社團法人台灣國際專案管理師協會 理事長 周龍鴻 Roger, PgMP
The Origin of the Chinese Ten Outstanding Project Managers Award

把畫面拉到2009年的10月10號，我赴美領取Project Management Institute (PMI) 所頒發的 PMI Award 全球卓越貢獻獎的頒獎典禮時刻－在全世界成千上萬的參選者，選出當代專案管理最卓越貢獻的八位專案經理。這地方是全世界的專案管理殿堂，聚集了兩千多位來自世界的菁英。

I would like to reminisce of October 10, 2009. Especially, the moment that I collected the Distinguished Contribution Award hosted by the Project Management Institute (PMI), held during the PMI Global Congress—North America in Orlando, Florida, USA…The reason being that I was selected as one of the top 8 project managers of Distinguished Contribution from thousands of candidates all over the world. The PMI’s annual awards ceremony is a Mecca for recognizing excellence in project management. At such an event over two thousand elite professionals are gathered together.


當大型舞台兩邊200吋大螢幕打出我的照片，PMI 唱名 “Roger Chou from Taiwan, Congratulations!!!” 時，我是感動莫名的。
當屆的全球唯一華人受獎者，我居然代表 “台灣” 來領這個獎。我心中泛起一股聲音： “有朝一日，我一定要把這個獎帶回這片土地，讓全世界的華人一起來選出十大傑出專案經理人…”

When my name appeared on the enormous 200 inch-screen on the giant stage and the host announced: “Roger Chou from Taiwan, Congratulations!!!” I was overwhelmed with emotion I was the only Chinese recipient of the 2009 PMI’s annual awards; moreover, I represented ‘Taiwan’! It was the moment that I distinctively remember a voice in my head telling me to bring such an award as similar as this one back to my country and bestow the same honor on Chinese PMPs worldwide


於是在回程的漫長旅途上，我腦海中開始描繪這景象，滾動式規劃地把景像描繪地越來越清楚，於是形成我清晰的另一志業。這是繼八八水災WBS重建書之後更有意義的事情，可以讓世界興起對華人專案經理人的重視及能見度。於是才有今天的華人十大傑出專案經理人獎誕生。

During my flight back after the award ceremony, this voice was continuously and methodically materializing into shape. This image manifested itself into a commitment. This commitment was to become the most significant mission to arise since the Morakot Flood Work Breakdown Structure (WBS) Plan. This would elevate the status and visibility of Chinese PMP’s whose achievements merit international recognition. The Chinese Ten Outstanding Project Manager Award (TOPM) was born.


第一屆獎項因這股願力而形成，在極短的期限及完全無編列特別預算情況下，投獎在全體會員積極努力下，順利完成了最高難度的向外部邀請各界參選任務，短短的40天公告期 (一般獎項至少有3個月的公告期)，居然收足了60件參選資料，且參選者乃至於其代表的企業，對十席傑出專案經理人的競爭，都展現勢在必得的決心。由參賽者的態度展現，我們已感受到了企業對專案經理的重視與正視。若是您知道這60位參賽者是如何產生的，您一定會感到震驚。

The first Chinese TOPM Award was founded without a set budget and under an extremely short time frame. The creation and the announcement of the award, which includes the most demanding task of inviting participants from all circles, was accomplished by way of hard work from the entire staff. The committee received 60 nominations within a short 40-day period (most awards require at least 3 months notice), and the nominees have all expressed determination with the ambition in winning this TOPM Award. The competitive nature of the nominees has validated the values of PMPs in the corporate world. One would be at outmost surprised to discover the nomination process undertaken to select these 60 nominees.


以服務業的龍頭廠商中華電信公司為例，中華電信是全台灣的標竿企業，為參加這獎項，全公司共分六個分公司先進行內部徵選，每家分公司各選出最傑出的六位專案經理，六個分公司再選出最後的六位專案經理代表公司參選，這六位參選者代表一家兩萬伍千人員工的大企業，已是萬中選一。企業得獎的企圖心相當地強烈。這不就是這獎項背後最大的意義嗎? 讓企業正視專案經理背後的成就與努力。而專案經理團體在全球及兩岸公開競爭的趨勢之下，相信也會成為未來的新興社群。

To exemplify the process of selecting nominees for this award, it would be a good idea to look at a corporation who is regarded as the leader in the services industry and the benchmark of Taiwanese corporations. Chunghwa Telecom divided itself into six internal division nomination pools, six nominees were then selected from each of the six pools, and the six divisions selected the final six PMP nominees for the award. These six finalists represented the elite of a major enterprise numbering approximately 25000 employees. This process certainly shows how a major corporation demonstrates the desire to win. What is the value and meaning of this award? It is to highlight and demonstrate the accomplishments and hard-work of PMPs to their corporations. The fierce global competition from PMPs throughout will make this award highly thought-after in the future.


在此向全體協會會員及外部獎項申請者，深深表達協會的萬分謝意。期望這獎項在未來十年內可以成為全球華人國際專案管理大獎的標竿之一。
許多小力量聚集在一起就是一股改變世界的大力量。有願力，我們一定可以改變這世界。

On behalf of the award committee, I would like to express my sincere gratitude to the nominees and all those involved. I vision that within 10 years, this award will be one of the benchmarks in the global Chinese PMP Awards.

