一、“标准化落地”
每一个系统上线，黄颖俊都按照公司领导强调的原则，那就是必须是“标配”，必须有利于系统升级与集成。在这个过程中，温文尔雅的黄颖俊却让其他的部门经理见识了他的“强势”。数字化转型网szhzxw.cn
在刚启动PeopleSoft系统时IT部门举行了一次“多方会谈”，而黄颖俊及其IT团队根据系统标准化原则砍掉了公司多个主要部门的大半的业务需求。
一名难以理解此举的部门经理质问黄颖俊，“你怎么处处从软件公司的角度考虑问题，而不是为我们自己着想呢？”空气中火药味十足。想起公司发展企业信息化的原则，平时谦逊平和的黄颖俊一反常态，“作为一家新兴起的公司，我们最好不要挑战诸多公司的最佳实践，有些需求并不适合企业的长远发展，我是从公司的整体角度看问题的。”数字化转型网szhzxw.cn
现在回想起来，黄颖俊说他有些庆幸。“幸好京港地铁是一个流程性强的公司，不像其他国内公司似的，由业务部门来主导IT的项目，在京港地铁，业务部门只能提出需求，并参与项目过程中的业务流程，但整体的IT项目管理由信息技术部负责，这就避免了系统上线后，侧重满足业务部门的需求而不是统筹整个公司的需求，同时也确保了上线系统长期稳定、可靠地运行。”
“那并不是危言耸听。”一位黄颖俊的同事介绍说。“当业务部门与软件公司直接沟通需求、IT部门沦为业务部门的配角时，业务部门多数从自身业务考虑需求，容易忽略其他业务的需求，这会让系统难以平衡各项业务。如此则极有可能造成系统绑定该系统实施商，而有时软件系统实施商又非常愿意为用户做定制化开发，以后系统的维保就离不开他们了。”数字化转型网szhzxw.cn
黄颖俊对此颇有先见之明。“事实证明，只要把高级别的需求尽快上线，那些低级别的需求，业务部门三个月后反而提也不提了。”这种“抓主要矛盾”的工作模式，也彰显出黄颖俊的战略眼光。
截至目前，投资五六千万元的四大系统，包括PeopleSoft系统、Oracle财务系统、设备管理系统、运营管理系统已全部上线。“接下来它会让信息化价值浮上水面，让它更能符合公司的需求。”黄颖俊言语间颇为自信。
因系统“标准化落地”一度令公司领导担忧的多个系统集成难题也被黄颖俊轻松化解。不仅各个系统都有多个接口、多个平台，有着较好的开放性，这也实现了让各种数据转起来。比如工资会自动变成总账数据传到财务，设备管理系统中的工单与物料、成本及财务总账相连通，解决了所有系统的接口问题，保证了基本的业务流程，确保了业务的持续性。数字化转型网szhzxw.cn
“京港地铁信息系统选型的原则是：一个成熟的系统，开放式的接口，这将有利于系统集成与升级，有利于公司的整体长远发展。”黄颖俊再次重申公司对企业信息化的原则。而原来那个仅有80余人的小公司，现在已经成为拥有2000多名员工的大公司了。数字化转型网szhzxw.cn
二、“每一位工程师都要领跑于业务”
“企业的IT负责人应该在IT战略上跑在企业前头，而不是在漏洞百出之时，做救火大队长。”黄颖俊要求他的IT人员熟悉和了解业务部门的业务流程和数据，只有这样，IT部门才能先于业务部门了解业务流程的不足并提前准备，只有这样才能做到有备而无患。数字化转型网szhzxw.cn
在去年底的一次工作餐上，负责维修的一位经理笑言，“关于设备维修的审批单经常是诸位经理还没批完，我们的活早已经干完了。”
由于地铁行业专业设备较多，一些较大的维修工程需要各专业经理批准。原则上应该是相关专业经理批准后活儿才可以干，但是由于是书面审批，所以这场接力审批往往就变成员工眼中失败的“飞鸿传书”，传来传去，有时就下落不明了。
黄颖俊并未对此调侃一笑了之，而是随即找到负责运营维护的副总，并与他沟通用信息化技术来解决这个难题的想法。“我们也一直困扰于此，一直想立项但又不觉得方案不成熟，没想到IT也知道这事了！”负责运营维护的副总颇感意外。
于是，实施电子工程审批单的项目很快立项了。目前此项目仍在进行中，不过，这个电子审批单如上线，不仅可省去员工在给领导审批文件中的“飞鸿传书”之苦，不同于普通的公文签批，还会将维修所需物料、资金、设备维修的历史记录等所有的数据整合在一起，速度快且数据准确。“这个项目主要是四大系统的功劳，投资几千万元的信息化房子已初步搭建好。虽然有些粗犷，但随着其他细节性的修缮，一些看似零投入的效果还将会不断涌现。”黄颖俊仍然将四大系统作为信息化带来成效的根基。数字化转型网szhzxw.cn
更为有意思的是，在团队管理上，公司领导充分授权的大环境下，黄颖俊主张通过QIT（质量改进团队）的方式，由员工对现有的信息系统和业务流程提出解决办法，获得批准后，该员工可以自发组建团队并担任组长，通过IT手段或流程制度的方式解决现有流程上的不足。
同样在去年底，黄颖俊手下的一名工程师提出为公司做一个在线预算与费用的查询系统，理由是可省去该部门工作人员每月编制报表的环节，而且可以做到实时的数据更新，避免了原先数据一个月才能更新一次的不足。于是，通过QIT小组的建立流程，该工程师作为此项目的组长开始组建团队的工作。
然而，该工程师在与相关部门的工作人员沟通时，却被一口回绝。后来，黄颖俊亲自出面沟通协调，为其演示在线系统的好处，但仍无法说服他们。“长期以来，他们都是每月将报表编制完成后发送给客户的，或许是担心客户不能接受这种在线系统方式，该部门并不想去利用IT技术尝试更好的工作方式。”黄颖俊如是说。数字化转型网szhzxw.cn
在用户不同意的情况下，黄颖俊强势放权给那名工程师力推系统启动、测试以及上线。颇为戏剧性的是，在该项目进展到一半之时，原来一口回绝使用此系统的那名部门工作人员跑到IT部门，询问系统能否尽快上线。他迫切的背后则是大兴线的开通，致使其报表编制的工作量翻倍，让他“工作量太大，快承受不了了”。“此系统这个月就能上线了。”黄颖俊笑道。
已经在信息化工作岗位上磨砺12年的黄颖俊，十分看重“业务能力”，他认为为企业搞好信息化的关键之一就是要懂业务。数字化转型网szhzxw.cn
黄颖俊说，今后他和他的部门将继续打造属于京港地铁信息化建设的品牌，推动企业的内部流程优化，并在国内树立地铁信息化管理的标杆，和国内其他地铁运营公司在信息化的大路上一起发展。
三、CIO脸谱数字化转型网szhzxw.cn
黄颖俊
1992年至1998年
电力建设研究所（现为电力科学研究院）工程师
1998年至2002年
北京飞利浦有限公司IT经理
2002年至2006年
飞利浦电子（北京）有限公司IT经理
2006年至2011年
北京京港地铁有限公司信息技术部经理
翻译：
“Standardization Landing”数字化转型网szhzxw.cn
