This specializing master course aims to give the main tools of project management to both engineers and architects. Nowadays it is getting more and more important to know how any project should be managed from its inception to its end, in order to optimize costs and to get forward according to a predefined schedule. During this specializing master the students will be introduced to the theory of project management, of investment valuation, and financial accounting. They will receive all the information needed to obtain the PMI (Project Management Institute) certifications and the IPMA (International Project Management Association) certifications. They will also receive all the information needed to obtain the NEBOSH HSE Certificate in Process Safety Management. They will receive all the information needed to become a Lean Green Belt Project Leader. And all the information needed to become an accredited project manager in Italy with Accredia. Besides all these PM tools, specific knowledge about digitization of the construction industry and about data analysis, learning how to use a powerful tool like Matlab for data management. Today in fact project and safety managers can no longer do without a deep knowledge about a trend, digitization of the construction industry, which is only destined to become ever more important in coming years. The construction industry generates a huge amount of data which until now have been mostly wasted. The ability to collect those data, to store them, to interpret and to use them efficiently will lead in the future to major competitive advantages. So much so that ultimately project and safety managers and data analysts are going to become just one professional figure. Last but not least, a whole unit is about soft skills, those interpersonal attitudes and capabilities that make the difference between a good project manager and a mediocre one. In a world where automation is becoming the norm, the abilities to deal with people, to manage relationships, to communicate well and to lead are becoming more and more relevant, abilities that by their very nature won’t be replicated by machines for still a very long time to come.
Fundamentals of management engineering
The unit aims to bring the student closer to the fundamentals of management engineering. In particular, the focus will be on external accounting - balance sheet with related documents, elementary accounting operations, reading the balance sheet and indices - on internal accounting - management control and main techniques, short-term balance and break even analysis. Attention is also paid to the valuation of investments, DCF and non-DCF valuation methods; to supply chain planning - outbound logistics, production, supplier evaluation and planning, and control cycle; finally on project management - organization by projects, reticular control techniques, planning and re-planning.
NEBOSH International General Certificate course
The unit aims to provide technical skills of: risk assessment, identification of preventive measures, planning, design of procedures to prevent or reduce risks during the execution of works, identification of critical phases, ability to coordinate activities to avoid dangerous interference, emergency management (fire - accident - earthquake - attacks - natural disasters in general). The unit provides all the information needed to take and successfully pass the exam to achieve the NEBOSH certificate, which is the British Standard for safety in and arrangement of construction sites.
An Introduction to Value Averaging
Every person / professional should plan her / his financial situation as a company does: the turnover corresponds to the salary of a person, the company costs correspond to the living costs of the person and her / his family, the fcf (free cash flow) of a company corresponds to the cash that a person manages to save every month. Just as a company must invest its fcf to grow, so also a person needs to know how to invest her / his savings in order to generating a financially solid and secure situation in the long term. A value averaging investment strategy is useful to achieve such a goal.
PMI project management certifications (CAPM® and PMP®)
The unit aims to prepare students to obtain the prestigious certifications issued by PMI®, helping to understand the fundamental approaches, methods and techniques of the PMBOK® Guide. The course is structured in modules and includes classroom days and exercises for the application of the techniques. The course is valid as compulsory training for eligibility in the CAPM® and PMP® exams.
IPMA® International Project Management Certification (Level D, Level C, Level B, Level A)
The unit aims to train students according to the IPMA (International Project Management Association) skills model called ICB® (Individual Competence Baseline).
In addition to the technical and methodological skills of the PM, the ICB also covers those defined as "behavioral" and "contextual".
The IPMA model provides 15 behavioral skills that the PM must develop as well as those of a technical nature. Leadership, results orientation, openness, negotiation, reliability, conflict and crisis management are some of the behavioral skills that are treated within this teaching unit.
The unit provides also the discussion of elements defined as "contextual" that complete the skills of a PM (finance, legal, hsse, technology, business, permanent organization, etc.).
The course offers the opportunity to access the Level D IPMA certification which does not require working experience prerequisites, or to higher levels if the participant meets the working experience prerequisites.
Lean Six Sigma Green Belt Project Leader
The Lean organizational model and the Six Sigma problem solving methodology represent two important tools for all those companies that wish to improve their performance, thus introducing a continuous improvement program for their workforce. The Green Belt Project Leader training allows course participants to conduct improvement projects within companies and at the same time to develop their own project management skills. Lean Six Sigma projects improve business processes and offer the opportunity to acquire cross-functional skills essential for holding managerial roles. It is no coincidence that General Electric, one of the companies that have helped to develop the Six Sigma methodology in the first place, used this training path to make its managers grow and improve. The management and data analysis skills acquired through a Green Belt Project Leader course are the key to achieve high levels of competitiveness and, together with digitalization, provide the main founding elements of Industry 4.0.