東海大學管理學院 黃開義 院長
Kai-yi Huang – Dean of The Management College of Tunghai University

大前研一說：「能夠勝任『專案經理』職務的人，有極高的價值，在未來將是非常珍貴的人才。」因為這句話我加入了專案管理師協會所舉辦的第一屆『華人十大傑出專案經理獎』的評審團，也因此結識該協會的理事長周龍鴻Roger，與協會及Roger素昧生平，但在這評審過程中的三個月我卻投注相當多的精力與心力，是因為這獎項是由Roger的宏願所發起，之所以成功也是因為他的願力所至，我被他的志業所感動。

Kenichi Ohmae is quoted a saying: “PMPs are valuable talents, and will be highly sought after in the future.” These words have prompted me to accept the position of judge of the First Chinese TOPM Award and offered me the opportunity to become acquainted with Roger Chou, the Chairman of ITPM. I had never met Mr. Chou, but it was his passion that has led to the success of this award and my total committment and devotion to this award.


傑出專案經理的評選過程是相當公開、公平及具備程序的正義性，首先協會廣邀各界龍頭高階層加入評審團，最後共有14位評審參加。14位分產、官、學三組，這其實是代表整個社會價值觀的縮影，三組評審各選出一位代表，三位代表再互相推選出正副主任評審。由於學者具超然公正立場，故學界自然而然成了評審團的代表。

The process of TOPM Award was transparent and fair from the beginning, with proper procedure justification. First, the committee invited the top industrialists to the judging panel, in which 14 participated. These 14 representatives hail from the business, government, and academia sectors,


for it is in these three areas which symbolize the microcosm of our society. These three groups each selected a representative, and the representatives then selected a head and vice judge. Academia is usually viewed as impartial, and has, thus, naturally been ascended as the head judge.


專案管理師協會做事相當地嚴謹及有效能，在評審團啟動會議前即事先依據專案管理知識體系指南 (p.13) 有效專案管理的專案經理的三個特質：知識、績效及個人能力做了一百份的高階主管及專家問卷調查，確立這三個指標的有效性後，評審團在會議上再依據這三個指標分配不同的百分比、評比規則及特殊原則。之所以有特殊原則，來自這協會對社會責任感，期望評審對公益專案且無法量化指標的專案保留討論的空間。

ITPM is both conscientious and highly productive. Before the judging panel had even convened, the ITPM had prepared 100 copies of a survey for senior-level supervisors and experts. It was based on PMP guidelines, and the three qualities of an efficient PMP, namely, knowledge, productivity, and personal ability. After validating these judging factors, the voting panel assigned different weights to three criteria, namely, percentage, rating policy, and special considerations. The special considerations principle allows debate, taking into account societal contributions and pro bono projects.


整個評審審查過程中，我們謹遵守對參選人資料的保密協定及迴避原則，所有評審沒有收到對任何候選人給予厚愛的要求，協會也完全拒絕關說，甚至對關說者列入記錄。最後決議階段，評審團充份討論並表決，協會相當尊重評審團的共識決的最後名單。連身為召集人的周理事長Roger也完全沒有評審權以避嫌。

During the entire voting process, we maintained the confidentiality of the nominees, as well as the avoidance of any forms of nepotism. There was no request for favoritism, and lobbying was prohibited to the point that any lobbyists were blacklisted. During the final stages of the voting process, the judges were able to discuss and vote on the candidates, For the sake of independence and transparency, even the award’s founder, Mr. Chou, had no voting power. The ITPM was very respectful of the panel’s list of winners.


由評選參選案件的過程當中，我們評審團觀察出三種勢在必得的企業的參選模式：
第一種是人海戰術，收集公司最好的專案以參選，多投多中。
第二種是派出公司最菁英份子，只派一位代表，有上駟對中駟的味道，甚至公司高階主管都親自參選。
第三種是在公司舉辦小型傑出專案經理選拔，最後幾位最優秀的專案經理再參選此獎項。

During our evaluation process, we observed three different nomination tactics:
First: The quantity – The more the better.
Second: The elite – Our best against their average. Even senior level management were involved in this nomination selection
Third: The internal competition in a company selection process
It was observed that most winners came from the third nomination tactic.


最後，終不負全國專案經理的期望，選出來的人選果然都是專案經理的典範，第一屆評選已讓全國企業燃起專案經理選拔風潮，第二屆起期望可以擴大到海外及全球華人，方能與 “華人十大傑出專案經理人獎” 名稱相映成輝。

Finally, not to disappoint any of the PMPs in Taiwan, the winners are naturally the elite. The first TOPMs as heightened the corporations’ awareness of PMPs in Taiwan. The next TOPM Award will hopefully include Chinese nominations, domestic and abroad, and thus live up to the title of “Chinese Ten Outstanding Project Manager Award”.


第一屆十專獎的成功是Roger的願力所至，在時程極短及無特別預算下，所有的評審都完全是義務職，第二屆起 Roger 雖已卸任，但是他卻主動出任未來十專獎召集人，並發願募集未來十年內十專獎所需資金，以確保這獎項的客觀性及超然地位。依我對協會的規劃力、動員力及Roger劍及履及的執行力了解，相信這獎項在未來十年內，將成為全球華人專案管理標竿大獎，引領專案管理的風潮與永續發展。

Given the time limitation and budget constraints, the success of the first TOPM Award is due to Mr. Roger Chou’s will, and the entire voting panel who volunteered their time to choose this year’s winners. Although Mr. Chou is to resign from his duties, he has vowed to volunteer to recruit the manpower, and the necessary funds for the following ten TOPM Awards, thus ensuring the objectiveness and uniqueness of this award. From my observations of the IPTM’s ability to plan and recruit, as well as Mr. Chou’s ability to execute, I believe that this award will become the benchmark of all Chinese awards within the next ten years, and ensuring the trend in the continuity of project management.