Each system launched, Huang Yingjun in accordance with the company leadership stressed the principle, that is, must be “standard”, must be conducive to system upgrade and integration. In this process, the mild-mannered Huang Yingjun let other department managers see his “strong”.
At the launch of PeopleSoft, the IT department held a “multi-party meeting,” and Huang and his IT team cut out much of the business requirements of the company’s major divisions in line with system standardization principles.
“Why are you thinking about everything from the perspective of the software company instead of us?” a department manager asked Wong, struggling to understand the move. The air smelled of gunpowder. Thinking of the company’s principles for the development of enterprise informatization, Huang Yingjun, who is usually humble and peaceful, said, “As a new company, we had better not challenge the best practices of many companies. Some requirements are not suitable for the long-term development of the company. I see the problem from the overall perspective of the company.”数字化转型网szhzxw.cn
Looking back, Mr. Wong says he is thankful.
“Fortunately, the Beijing-Hong Kong Metro is a company with strong process, unlike other domestic companies, where the business department dominates the IT project. In the Beijing-Hong Kong Metro, the business department can only put forward the requirements and participate in the business process of the project, but the overall IT project management is handled by the Information Technology Department, which avoids the problem that after the system is put online, It focuses on meeting the needs of the business unit rather than the needs of the whole company, and also ensures the long-term stable and reliable operation of the on-line system.”数字化转型网szhzxw.cn
“That’s not scaremongering.” A colleague of Huang Yingjun introduced. “When the business department directly communicates with the software company about the requirements, and the IT department is reduced to the supporting role of the business department, most of the business departments consider the requirements from their own business, easy to ignore the needs of other businesses, which will make the system difficult to balance various businesses. In this way, it is very likely to cause the system binding of the system implementer, and sometimes the software system implementer is very willing to do customized development for users, and later the maintenance of the system can not be separated from them.”
Huang Yingjun was prescient. “It turns out that as long as the high-level requirements are put online as soon as possible, the lower-level requirements will not be mentioned three months later.” This mode of “grasping the principal contradiction” also highlights Huang Yingjun’s strategic vision.
