Prof Ralf Müller（拉夫·穆勒）

Ralf Müller, DBA, MBA, PMP, is Professor Emeritus at BI Norwegian Business School, Adjunct Professor at the University of Technology Sydney, and Visiting Professor at Dalian University of Technology. His research on leadership, governance, and organizational project management appeared in more than 300 academic publications, including 23 books. It was acknowledged by PMI, IPMA, Emerald, and others with over 20 awards, including several lifetime achievement awards. The Stanford University list of top global scientists ranks him annually among the Top 2% of the most influential researchers worldwide. Research.com ranks him among Norway's top five most cited scientists in Business and Management. Before his academic career, he spent 30 years in the industry, including a time as Worldwide Director of Project Management at NCR Corporation.

拉夫·穆勒教授，工商管理博士（DBA）、工商管理硕士（MBA）,拥有项目管理专业人士资格认证（PMP），是挪威商学院荣誉教授、悉尼科技大学兼职教授以及大连理工大学海外访问学者。他在领导力、治理和组织项目管理方面发表300 多篇学术研究成果，其中包括23 部著作。他的研究成果获得了PMI、IPMA、Emerald等机构颁发的20 多个奖项，其中包括多个终身成就奖。斯坦福大学全球顶尖科学家榜单每年都将他列为全球最具影响力的前2% 研究人员。Research.com 将他列为挪威商业与管理领域被引用次数最多的前五名科学家之一。 在投身学术生涯之前，他在实业界工作了30 年，曾在 NCR 公司担任全球项目管理总监。

This presentation explores organizational project management (OPM), focusing on the role of project management offices (PMOs). A taxonomy of PMOs is developed by categorizes nine PMO service delivery types based on scope, frequency, and delivery entity, and mapping them to specific OPM contexts known as 'landscapes.' Key differences in organizational design with the help of PMOs are highlighted, from enhancing project managers' skills to developing infrastructure for efficient project execution. The study suggests a pathway for PMO roles to evolve from tactical to strategic, helping organizations align capabilities with strategic project goals.The audience is provided with a framework that theorizes the contextual contingency of PMO designs and supports practitioners in aligning PMOs with best practices.

本次讲座围绕组织项目管理（OPM）展开，重点探讨了项目管理办公室（PMO）所扮演的角色。按照范围、频率及交付主体对九种 PMO 服务交付类型进行分类，并将其对应到特定的 OPM 情境（即“场景”），构建了一个系统的 PMO 分类框架。报告进一步强调了 PMO 在组织设计中的关键差异，涵盖了从提升项目经理能力到构建支持高效项目执行的基础设施等多个方面。研究提出了 PMO 角色由战术层面向战略层面演进的路径，有助于组织将自身能力与战略目标相协调。此外，报告还提供了一个理论框架，阐明了 PMO 设计的情境依赖性，为从业者将 PMO 实践与行业最佳实践相结合提供了指导。

Prof Nathalie Drouin（娜塔莉·杜林）

Nathalie Drouin holds a PhD from Cambridge University, UK, a post-doctorate École Polytechnique de Montréal, an MBA at HEC Montreal, a bachelor’s degree in law, University of Sherbrooke. She is the Chairholder of the research chair INFRA-S on Social Value of Infrastructures. She is also the Editor-in-Chief of the International Journal of Managing Projects in Business, a full professor in Project Management at the Department of Management, ESG UQAM and Adjunct Professor at University of Technology Sydney (UTS), Australia. Her research looks at governance of major infrastructure projects, the integration of non-financial benefits, social impacts of infrastructure projects, organizational project management, balanced leadership in projects and megaprojects. She is a member of the Board of Directors of CARGOM. She is also a member of the Global PM World Academic Advisor team and the Program Advisory Council, PM Program at Northeastern University in Toronto. Mrs. Drouin was vice-dean of research at ESG UQAM and director of graduate programs in project management. She has practiced law in international law firms and acted as a consultant to companies and government agencies in the areas of strategy and project management. She received four prestigious research awards: the IPMA Global Research Award (2019) for her work on balanced leadership in projects; the Walt Lipke Award (Australia) on the governance and control of major projects; the 2021 PMI Cleland Award for the book Organizational Project Management: Theory and Implementation and; the 2022 PMI Research Achievement Award. These awards were obtained in collaboration with her colleagues Ralf Müller, BI Norwegian Business School and Shankar Sankaran, University of Technology, Sydney, Australia.

