項目管理點亮智慧城市

文／本刊記者 尉艷娟

城市在發展，人類的腳印在蔓延。2050年，世界人口將達到100億，其中大約80%將居住在城市，這對各國政府都將是巨大的挑戰。公共交通、水資源、能源、食品安全、環境問題等將是政府面臨的難題。面對日益嚴峻的“城市病”困擾，實現城市綠色發展、建設智慧城市乃大勢所趨。

智慧城市以物聯網、云計算、大數據等新一代信息技術組合為基礎，綜合運用現代科學技術、整合信息資源、統籌業務應用系統，來加強城市規劃、建設和管理。無事不項目，無處不項目。智慧城市的建設需要通過一個個實在的項目來實現。

2018年3月22日，國際項目管理協會（IPMA）在柏林舉辦了第一屆“智慧城市”論壇，論壇中各國嘉賓介紹了項目管理在智慧城市中的應用案例。項目管理從業者們期待通過運用項目、項目集、項目組合的知識來直面城市管理的挑戰，實現智慧城市的愿景，為人民和社會交付最大化的成果。以此會為背景，本期我們特邀幾位國內外專家出謀劃策，共同探討項目管理如何讓城市更智慧。

亞里士多德（Aristotle）曾說，“人民來到城市是為了生活，人民居住在城市是為了生活得更好。” 伴隨著新一輪技術革命的興起，一個智慧的時代即將到來。項目管理將讓城市更智慧、更宜居、更環保。

（致謝：感謝薛巖教授對本欄目策劃的大力支持）

Collection of Viewpoints

● In order to execute the strategic plans of smart cities, it is necessary to acknowledge that cities cannot do it all alone. They need support of our profession, setting their visions into practice using portfolios, programmes and projects. This transformation is not an individual undertaking but instead a collective endeavour, so collaboration is essential. And IPMA is willing to support it globally.

—Jesus Martinez-Almela, IPMA President

● Urbanization is one of the main driving forces in the development of China’s economy. However, we face many challenges in the process of urbanization such as sustainable growth, environmental protection and social development.

Beijing-Tianjin-Hebei (Jing-Jin-Ji) city cluster program is a very huge and complex program. So far much progress has been made, but still a lot of challenges remain ahead to reach the longer term target of 2030. Here are my suggestions:

To get cities smart is to get people smart and benefit. We should consider how to maximize and balance various stakeholder demands and expectations in Jing,Jin and Ji. More detailed economic analysis, compensation policy design and communication are needed.

The program organization structure shows strong top driven and top town design. It works very efficiently vertically. But many projects and programs need cooperation between cities or counties, so it may have issues in working efficiently horizontally. Careful horizontal coordination and design are still needed.

The Jing-Jin-Ji program has paid great attention to top design, such as program outline, which is good in project management especially in mega construction projects such as Beijing New Airport project, but we need more solid and detailed portfolio and program management design and plan, and also pay more attention to social and organizational change project management.

So far, government at various levels has played big roles in Jing-Jin-Ji program,but the role of markets still needs further enhancing. Those two roles need further integration. The free flow of various elements such as capital, human resource,technology and so on needs to be promoted within the region.

So far, there has been no single definition about smart cities, and there is no one “correct” model or best model that could be applied in all countries or cases for smart city development. The approach and management should satisfy the specific needs and its context.

— Xue Yan, Professor of Peking University,Vice President of Project Management Research Committee (PMRC), China

● The concept of smart cities is nothing new as it has been there since 2010, but it is only recently that it has been embraced by governments as one of their priorities. We have seen different phases since then,which I consider as two large transformation waves and programs.

The first transformation program in smart cities was about the introduction of technology in the public sector, driven mostly by technology companies such as IBM and Cisco. Many projects were launched around making public services more efficient through the use of advanced technologies, such as electronic IDs. The main issues of these projects were that cities were not prepared to embrace the major step changes.Many projects failed to deliver their expected benefits. From the perspective of project management,we can consider this phase as the experimentation phase, an opportunity for governments to fail fast and learn fast.