Up to now, four systems with an investment of 50 to 60 million yuan
Up to now, four systems with an investment of 50 to 60 million yuan, including PeopleSoft system, Oracle financial system, equipment management system and operations management system, have all been launched. “Then it will bring the information value to the surface and make it more relevant to the needs of the company.” Huang speaks confidently.数字化转型网szhzxw.cn
Because of the system “standardized landing” once made the company’s leaders worry about a number of system integration problems were also easily resolved by Huang Yingjun. Not only each system has a number of interfaces, multiple platforms, with a better openness, which also enables a variety of data to turn. For example, wages will be automatically transferred to the general ledger data to the financial department, and the work order in the equipment management system will be connected to the material, cost and financial ledger, which solves the interface problem of all systems, ensures the basic business process and ensures the continuity of the business.
“The principle of Beijing-Hong Kong subway information system selection is: a mature system, open interface, which will be conducive to the system integration and upgrade, conducive to the overall long-term development of the company.” Huang Yingjun once again reiterated the company’s principle of enterprise informatization. The original small company of more than 80 employees has now become a large company with more than 2,000 employees.
“Every engineer should lead the business”
“Corporate IT leaders should be ahead of their companies in terms of IT strategy, rather than being fire fighters when there are loopholes.” Huang Yingjun requires his IT staff to be familiar with and understand the business process and data of the business department. Only in this way can the IT department understand the shortcomings of the business process before the business department and make preparations in advance. Only in this way can the IT department be prepared without trouble.数字化转型网szhzxw.cn
At a working dinner at the end of last year, a manager in charge of maintenance said with a laugh, “The approval forms for equipment maintenance are often not finished by the managers, and our work is already done.”
Due to the large number of professional equipment in the subway industry, some major maintenance projects need the approval of the professional managers. In principle should be the relevant professional manager approval after the work can be done, but because it is written approval, so the relay approval often becomes the eyes of the staff failed “Feihong book”, passed, sometimes missing.
Instead of laughing it off, Huang immediately approached his vice president of operations and maintenance about the idea of using information technology to solve the problem. “We’ve been struggling with this. We’ve been trying to get the project off the ground, but we don’t think IT’s immature. The vice president of operations and maintenance was surprised.数字化转型网szhzxw.cn
Therefore, the implementation of electronic engineering approval of the project was soon approved. At present, this project is still in progress.
However, this electronic approval form can not only save employees the pain of “Feihong letter” in the approval documents to the leader, but also integrate all the data required for maintenance, such as materials, funds and equipment maintenance history records, which are different from ordinary official documents. The data is fast and accurate. “This project is mainly attributed to the four major systems. The information-based house with an investment of tens of millions of yuan has been preliminarily built. It’s a little rough, but with other details, some seemingly no-cost effects will continue to emerge.” Huang Yingjun still regards the four systems as the foundation for the effectiveness of informatization.数字化转型网szhzxw.cn
What is more interesting is that in terms of team management, in the context of the full authorization of the company leader, Huang Yingjun advocates that the employees should put forward solutions to the existing information system and business process through QIT (quality improvement team). After approval, the employees can spontaneously form a team and act as the leader. Solve existing process deficiencies by means of IT means or process system.
Also at the end of last year, one of Huang’s engineers proposed to create an online budget and expense inquiry system for the company, because it would save the department staff from having to compile monthly reports and could update the data in real time, instead of once a month. Therefore, through the process of establishing the QIT team, the engineer. As the leader of the project, began to build the team.
However, the engineer was rebuffed when he communicated with the staff of the relevant departments.
Later, Wong personally coordinated to demonstrate the benefits of the online system, but still couldn’t convince them. “For a long time, they sent the reports to their clients once they were finished. Maybe because they were worried that customers wouldn’t accept the online system. The department didn’t want to use IT technology to try to do things better.” Huang Yingjun said.
When the user did not agree, Huang gave the engineer strong authority to push the system to start, test and go online. Rather dramatically, in the middle of the project, the same department employee who had refused to use the system went to the IT department and asked if it could be put online as soon as possible. Behind his urgent is the opening of Daxing line, resulting in the workload of its report preparation doubled. So that he “workload is too big, fast can not bear”. “The system will be online this month.” Huang Yingjun laughed.
Huang Yingjun, who has been honed in the informationization job for 12 years, attaches great importance to “business ability”. He believes that one of the keys for enterprises to do well in informationization is to understand business.
Huang Yingjun said that in the future, he and his department will continue to build a brand belonging to the Beijing-Hong Kong Metro informatization construction, promote the optimization of the internal process of the enterprise. And set up the benchmark of subway informatization management in China. And develop together with other domestic subway operating companies on the road of informatization.数字化转型网szhzxw.cn
CIO facial makeup
Huang Yingjun
From 1992 to 1998数字化转型网szhzxw.cn
Engineer, Electric Power Construction Research Institute (now Electric Power Research Institute)
From 1998 to 2002
Beijing Philips Co., LTD. IT Manager
From 2002 to 2006
IT Manager, Philips Electronics (Beijing) Co., LTD
From 2006 to 2011数字化转型网szhzxw.cn
Manager of Information Technology Department of Beijing Jinghong Railway Co., LTD数字化转型网szhzxw.cn
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