10 年工业互联网 + 会员数字化双赛道 PMO / 项目群管理｜六西格玛黑带 10 年工業互聯網 + 會員數字化雙賽道 PMO / 項目群管理｜六西格瑪黑帶 10 years of dual-track PMO / Programme Management across Industrial IoT & Membership Digitalisation | Six Sigma Black Belt
数据驱动型高级项目经理，擅长统筹多条并行工作流、拉通业务与技术团队、建立可持续治理框架。精通混合敏捷/瀑布方法论，具备扎实量化分析功底（统计学学士、应用经济学硕士、六西格玛黑带）。 數據驅動型高級項目經理，擅長統籌多條並行工作流、拉通業務與技術團隊、建立可持續治理框架。精通混合敏捷/瀑布方法論，具備紮實量化分析功底（統計學學士、應用經濟學碩士、六西格瑪黑帶）。 Data-driven Senior Project Manager skilled at orchestrating concurrent workstreams, aligning business and technical teams, and establishing sustainable governance frameworks. Expert in Hybrid Agile/Waterfall methodologies with a solid quantitative analysis foundation (Statistics BSc, Applied Economics MSc, Six Sigma Black Belt).
强监管会员数字化的合规严谨、工业互联网的规模化治理、企业级 LTC 转型的组织变革——三者叠加，构成从「建职能」到「跑闭环」的完整能力面。 強監管會員數字化的合規嚴謹、工業互聯網的規模化治理、企業級 LTC 轉型的組織變革——三者疊加，構成從「建職能」到「跑閉環」的完整能力面。 Compliance rigour from regulated membership digitalisation, governance at scale from industrial IoT, and organisational change from enterprise LTC transformation — together forming a complete capability surface from building a function to running the loop.
一条清晰的升级路径：数据底子 → 项目交付 → 流程与经营分析 → 从零建职能 → 公司级组织变革 → 强监管环境下的交付救援。 一條清晰的升級路徑：數據底子 → 項目交付 → 流程與經營分析 → 從零建職能 → 公司級組織變革 → 強監管環境下的交付救援。 A clear escalation path: data foundation → project delivery → process and business analysis → building a function from scratch → company-wide organisational change → delivery turnaround in a regulated environment.
点击展开完整 STAR 拆解：背景、任务、行动路径与可量化结果。每个案例都标注了它证明的核心能力。 點擊展開完整 STAR 拆解：背景、任務、行動路徑與可量化結果。每個案例都標註了它證明的核心能力。 Click to expand the full STAR breakdown: situation, task, action path, and quantified results. Each case is labelled with the core capability it evidences.
接手前任离职 PM 的项目，四重困难同时发生：① 技术遗留——原方案设计不到位，进度面临多重风险；② 合规卡死——所有 compliance 与 cyber security 审批全部未通过；③ 流程陌生——新入职，而 HKJC 内部流程以复杂著称；④ 信任缺失——业务方对团队信任度极低。 接手前任離職 PM 的項目，四重困難同時發生：① 技術遺留——原方案設計不到位，進度面臨多重風險；② 合規卡死——所有 compliance 與 cyber security 審批全部未通過；③ 流程陌生——新入職，而 HKJC 內部流程以複雜著稱；④ 信任缺失——業務方對團隊信任度極低。 Inherited a programme from a departing PM with four problems firing at once: ① technical legacy — the original solution was poorly designed and the schedule carried multiple risks; ② compliance deadlock — every compliance and cyber security approval had failed; ③ unfamiliar process — I was new, and HKJC's internal processes are known for their complexity; ④ trust deficit — business users had very low confidence in the team.
在最短时间内让项目回到可交付状态：打通全部合规与信息安全审批、重建业务方信任、并给出一条可被管委会接受的新交付基线。 在最短時間內讓項目回到可交付狀態：打通全部合規與信息安全審批、重建業務方信任、並給出一條可被管委會接受的新交付基線。 Return the programme to a deliverable state fast: clear every compliance and information-security approval, rebuild business trust, and produce a revised delivery baseline the steering committee would accept.
「接手一个合规全挂、进度落后、业务方不信任的项目，两周内三条线并行——技术债分级、合规前置、逐个重建信任。真正的难点不是技术方案，是在最短时间内同时修复三种不同类型的债务。」 「接手一個合規全掛、進度落後、業務方不信任的項目，兩週內三條線並行——技術債分級、合規前置、逐個重建信任。真正的難點不是技術方案，是在最短時間內同時修復三種不同類型的債務。」 "Inheriting a programme with every compliance gate failed, a slipping schedule, and no business trust, I ran three tracks in parallel within two weeks — risk-ranking technical debt, front-loading compliance, and rebuilding trust one stakeholder at a time. The hard part was never the technical solution; it was repairing three different kinds of debt simultaneously, fast."
CEO 希望通过一个项目拉通多条独立业务线并建立统一管理平台。各业务线各有自己的流程、互不相通。最大阻力是部门政治——BU head 不想改变既有管理方式，更不想数据透明化后被老板直接看到。 CEO 希望通過一個項目拉通多條獨立業務線並建立統一管理平台。各業務線各有自己的流程、互不相通。最大阻力是部門政治——BU head 不想改變既有管理方式，更不想數據透明化後被老闆直接看到。 The CEO wanted a single programme to connect multiple independent business lines and establish a unified management platform. Each line ran its own disconnected processes. The biggest obstacle was departmental politics — BU heads did not want to change how they managed, and certainly did not want data transparency exposing them directly to the CEO.
把这件事定位为组织变革而非系统建设：技术交付只占 30% 难度，70% 是让 15 个各有利益的 BU head 接受流程统一与数据透明化。 把這件事定位為組織變革而非系統建設：技術交付只佔 30% 難度，70% 是讓 15 個各有利益的 BU head 接受流程統一與數據透明化。 Frame it as organisational change, not a system build: technical delivery was only 30% of the difficulty; 70% was getting 15 BU heads with competing interests to accept process standardisation and data transparency.
