The training on ‘Scientific Project Management’ concluded successfully, empowering Slkor and Kinghelm for high-quality development

The training on 'Scientific Project Management' concluded successfully, empowering Slkor and Kinghelm for high-quality development
The training on ‘Scientific Project Management’
Ms. Li Tao, a former HR Director at Huawe, was invited to visit the headquarters of Kinghelm and Slkor on April 13th. She delivered a remarkable and enlightening benchmark training session centered around the theme of “scientific project management,” offering valuable insights and wisdom to all attendees.


Li Tao underwent ‘Scientific Project Management’ training at the headquarters of Kinghelm and Slkor

Mr. Song Shiqiang, General Manager of Kinghelm ( Electronics and Slkor ( Semiconductor, stated that in recent years, Kinghelm ( and Slkor (  have made significant progress. This is attributed to their focus on both product research and development and quality management, as well as their emphasis on project management and benchmarking learning as two important strategies. They maintain consistent supervision and strict control over these aspects. On April 10th, Mr. Song Shiqiang provided middle-level managers with training on “benchmark management.” Following this, Ms. Li Tao, a former HR Director at Huawe, was invited to visit the headquarters of Kinghelm and Slkor on April 13th. She delivered a remarkable and enlightening benchmark training session centered around the theme of “scientific project management,” offering valuable insights and wisdom to all attendees.


Mr. Song Shiqiang attaches great importance to the benchmarking training seminar, with preparations for the seminar initiated shortly after the Chinese New Year, ensuring dedicated personnel were assigned to oversee the coordination. Furthermore, Ms. Li Tao’s professional rigor and diligence were evident as she delved deep into understanding the progress and enhanced effectiveness of benchmarking and learning from Huawei by Kinghelm ( and Slkor ( Continuously uncovering training needs, Ms. Li provided tailored consultancy advice, crafted bespoke training materials, and diligently refined and optimized the course content. Throughout this process, sustained communication between both parties facilitated the specialization of tasks and provided robust support to professionals, setting the stage for the seminar’s anticipated success.


To enhance the specificity and effectiveness of the training, Ms. Li Tao began by posing two questions—”Why study project management?” and “If you were a project manager”—prior to the formal training. This immersive and scenario-based approach engaged all participants, fostering a sense of involvement and accomplishment. Subsequently, Ms. Li Tao selected Mr. Song Shiqiang, who had previously served as a project manager with eight years of on-site management experience at an international real estate listed company, as the benchmarking subject without hesitation. Ms. Li Tao emphasized that a project is the smallest management unit within a company, making project management an indispensable and challenging task for any organization. Project managers often grapple with the abstract nature of their authority, extensive cross-departmental collaboration, and the need to leverage personal charm, influence, organizational skills, leadership, and coordination abilities to drive progress. Moreover, project management is fraught with external environmental complexities and challenges, resulting in pervasive risks and significant disparities between anticipated and actual outcomes. Furthermore, to maintain project timelines, it becomes necessary to compete for company resources, such as supply chain resources, and confront potential conflicts with other departments, representing a common issue encountered in project management processes.


Ms. Li Tao’s training design is well-structured and concise, with her explanations delivered eloquently and progressing layer by layer. Drawing on her years of work experience, she uses examples to help everyone better understand the concepts of “what is a project, project management, and project portfolio” and “analysis and comparison of project management cases under different grading standards.” Specifically, a project refers to work with clear objectives, conducted within a defined scope and period, to create unique products or services. Project management is a means of achieving goals within specified timeframes using designated resources. A project portfolio consists of multiple projects with clear overall objectives, interconnected or dependent on each other, managed collaboratively to achieve benefits and management effects beyond what could be achieved by managing individual projects separately. Companies establish project grading standards based on factors such as project complexity, business scale, and strategic value (e.g., Huawei categorizes projects into S, A, B, C, D levels).

Ms. Li Tao, by gradually introducing examples of D-level (individual), C-level (multiple participants), B-level (cross-departmental), and A-level (company-level) projects, provides insights into project analysis. Notably, in analyzing A-level (company-level) projects, she outlines the “Four Techniques of Project Management” – Define, Divide, Manage, Execute, which respectively refer to defining the plan, breaking down the plan, managing execution, and conducting retrospectives. Drawing on Huawei’s practical experience, she proposes a series of feasible measures, including breaking down projects into key, sequentially dependent subtasks; identifying stakeholders, particularly for reviews; establishing delivery milestones; using Feishu’s multidimensional tables to manage execution; and conducting bi-weekly and monthly meetings to review project progress, among others.

Mr. Song Shiqiang remarked that in the future, Kinghelm and Slkor should benchmark Huawei, with himself aiming to emulate Yu Chengdong, becoming a leader in the technology industry!


Later, Ms. Li Tao summarized the self-cultivation of excellent project managers and shared Huawei’s project management experience and practices. She emphasized that the self-cultivation of excellent project managers covers various aspects including management awareness, habit decomposition, treating others with respect, spiral thinking, and risk prediction. Among these, “management awareness” is the key action in project management, while “habit decomposition” is the basic skill. She also highlighted Huawei’s project-oriented organization and its members. A project-oriented organization refers to a work team established to successfully achieve project or project group goals, typically independent of functional organizations. Project members come from one or more functional organizations and are divided into responsibility-based (core) members and resource-based (other) members based on their roles and responsibilities in the project. Human resources organizations provide coordinated support to project core members. Compared to functional organizations, project-oriented organizational structures are simpler, with fewer levels, and the procedures for organization formation, change, and closure are faster and more efficient, with a closed-loop approval process for the upper two levels, which is more conducive to improving the efficiency of project management. Using the typical example of a sales project-oriented organization — a representative office, she clearly pointed out that the operational resources of the representative office are allocated around operations to improve resource efficiency, with organizational streamlining centered around projects to support various project operations and achieve operational goals.