娜塔莉·杜林教授拥有英国剑桥大学的博士学位、蒙特利尔理工学院的博士后学位、蒙特利尔高等商学院的工商管理硕士学位以及舍布鲁克大学的法学学士学位。基础设施社会价值研究主席职位“INFRA - S”的负责人,《International Journal of Managing Projects in Business》的主编，魁北克大学蒙特利尔分校管理学院项目管理专业的教授，澳大利亚悉尼科技大学的兼职教授。研究领域包括大型基础设施项目的治理、非财务效益的整合、基础设施项目的社会影响、组织项目管理、项目和大型项目中的平衡领导力。是CARGOM董事会成员，全球项目管理世界学术顾问团队成员以及多伦多东北大学项目管理课程的项目咨询委员会成员。曾担任魁北克大学蒙特利尔分校管理学院的研究副院长以及项目管理研究生项目主任。她曾在国际律师事务所从事法律工作，并在战略和项目管理领域担任企业和政府机构的顾问。获得了四项享有盛誉的研究奖项：在项目平衡领导力方面的研究工作获得2019年国际项目管理协会全球研究奖；在大型项目治理与控制方面的研究获得（澳大利亚）沃尔特·利普克奖；《组织项目管理：理论与实施》一书获得2021年项目管理协会克莱兰奖；以及2022年项目管理协会研究成就奖。以上奖项由她与挪威BI商学院的拉夫·穆勒以及澳大利亚悉尼科技大学的尚卡尔·桑卡兰等同事合作获得。

This presentation will start with an overview of twenty years of ESG in management based on a systematic literature review and then, it will examine the impact of integrating ESG criteria on the performance of a large-scale project, namely the Vickers Overpass at the Port of Montreal. By analyzing the dimensions of ESG governance, including the Port's organizational context, its ESG strategy, and the implementation of these criteria, the objective is to answer several key questions: Which ESG criteria were integrated? How was this integration carried out, and what was its impact on the overall performance of the project? The case study focuses on the construction of an overpass (the Vickers Overpass) by the Montreal Port Authority. The findings, based on respondents' perceptions and opinions, show that the integration of ESG criteria had positive effects on the project’s performance, particularly in terms of internal stakeholder engagement. However, the study also revealed some barriers limiting the impact of these ESG initiatives, such as the mismatch between local community needs and the initiatives implemented. This research highlights the crucial importance of a better understanding of how to engage external stakeholders, such as the community, to optimize the integration of ESG initiatives and co-create social value.

报告将首先基于系统文献综述，概述二十年来管理领域的环境、社会和治理（ESG）情况，探讨将ESG标准纳入一个大型项目（即蒙特利尔港的维克斯立交桥）对其绩效产生的影响。通过分析ESG治理的多个维度，包括港口的组织背景、ESG战略以及这些标准的实施情况，旨在回答几个关键问题：纳入了哪些ESG标准？这种纳入是如何进行的，以及它对项目的整体绩效产生了什么影响？本案例研究聚焦于蒙特利尔港务局建造的一座立交桥（维克斯立交桥）。基于受访者的看法和意见得出的研究结果表明，ESG标准的纳入对项目绩效产生了积极影响，尤其是在内部利益相关方参与方面。然而，研究也揭示了一些限制这些ESG举措影响力的障碍，比如当地社区需求与所实施举措之间的不匹配。这项研究强调了更好地了解如何让社区等外部利益相关方参与进来的重要性，以便优化ESG举措的融入并共同创造社会价值。