「这个项目表面是建一个系统，实际是一场组织变革。技术交付只占 30% 的难度，70% 是怎样让 15 个各有利益的 BU head 接受透明化。」——策略是先调研不强推、挑最难的先做、再用成功案例滚动推广。这不是 PM 技能，是 organizational change management。 「這個項目表面是建一個系統，實際是一場組織變革。技術交付只佔 30% 的難度，70% 是怎樣讓 15 個各有利益的 BU head 接受透明化。」——策略是先調研不強推、挑最難的先做、再用成功案例滾動推廣。這不是 PM 技能，是 organizational change management。 "On the surface this was building a system; in reality it was organisational change. Technical delivery was 30% of the difficulty — 70% was getting 15 BU heads with competing interests to accept transparency." The play: research before pushing, pilot with the hardest unit, then roll forward on proven reference cases. That is organisational change management, not project administration.
入职时与集团方一同新设董事长办公室，从零建立战略部门。董事长办公室由四个团队组成：战略运营（我负责）、战略规划、商业分析、市场研究。公司此前没有统一的项目治理与经营分析机制。 入職時與集團方一同新設董事長辦公室，從零建立戰略部門。董事長辦公室由四個團隊組成：戰略運營（我負責）、戰略規劃、商業分析、市場研究。公司此前沒有統一的項目治理與經營分析機制。 Joined to stand up a brand-new Chairman's Office alongside group leadership, building the strategy function from nothing. The office comprised four teams: strategic operations (mine), strategic planning, business analysis, and market research. The company had no unified project governance or business review mechanism.
建立一个能自运转的战略运营闭环：建职能 → 监经营 → 找根因 → 改流程，覆盖 700+ 项目的预算、成本、进度与风险。 建立一個能自運轉的戰略運營閉環：建職能 → 監經營 → 找根因 → 改流程，覆蓋 700+ 項目的預算、成本、進度與風險。 Establish a self-sustaining strategic operations loop — build the function → monitor performance → find root causes → fix processes — covering budget, cost, schedule, and risk across 700+ projects.
集团派驻子公司、在董事长办公室从零建立战略运营职能，带 5 人团队、监管 700+ 项目、建 10 个一级流程、支撑有 CEO 与集团董事级高管出席的月度经营分析会——这是 Head of Strategy Ops 的职责画像，核心能力是「建职能 → 监经营 → 找根因 → 改流程」的完整闭环。 集團派駐子公司、在董事長辦公室從零建立戰略運營職能，帶 5 人團隊、監管 700+ 項目、建 10 個一級流程、支撐有 CEO 與集團董事級高管出席的月度經營分析會——這是 Head of Strategy Ops 的職責畫像，核心能力是「建職能 → 監經營 → 找根因 → 改流程」的完整閉環。 Seconded from group to a subsidiary to build the strategic operations function from scratch inside the Chairman's Office — leading 5 people, governing 700+ projects, establishing 10 Tier-1 processes, and powering a monthly business review attended by the CEO and group board-level executives. This is a Head of Strategy Ops remit, and the core capability is the complete loop: build the function, monitor performance, find root causes, fix the process.
2018 年以数据分析师身份入职做设备预测性健康管理（PHM）分析。很快发现自己对业务的兴趣多于纯算法，于是主动考取 PMP / PMI-ACP 转做项目经理；之后因交付表现获项目总监认可，被提拔进 PMO。这三年是从数据到管理的转型基建期——不是被动等岗位，是主动选路线并被认可。 2018 年以數據分析師身份入職做設備預測性健康管理（PHM）分析。很快發現自己對業務的興趣多於純算法，於是主動考取 PMP / PMI-ACP 轉做項目經理；之後因交付表現獲項目總監認可，被提拔進 PMO。這三年是從數據到管理的轉型基建期——不是被動等崗位，是主動選路線並被認可。 Joined in 2018 as a data analyst working on predictive health management (PHM) for production equipment. Quickly realised I was more drawn to the business than to pure algorithms, so earned PMP / PMI-ACP and moved into project management; delivery performance then earned a promotion into the PMO with the programme director's endorsement. These three years were the foundation for the pivot from data to management — a deliberate choice of path that was recognised, not a passive wait for a role.
这三年提供的是数据底子与转型主动性：统计学学士 + 98.7% 准确率的 PHM 模型 + 事业群经营分析，构成与多数纯流程型 PM 的根本区别。也说明流程优化与经营分析对我而言不是「第一次做」，而是「一直在做」。 這三年提供的是數據底子與轉型主動性：統計學學士 + 98.7% 準確率的 PHM 模型 + 事業群經營分析，構成與多數純流程型 PM 的根本區別。也說明流程優化與經營分析對我而言不是「第一次做」，而是「一直在做」。 These three years supply the quantitative foundation and evidence of a deliberate pivot: a statistics degree, a 98.7%-accuracy PHM model in production, and business-group-level operational analysis — the substantive difference from a purely process-oriented PM. They also show that process optimisation and business review are not something I did for the first time later; they are something I have been doing throughout.
统计学 + 应用经济学的量化训练，叠加 PMP / PMI-ACP / 六西格玛黑带的方法论体系——这是「用数据说话的 PMO」的底层配置。 統計學 + 應用經濟學的量化訓練，疊加 PMP / PMI-ACP / 六西格瑪黑帶的方法論體系——這是「用數據說話的 PMO」的底層配置。 Quantitative training in statistics and applied economics, layered with PMP / PMI-ACP / Six Sigma Black Belt methodology — the underlying configuration of a PMO that argues with data.