In recent years, Kinghelm ( and Slkor ( have benchmarked Huawei and learned from Huawei, effectively utilizing the “Huawei Five Looks and Three Decisions,” which has provided direction for the company’s development and enhanced the operability of colleagues in their work. The successful convening of this benchmarking training session is a successful practice of benchmarking Huawei and learning from Huawei. Ms. Li Tao’s deep understanding of Huawei and Mr. Song Shiqiang’s insistence on building a learning organization are the keys to success. Training, outbound learning, etc., are effective ways to build a learning organization. All employees of Kinghelm ( and Slkor ( are working hard to implement this every day. For example, on April 12th, in the morning, multiple departments of Kinghelm, including the Sales Department, Foreign Trade Department, Marketing Department, and Warehouse Management Department, jointly studied and implemented the essence and practical requirements of “benchmarking management” advocated by Mr. Song Shiqiang. In the afternoon, Mr. Deng Haifeng, the Sales Director of Kinghelm, led the supply chain team to Dongguan Chang’an to inspect connector mold suppliers, laying a solid foundation for non-standard customization business. Also in the afternoon, Mr. Qiu Huilin, Director of the Foreign Trade Department, and Mr. Song Yuanming, Manager, attended the “Foreign Trade Compliance Risks and Response Training” organized by the ECAS of the China Information Industry Association.


Qiu Huilin and Song Yuanming from the Foreign Trade Department attended the “Foreign Trade Compliance Risks and Response Training.”


“Song Shiqiang Forum” Program

Mr. Song Shiqiang, the General Manager of Slkor ( Semiconductor and Kinghelm ( Electronics, two internationalized companies, is a member of the Expert Database of the Chinese Institute of Electronics, a research expert in Huaqiang North, and a popular science columnist. Starting his career as a grassroots technical staff, Mr. Song has served as the CEO of a listed international real estate company, possessing extensive experience in technical management and enterprise operation. He combines macroeconomics theory with practical business management, leading the company to rapid development. Slkor ( Semiconductor and Kinghelm ( Electronics, both invested by Mr. Song Shiqiang, are headquartered in Shenzhen, China, and are national-level high-tech enterprises. On the evening of April 12th, the 2024 Semiconductor Industry Development Trends Conference and the 2023 (16th) Huaqiang Electronics Network Outstanding Supplier & Excellent Domestic Brand Award Ceremony were grandly held. SLKOR was honored with the “2023 Huaqiang Electronics Network Outstanding Domestic Brand Enterprise” award, and Mr. He Junju, the Deputy General Manager of Slkor (, was present to accept the award.



SLKOR was honored as the “2023 Outstanding Domestic Brand Enterprise” by Huaqiang Electronics Network


SLKOR was awarded the “2023 Outstanding Domestic Brand Enterprise” by Huaqiang Electronics Network

On the evening of April 12th, Mr. Song Shiqiang was invited to the live stream of Longwei Inn, hosted by an ERP software company. He passionately recounted the arduous journey of transitioning from the real estate industry to the semiconductor industry, engaging the audience for over 2 hours. The session was characterized by high energy and abundant insights, garnering over 30,000 likes and attracting over 2,500 viewers actively participating in discussions. Many viewers remained engaged for over 1.5 hours, leaving numerous comments seeking entrepreneurial advice and expressing admiration for Mr. Song Shiqiang. Reflecting on the day, Mr. Song Shiqiang sincerely remarked, “Hard work pays off, and dedication yields excellence. Every drop of sweat shed today is nourishment for tomorrow’s brilliance!”



In recent days, the article “Song Shiqiang’s Insights on Learning Huawei’s ‘Five Views and Three Decisions'” has attracted significant attention and sparked discussions online. Within just one or two days, it has been reposted by over 300 media outlets, including Sohu, Sina, Tencent, Baidu News, Toutiao, and Guangdong News and Information Network. Furthermore, articles such as “Song Shiqiang’s Insights on the ‘Internet Plus’ in Huaqiangbei,” “Song Shiqiang’s Insights on Leading Enterprises and Professional Markets in Huaqiangbei,” and “Song Shiqiang’s Insights on Technological Innovation and the Electronic Information Industry Ecology in Huaqiangbei,” have been reprinted by authoritative domestic and international media outlets such as People’s Daily, Xinhua News Agency, Global Times, Associated Press, Yahoo News, The Wall Street Journal, and Harvard Business Review. These contributions aim to purify the business environment in Huaqiangbei and promote the reputation of Huaqiangbei as the “Number One Street for Electronics in China” worldwide, offering wisdom and strength in the process. The “Song Shiqiang’s Insights” series is also gaining popularity on platforms such as YouTube, TikTok, and Bilibili, actively contributing to the dissemination of traditional Chinese culture, economic prosperity, and social development.


“The article ‘Song Shiqiang’s Insights on Learning Huawei’s ‘Five Views and Three Decisions” has been reprinted by Sohu”


“The ‘Song Shiqiang’s Insights’ series is trending on platforms such as YouTube, TikTok, and Bilibili short videos”

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