Real estate valuation and valorization
The unit is divided into two main parts.
The first one, dealing with real estate valuation, is made up of four modules organized in two parts:
framework of the problem, from a technical, economic and managerial point of view;
case studies, as widely documented and presented by representatives of well known companies in the real estate sector.
The second part of the course deals with the tools and methods for real estate valorization. This part aims at presenting the process of real estate valorization, illustrating the methodologies and the technical, economic and managerial means that might lead to the best practices and results.
The unit is sponsored by the Royal Institution of Chartered Surveyors (RICS).
The unit will be held by professors of the Politecnico di Milano, by some experts in the real estate sector, and will benefit from the contribution of leading representatives of some of the most important companies and / or organizations operating in the real estate sector (CBRE and Generali Real Estate, Beni Stabili Siiq, Generali Real Summer and Royal Value Sgr.)
How to become a certified project manager
The new procurement code, the ANAC Guidelines No. 1, No. 2 and No. 3 and the DPCM scheme for the definition of the technical and organizational requirements for registration in the list of qualified contracting stations (art.38, paragraph 2 of Legislative Decree 50 of 2016) of February 2018, actually emphasizes the importance of project management activities both for ORs and for professionals involved in civil and infrastructural works and / or engineering and architectural services.
And that is why there is the possibility of being certified as project managers in accordance with Law 4/2013 and the UNI 11648:2016 Standard, and be registered in the appropriate Accredia list.
But how can you become a certified project manager according to the law and the aforementioned standards? Admittedly, the process for potential candidates is often confusing; what are the steps to be taken in order to achieving this certification, and what is the optimal path to follow, and which prospects can a project management certification offer?
This didactic module aims at providing all the necessary information for an adequate participation in the exam for the so-called "Third party certification" of project management in compliance with Law 4/2013 and UNI 11648:2016. This exam is to be carried out at by a Body of Certification officially recognized and accredited by Accredia. Certified PMs will be registered in the appropriate Accredia register, as required by law.
This unit first introduces the students to the law and regulations. The teacher will explain with adequate documentation the reasons why it is convenient to become a certified project manager and to be included in the appropriate list of Accredia, both for the ORs, for professionals, for engineering companies, and companies in general. In fact, in all those contracts managed with the criteria of the most economically advantageous offer, both for construction works and for architectural/engineering services, the scores assigned to the organizational aspects in any bid tend to be higher if and when certified project manager figures are involved.
Finally, for the purpose of adequate alignment with a course about project management in the field of civil and infrastructural works, the teacher will discuss case studies in which the teacher himself has been project manager or consultant for project management activities. These case studies are meant to give the students practical knowledge that might turn out to be very useful during the exam to become a certified project manager.
Leadership & soft skills + communication and public speaking
It is necessary to introduce and train soft skills, also called “people skills”. Soft skills refer to personal characteristics, emotional intelligence, knowing how to communicate, build relationships of trust and resolve conflicts.
The major soft skills, "must have" of a project leader, are grouped into 5 categories:
1. Leadership: knowing how to guide a group of people towards the success of the project, combining the skills to understand what are the achievable objectives with the ability to motivate others.
2. Effective communication: often it is not fundamental what is said but how it is transmitted to or received by others. Leaders who adopt a transparent and clear communication style, get much more from their project team and counterparts.
3. Team and conflict management: in each project it is necessary to negotiate the resources (human, economic and material) needed to perform and deliver the work. The ability to manage these situations with constructive approaches becomes fundamental for maintaining good relations between stakeholders.
4. Motivation: being able to motivate team members to achieve a common goal is one of the key skills for ultimate success.
5. Time management: learning not to be "stolen" of our time improves personal and team efficiency and productivity.
The ability to communicate encompasses a lot of the tools we use to converse and interact clearly and effectively, to set expectations and to work with our stakeholders on projects and goals. The topics of public presentations will be addressed, how to prepare a presentation, how to deliver it to your audience, how to manage anxiety.
Simulations with video filming and practical examples will be used.
Digitization and its impact on project management
The time to innovate processes is now: the digital revolution is having a decisive impact on design, construction and maintenance efficiency with important impacts throughout the lifecycle of buildings and/or civil works.
Each company must become increasingly "digital" by taking advantage of new solutions for organizational redesign to remain competitive. The exponential increase of data to be managed as a result of Mobile Communications tools and sensor development ("BigData ") can only be exploited by those who have decided to prepare for change through new platforms and flexibility of data and systems.
