Learning outcomes of the course unit
Knowledge and understanding: At the end of the course, the student will have acquired the basic knowledge about the structure and operation of a project.
Applying knowledge and understanding: The student will be able to plan activities and the major processes of a contract, defining the most appropriate management policies in relation to the application context. For a non-comprehensive illustrative purpose, the student will be able to formulate a project budget, determine the earned value of a project with the identification of resource and timing of execution of the work, decide about the organization of the team project, and so on. The student will be able to use the acquired knowledge to analyse and process numerical data to support their decision.
Making judgements: The student will be able to assess the impact of strategic decisions, planning and operational performance for the management of a project.
Communication skills: The student will acquire specific vocabulary inherent in project management. It is expected that at the end of the course the student will be able to communicate (both orally and writing) the main contents of the course, including the resolution of numerical problems.
Learning skills: Students who have attended the course will be able to deepen their knowledge in the field of project management.
There are no compulsory prerequisites, but students are advised to have attended the course of Operations Management.
Course contents summary
The expression "project management" describes a set of activities intended to achieve the goals / objectives of a project. A project is an effort delimited in time seeks to create products and / or services and / or involving specific results or benefits of added value to the customer / client. The course aims to provide the tools to address the challenges of project management that is: (i) achieve the objectives of the project remain within the limits of cost, time, scope / quality, and (ii) optimise the allocation resources and integrate the inputs necessary to achieve the defined objectives.
1 - General concepts and basic principles:
a. flows and impulses in the life of enterprise systems
b. definitions and specific characteristics of the "project"
c. internal projects: research and development of new products and new processes, organizational restructuring and implementations
d. projects for the supply of products and services in third: high commitment of capital or high level of human resources
2 - The plant project environment of an Engineering and Contracting Company
a. introductory concepts
b. process of acquisition and implementation of the project
c. life cycle of the project
d. the project as a system
e. project architecture
f. project planning
g. project structuring into control entries
h. reticular techniques
i. management and risk analysis
j. the operational phases of the project of implant
k. Basic and detailed engineering
l. the logistics of materials: water supply and management
m. relationship between the presence curve materials and human resources availability curve
n. concepts based on the timing of supply within the "project"
3 - The plant projects in a construction company
a. introductory concepts: construction companies, characteristics, and market characteristics
b. the need for a project management system: the different possible frameworks business
c. the interface and the stakeholders of the Project Manager
d. business services: the Proposal Manager.
i. The Client: Private and Public
ii. Request for offer and the main contractarian
iii. Project Financing and P.P.P.
iv. the Budget: the identification of the "scope of work"
v.. the metric: the quantification of work
there. the definition of the resources needed: direct and indirect hours, productivity, production, cash flow
vii. the program works: backward scheduling, histograms, bell curves and S
viii. determining the cost first
ix. the transition from cost-price offer: the Contribution Margin
e. management activities: Project Manager
i. duties and responsibilities: the definition of the objective, MBO )
ii. the initial stages and preliminary
iii. the production unit for the project: the construction site, general characteristics and organizational frameworks
iv. integrated control of management
v.. time control: techniques and basic tools
there. quality control: cost of quality and non-quality
vii. control the income statement: revenue, cost, cost accounting yard
viii. the data acquisition system: production and exploitation, the earned value
ix. the synthetic controls: direct rendering time, direct cost of an hour, estimate to complete
x. relations with the Client during construction: techniques and tools
xi. variations during construction: techniques and tools
xii. litigation: techniques and instruments "claim mangement"
xiii. activities at the end of project
- Corini F., (2005), Il project management nelle imprese di costruzione, Dispense didattiche, IV Edizione
- Nokes S., Sean K., (2007), Definitive Guide to Project Management, PRENTICE-HALL INTERNATIONAL, ISBN-10: 0273710974; ISBN-13: 9780273710974
- Amato R., Chiappi R., (2013), Tecniche di Project Management. Pianificazione e controllo dei progetti, Franco Angeli, ISBN: 9788856802313
- Caron F., (2009), Gestione dei grandi progetti di ingegneria. Il project management in azione, ISEDI, ISBN-10: 8880083511; ISBN-13: 978-8880083511
The theoretical topics of the course are explained by means of lectures. Exercises and business cases are proposed on the practical parts of the course. Moreover, business cases are discussed as examples of the main theoretical arguments of the course.
Assessment methods and criteria
The exam consists of a oral test.
The attendance is not mandatory.