原创《PMI董事会前主席狄·马克:有梦者事竟成》：本文是一篇关于主席论文范文，可作为相关选题参考,和写作参考文献。
編者按
2017年PMI《职业脉搏调查》显示,与2016年相比,项目管理在全世界范围内得到了更多的重视和应用,在中国,目前有18万人获得PMP资格认证,全球每五个PMP里就有一位来自中国.但是,根据2017年的调查数据,因项目绩效不好,每10亿元投资中有9700万元资金被浪费.那么,项目成功的秘诀是什么?中国的项目管理有什么特色?项目经理需要具备哪些特质?项目经理如何应对挑战?敏捷管理的趋势是什么?跨文化团队管理如何进行?就以上话题本刊记者在2017PMI（中国）项目管理大会后采访了当时的PMI董事会主席Mark Dickson.
Mark Dickson,2017年担任PMI董事会主席,MBA学位,拥有三十余年项目管理经验,擅长项目治理、战略实施等.
在2017 PMI（中国）项目管理大会期间,记者见到了Mark Dickson,当时他被前来合影的众多“粉丝”包围着,但依然保持着和善和耐心.当记者抱着试试看的态度发出采访邀请时,他欣然答应了,在此深表感激.采访中,他对每个问题的回答都认真、细致、条理,其专业精神和彬彬有礼令记者印象深刻.我很享受编辑他的文字,我相信他的见解一定也能激起读者朋友们的共鸣与思考.
观点精要
项目经理成功的关键：聚焦、造势、沟通、氛围营造.
在跨文化的团队管理中,要尊重文化独特性,平等对待每个个体,但“平等”不代表“相同”.项目经理要充分利用观点和行为的多样性,使其服务于团队目标.
中国之所以能完成那么多成功的大项目,原因在于领导者有愿景,并能够通过项目把愿景变为现实.令我印象深刻的是,中国的很多企业能够迅速应对变化,并且把项目管理视作一项关键业务技能.
项目经理应具备的三大特质：诚实可信（说到做到,及时告知变更）、坚持不懈（面对未知和挫折,着眼于目标,有条不紊坚持交付）、灵活有度（制定计划时要有应急储备）.
敏捷并不是制度、愿景的缺失,变更必须有目的和价值.
人才是敏捷组织的基石,把项目经理的角色上升到战略人才高度的组织才能更好把握机会.
从根本上讲,项目管理是在管理变更,因而,项目经理应该把自己视作“变革推动者”.
是否有文化意识、能否跨文化工作可能是未来区分项目经理的关键因素.
采访实录
What are keys to success for project managers? You’ve led teams in different nations； how do you deal with cultural barriers in projects?
The key to being a succesul project manager is leadership； the ability to articulate a vision and align the team to the vision, guiding, influencing, communicating, motivating and inspiring. Projects are delivered by teams； succesul projects are delivered by high-performing teams, so leaders should build high-performing teams and manage the team environment through：
Focus. Identify key issues to achieve critical success factors and focus on them. Do not get distracted by project ‘noise’.
Momentum. Build and maintain momentum. Get some early success to establish momentum — capitalize on progressive milestones to maintain momentum.
Communication. Manage expectations of clients, sponsors, management team and stakeholders. Avoid surprises with regular communication with all stakeholders. Adjust your message to be relevant to each stakeholder and use the language of the stakeholder— be empathetic.
Culture. Satiy the team’s hygiene factors （establish fair conditions of employment, accommodation, trel and benefits）； establish a good work environment； and establish a positive attitude and culture of success.
Projects of any size or complexity will be multi-disciplinary and multi-cultural. Regardless of position, discipline or culture, people are individuals and should be treated with respect. No culture is superior to another, and expecting people to adopt another culture is not succesul in the long term because people cannot he job satiaction and work efficiently if they are not allowed to be authentic or maintain their identity. Accommodating and accepting diversity, or giving exceptions for divergent behiours because of cultural differences, can be patronising and often leads to inequity or dyunction. It drives to a lowest common denominator and no one will be happy.
主席论文参考资料：
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