, Project Earned Value Management, the Third Edition, A Practical Guide to Earned Value Project Management，Dr. Zhang provides long-term training and consulting service for companies that include CNPC (China National Petroleum Corp.)，CPCC (China Petroleum Chemical Corporation)，CNOOC (China National Offshore Oil Corp.), , State Grid, China Mobile, China Telecom, China Nuclear Construction Corp, Huawei, China Citic Bank, Dongfang Electric, Pangzhihua Iron and Steel Corp., Hongta Group and China Electronics Technology Corp. etc.

How the PMI's certification system (including PMP certification) is helpful to develop different levels of the project management talents in various profession, how to transfer the achievement of project management talents' work into the process assets of organisation, how to build organisational project management system to provide the development platform for project management talents. It will provide reliable assurance for the success of project。

John Yu has been working within IT, especially IT Services for more than 19 years holding various positions for project manager, management and consultant. John worked as senior project manager for HP, IBM and Lenovo group where he played leading roles including Shanghai Expo 2010 IT integration project, COFCO IT Outsourcing project, Bank Of Beijing fund management system implementation project, Woori Bank derivatives system implementation project, Hongyuan Securities dealing system integration project, Netcom IDC implementation project and Carrefour IT deployment projects. John is HP certified Project Management course instructor. He is also the Co-translator of Visualized Project Management', Publishing House of Electronics Industry.

John has a Bachelor degree in Automatic Control from Beijing Institute of Technology.

When a person was assigned as a project manager, it doesn't only mean a startup of a project, but it also means this person choose the management as his lifelong career. As a project manager, besides the field experience, this person also needs to demonstrate his/her strong ability on leadership, team management, resource balance, crisis handling and more. The continuing practice of those abilities in various projects is unconsciously leading PM to a more brilliant career future.

Dr. Wang Shouqing is a Professor at the Dept of Construction Management, Tsinghua University, Beijing, China and Deputy Director, Institute of International Engineering Project Management, Tsinghua University. His research interest is mainly on Public-Private Partnership and Risk Management. He has produced 200+ publications and is one of the top contributors of journal papers in his research field in last decade. He is Chairman of the China National Collaboration Network for MENG.(PM) Education (125 universities), Editorial Board Member of the Construction Management and Economics, Management Decision, J. of Financial Management of Property and Construction, Built Environment Project and Asset Management, etc. He is also one of the most popular lecturers in China and has been invited to lecture on PPP, project management, risk management or research methods for 1000+ times since he returned to China in 2003.

With the rapid development and widely acceptance of project management, project management degree education is in the fastest development in the degree education fields in China. The report will introduce the development, trend, challenge and coping ways of the project management education in China, especially the degree education for Master of project management in engineering. The report also includes the past work and the future plan of the education coordination group for the national Master of project management in engineering.

Mr. Lin is professor, director of Project Management Teaching & Research Centre of the School of Mechanical Engineering of SJTU, Technical Director, Institute of Engineering Management, SJTU, Board Director, PMI-Global Accreditation Center, Director General, ICE Shanghai Branch FICE & CEng. Editorial Board member of British Journals "Bridge Engineering", "Civil Engineering Innovation" and "Management，Procurement and Laws". He engaged in graduate program and research in the Dalian University of Science and Technology. Professor Lin has had a long-term experience in teaching, research and consultation works in engineering and management. He awarded since 1992 the Government Special Allowance for outstanding contributions to the cause of education of high learning, issued by the State Council of PRC. He has been the consulting expert of former China State Commission of Planning responsible for economic and technical appraisal for mega projects. Professor Lin returned from industry to University and worked for Shanghai Jiao Tong University since 1985, devoting himself in teaching and research works. He had published more than 150 papers in Journals and in domestic and international conference in a variety of disciplines, including engineering, management, computational mechanics, computer application, fuzzy inference and artificial intelligence etc.

The presentation introducing a new concept for mega project management with multiple process parallel interaction. The concept is an extension of lean production in manufacturing and applies it to solve project management problem in an optimum approach of time saving, cost reducing, and quality guaranteeing. Case studies are shown for verifying its efficiency.

Dr. Qi Anbang is a professor, PhD student mentor and research leader of Nankai University. He is also the director of MPM Center and PMR Center of the University. He is the Expert Advisor for Tianjin Municipal Government and Standing Committee of the Municipal People's Congress. And he is the Vice Chair of Tianjin Technological Economics Research Institute. He has been working in Project Management since he acquired his Master Degree in 1986. He is a visiting scholar in LEEDS University of UK and UNCC of USA, and takes a refresher course in Harvard University. He is also got many awards like the Special Award form PMI for his Great Contribution for Introduction of PMP into China 10 years and International project management Research Award. His course "Project Management" is horned as the National Excellent Demonstration Course and National Excellent Bilingual Demonstration Course by the Ministry of Education of China. He published more than 20 books, a lot of papers and gives the series lectures of PM on CCTV-1 of China.

Mainly discuss the 4 factors, 5 factors, 6 factors and total factors configuration models and integrated management methods as well as the system of all these methods. The configuration models and integrated management methods for factors of project quality, scope, time, cost, resources and risks and so on. It is the research achievement of national funding project and the international project research achievement award winner.

Fu Yubo have served as Editor-in-Chief, VP of Huazhang Graphic and Information Co., Ltd. of China Machine Press。Authorized by PMI, PHEI/CenturyWave has published the Simplified Chinese version of the PMBOK? Guide, the Organisational Project Management Maturity Model (OPM3?), the Standard for Program management, The Standard for Portfolio Management, the Practice Standard for Earned Value Management, the Government Extension for the PMBOK? Guide, the Practice Standard for Work Breakdown Structure.

PHEI has advantage of resource and promotion in the publication industry. We wants to be the bridge of information communication, knowledge learning, provider of the learning content for organisation and individual, partner of professional training organisation on resources, the platform to promote the knowledge of professional organisation, the link to connect experts, professionals with the requirement from organisation and individual.

Liang Guanghua was Consultant manager, senior consultant when served in HP Consulting for a long time. He is the core member of Project Management Community of HP Consulting. He was senior project manager in several IT projects of HP. COSCAL project (above 10 million USD). a IT service project lead by him was treated by HP as an excellent project model. He was the general Manager of R & D Center, manager of Software Center (Shenzhen) when served in Lenovo for a long time. During the period in Lenovo, Guanghua Liang had led the development of financial industry application software product line and introduced project management methodology of PMI into Lenovo which fully standardized the implementation of Lenovo's R & D projects in the early 90s.

By Developing Organisation Project managers' Classification and Certification System; it builds an expected professional development path for project managers and sets phrase approval milestone and profession development goal; it makes project managers to be active to make continuous improvement and to promote the deep adoption of project management in organisation; it sets project manager training plan matching the positions of various levels; it maximizes the return of investment of training. It will take best use of organisation project manager resources to match project manager of different levels to project of different difficulty and scales; it provides reference for the performance review and salary evaluation; it reduces the cost of project manager talents outflow.