To prepare for this revolution, the supply chain must learn to work in an integrated way, equip itself with unique data and information management tools accessible to everyone remotely and with real-time capabilities. In short: all those solutions that already "prevail" in other industrial sectors already digitized and that are enclosed in the methodology of Building Information Modeling ("BIM").
This teaching unit presents the main digital solutions to support this transition, providing the basic knowledge for future project managers to understand the needs of operators onhow to identify, select, implement and use software to guarantee concrete advantages to operators in the supply chain of the construction industry.
A leader for change must know the role models, govern technology and understand the potential of a data analytics project.
In this course you will understand the opportunities that can be seized with Big Data and the importance of visualizing and processing data with artificial intelligence techniques.
During the last decade there has been a real revolution in the world of data: the Internet of Things has led to an increase in connected devices and the availability of low-cost sensors has increased the number of information available. The information contained in the data is one of most important resources today and for the future.
Data have always had their importance but very often they have been used a posteriori to justify decisions or choices. The recent availability of much more data archiving and processing capacity, on the other hand, has allowed to overturn the previous logic and, consequently, to understand and analyze each phenomena through the study of the data generated by the phenomena itself, thus generating a new data driven approach.
But what is the real potential offered by these new systems, what is artificial intelligence truly capable of learning today? We could answer with three points:
Understand natural language, images and other forms of unstructured data.
Find evidence and formulate hypotheses by analyzing the data.
Improve the system of "answers" over time: with each interaction these systems learn and are able to improve their knowledge.
For example, and without going here into too much detail, image recognition could allow you to reuse, without any effort, components or parts of projects that have already been designed in the past. Furthermore, the possibility of finding evidence and formulating hypotheses through data analysis can generate the construction of predictive models such as purchasing behavior or the forecast of market demand that could guide the choice of products or determine the workload.
Data analysis with Matlab
MaLab has historically been used as a science-oriented mathematical tool, but more recently it has also been applied in a number of different fields and applications. In this course, a vision of MatLab as a flexible and powerful data analysis toolbox will be provided.
The activity will be split into two logically separated phases:
Introduction to the MatLab Development Environment, features and main functions;
Implementation of a script, as an operative example of use.
The two phases will not be chronologically separated: the script implementation and its progressive enrichment together with a synergistic use of Matlab and spreadsheets will show how just a few commands are enough to perform complex data analyses, in order to extract precious information.
After attending the course, students will be able to immediately start using Matlab in their daily professional activities.
Common data environment and other tools for the digital future of the construction field
The advantages of BIM new practices can be shared not only between the engineering departments in a single project, but also provide connected digital flows through a more wide-ranging COMMON DATA ENVIROMENT, leading savings at all levels. Through digital flows, data is created and reused in several areas resulting in important time savings, by reducing rework and improving data accuracy during the life cycle of the infrastructure.
Every designer, consultant and contractor competing for the project execution, can implement their favorite digital tools, while the CDE gather contents as “digital components”. 3D Data project visualization can be integrated into other classifications in “4D” and “5D”. As a result, we have an illustration of the project during the execution phase, for example in the construction site.
The unit outlines Bentley’s technology for construction:
Survey, mapping, geo-localization in high definition
Concept and detailed modeling for horizontal and vertical infrastructures
Common Data Environment unique platform
Next generation 4D and 5D
Data sharing from office to construction site
The following software will also be outlined:
OpenRoads ConceptStation, OpenRoads Designer, Openrail
AECOsim Building Designer
ProjectWise Construction Manager
Introduction to contract management for FIDIC contracts
This Course will describe in detail all aspects of the FIDIC Contracts which are relevant for contract management. It will be a “hands-on approach” on real cases with professional of international experience. During this course certain aspects of risk management will be illustrated.
The students will learn:
Generalities for all FIDIC models of conditions of contract.
Focus on FIDIC model contracts: the Rainbow suite, 1999 & 2017 editions, contract conditions, choice of the model.
Procurement rules, tender preparation, pre-qualification, post-qualification.
The parties and the engineer, roles and responsabilities.
FIDIC clauses 1, 2, 3: definitions, the employer, the engineer.
FIDIC clause 4: the contractor.
FIDIC clause 5: Red Book vs. Yellow and Silver Book.
FIDIC clause 6: staff and labour.
FIDIC clause 7: plant material and workmanship.
FIDIC clause 8: commencement, delays, and suspensions. The programme.
FIDIC clause 10: employer's taking over.
FIDIC clause 11: defects liability.