The second transformation wave is about visionary city officials leading deployment projects to improve quality of life through the deployment of new technologies and innovations. A great example is Smart Cities Mission, a five-year program, led by the Government of India, to develop 100 cities across the country making them citizen-friendly and sustainable. The interesting part about this program in India is that besides applying new technologies,they are adopting corporate and project management practices to execute the projects more efficiently.Each city joining the program will create a corporate company, headed by a full-time CEO, to implement the Smart Cities Mission. The execution of projects is done through joint ventures, subsidiaries, publicprivate partnership (PPP). The company has to raise additional funds from the financial market as a debt or equity. From the perspective of project management,this second wave has been more successful and has consolidated the smart city concept. Two of the main reasons for the success were that a) projects were now sponsored by the right people, the cities, and b)thanks to the awareness efforts and lessons learned from the first wave, resistance to the concept was removed.

I believe we will see soon a third and even more profound transformation wave in smart cities. It will still be led by the governments, but it will have much more involvement of the citizens, who will move from passive stakeholders to active members of the smart cities projects.

For all these reasons, I am convinced that project management will be an essential competency for the future and the success of smart cities.

—Antonio Nieto-Rodriguez,Thinkers 50 World Champion in Project Management,PMI past chair, Professor, Author

● The most successful approach to sustainable development for a city is related to proper and sustained project management starting with a proper strategic planning on a long-term vision and aligned to the practical needs and aspirations of the local society.

The main reason why the city of Leon has been so successful is based on a sustained integral PMstrategy based on the creation of a Municipal Planning Institute (IMPLAN) managed by professionals and administered by a Social Council where the government has required permanent development of capabilities for all officers related to planning and strategic development. As the first IMPLAN created in Mexico, Leon has been the leader and example for all IMPLAN organizations created in Mexico and continuously developed new strategies and actions in order to increase life quality in urban areas, as well as the support for economic activities.

A sustained effort based on public participation,political commitment, continuity and permanent evaluation, provides the basis for a successful smart city project.

—Raul E. Arriaga Becerra,Former Undersecretary for Environmental Management of Mexico, Environmental Consultant

● The success of smart city projects is a matter of balance. Projects to make cities smart promise a reduction of the environmental footprint by making a more efficient use of resources and of the social footprint by making basic services available and affordable to wider groups of citizens. But the prospective environmental and social benefit comes with risks for privacy and for the freedom of the individuals involved. It will be a difficult task to concurrently pay attention to these opposing interests and balance them out in the most beneficial way for people and their communities.

Good project managers of smart cities have the skills developed to find this balance. They are used to settling competing requirements and know how to engage stakeholders. They can separate realistic demands on a project from those that are illusionary and lead and direct teams to achieve challenging objectives. Another important skill they will need to employ is active risk management, which becomes necessary for their project to implement advanced technologies.

The most challenging part of projects to make cities smart will be to develop a “Mission Success First”approach. With a multitude of parties involved,including municipalities, citizens, and complex project supply networks (PSNs) of companies,divergent business interests are a common cause of conflicts, and engineering and harmonizing the PSNs for the sake of the greater good requires project managers commanding both project management skills and business acumen.

—Oliver F. Lehmann,Project management Trainer,Speaker, Coach, Writer

● By developing a draft for a master plan during the so called refugee crisis in 2015, German Association for Project Management (GPM) was able to make a difference. Under the motto of “helping the helpers”,GPM issued a manual for the municipal refugee aid.An important part of the project was the qualification of 5 Syrian refugees in project management through a scholarship program to integrate them into society and the German labor market.

To ensure the success of project management in smart cities, empowering individuals plays an important role. Project management courses can empower inhabitants as well as migrants in their ability to integrate themselves. By advancing individual and organizational competences of cities, the surrounding regions are able to benefit and advance themselves. It is essential to establish a comprehensive governance at all levels to push smart cities forward. Defining a common goal and keeping your stakeholders on track is key to common success!

—Ina Gamp, East European Scientist,Spokesperson for the program“Designing Germany’s Future through Projects”