Corso di «Ingegneria d Impresa» E#9 «Esercitazione relativa al Modulo 9»

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1 Università del SALENTO - Facoltà di INGEGNERIA - Corso di Laurea in Ingegneria Civile (2017/2018) Corso di «Ingegneria d Impresa» E#9 «Esercitazione relativa al Modulo 9» Alessandro MARGHERITA

2 Progetto «Eco-Grattacielo» N.B. CASO REALISTICO MA NON REALE!!! Realizzazione di un «Eco-Grattacielo» Tecnologico Financial District di Chicago Applicazione dei Metodi di Project Logica dei Gruppi di Processo e Fasi di Lavoro

3 Vista Complessiva del Project (1) 2013 PM BoK PMI Project Institute

4 Vista Complessiva del Develop Project Project (2) Plan INTEGRATION!!! Attenzione: Modello PMBOK Edizione 5!!! Develop Project Charter Direct and Manage Project Work Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase TIME SCOPE Plan Schedule RISK Plan Scope Define Activities Plan Risk STAKEHOLDER Collect Requirements Sequence Activities COST Identify Risks HUMAN RESOURCE PROCUREM. Identify Stakeholders Define Scope Estimate Activity Resources Plan Cost Perform Qualitative Risk Analysis Plan HR QUALITY COMMUNIC. Plan Procurement Plan Stakeholder Create WBS Estimate Activity Durations Estimate Costs Perform Quantitative Risk Analysis Acquire Project Team Plan Quality Plan Communication Conduct Procurements Manage Stakeholder Engagement Validate cope Develop Schedule Determine Budget Plan Risk Responses Develop Project Team Perform Quality Assurance Manage Communication Control Procurements Control Stakeholder Engagement Control Scope Control Schedule Control Costs Control Risks Manage Project Team Control Quality Control Communication Close Procurements 2013 PM BoK PMI Project Institute

5 Processi di «Avvio» INTEGRATION Develop Project Charter TIME SCOPE RISK STAKEHOLDER COST HUMAN RESOURCE PROCUREM. Identify Stakeholders QUALITY COMMUNIC.

6 Identify Stakeholders

7 Develop Project Charter Titolo Progetto: Eco-Skyscraper Sponsor del Progetto: City of Chicago Project Manager: Senior Eng. Rob Smith, PMP Project Customer: Bank of America Goal del Progetto: Creare edificio eco-compatibile e iper-efficiente energeticamente Descrizione del Progetto: Il progetto prevede la realizzazione di x WP Requisiti Alto Livello: Struttura, Materiali, Produzione Termica Rischi Iniziali: Finanziamento, Progettazione Complessa, Rischi Tecnico-Realizzativi Schedule Stimato: M1 (2005), M2(2007), M3/Fine (2009) Project Title: Project Sponsor: Costo Progetto: 1 Miliardo $ Project Manager: Project Purpose or Justification: P ROJECT CHARTER Date Prepared: Project Customer: Project Description: Project and Product Requirements: Acceptance Criteria: Initial Risks:

8 Processi di «Pianificazione» INTEGRATION Develop Project Plan TIME SCOPE Plan Schedule RISK Plan Scope Define Activities Plan Risk STAKEHOLDER Collect Requirements Sequence Activities COST Identify Risks HUMAN RESOURCE PROCUREM. Define Scope Estimate Activity Resources Plan Cost Perform Qualitative Risk Analysis Plan HR QUALITY COMMUNIC. Plan Procurement Plan Stakeholder Create WBS Estimate Activity Durations Estimate Costs Perform Quantitative Risk Analysis Plan Quality Plan Communication Develop Schedule Determine Budget Plan Risk Responses

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10 Sistema serbatoi riciclaggio acqua su 4 livelli Raccolta deflusso precipitazioni Superfici inclinate edificio Engineering Structural Mechanical Sistema filtraggio aria Geo-Technical Sistema serbatoi riciclaggio acqua su 4 livelli Pannelli di vetrocamera Chicago Theater Impianto cogenerazione di 4,6 megawatt Project Consultation Security Lighting Energy/Enviroment Wind Structure Raccolta deflusso precipitazioni Construction Elevators Sistema refrigeratori Exterior wall Convertitore di calore Structural Sistema di energia geotermica Systems Thermal Lighting

11 Eco-Skyscraper

12 Engineering (30%) PROJECT COST 1$Billion (100%) Consultation (10%) Construction (40) Systems (20%)

13 A92 6 (Red) = Design Failures A14 1= (Yellow) = Over-Budget B141 (Green)= Seismic Risks A21 1 (Blue) = Skill Shortage.

14 1.0.2 Requirements Plan

15 Budget 50 Mln$ Budget 75 Mln$

16 COMMUNICATIONS PLAN Oggetto: Stato di Avanzamento Lavoro (SAL) Frequenza Diffusione: Mensile Destinatario Informazione: Stakeholder e Comunità Formato Diffusione: Report PDF Forma di Comunicazione: Sito Web City of Chicago

17 Analisi Make or Buy Geo-Technical Analysis Lighting System Elevators Make = C8, T6, R4 Buy = C6, T4, R3 Make = C7, T5, R2 Buy = C6, T4, R1 Make = C9, T5, R9 Buy = C6, T4, R6

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19 Processi di «Esecuzione» INTEGRATION Direct and Manage Project Work TIME SCOPE RISK STAKEHOLDER COST HUMAN RESOURCE PROCUREM. QUALITY COMMUNIC. Acquire Project Team Conduct Procurements Manage Stakeholder Engagement Develop Project Team Perform Quality Assurance Manage Communication Manage Project Team

20 Communication Methods for each stakeholder in the communications management plan Interpersonal Skills (building trust, resolving conflict, active listening, etc.) Skills (facilitate consensus, influence people to support the project, negotiate agreements, etc.)

21 «HOLISTIC» ENGINEERING PROFILE 1. Urban Planning 2. Civil Engineering 3. Energy Engineering Ecological Sustainability Planning Organization Project management Project Scheduling Risk management

22 QUALITY AUDIT on: Number and type of best practices being implemented (e.g. New York Skyscrapers) Coherence with strategic plan and ISO standards (e.g. City Plan, ISO 14000) Degree of application of PM BoK procedures (e.g. Risk ) Skill assessment in design and testing (e.g. competence mapping and gap analysis)

23 Design Implementation and Fine-Tuning (e.g. collaborative design) On-going Expectations and Requirements (e.g. esthetical design choices)

24 Geo-Technical Analysis Lighting System Elevators

25 Date: 2009/06/13 Request Type: Re-Schedule Project Name/ID: Eco-Skyscraper Category: NA Originator: Time Manager Telephone: Change Description: Change Benefits: Improved Deliverable Change Number: #34 Date Received: 2009/05/26 Change Name: Delay A21 Priority: High Project Impact: Resources: 3 Persons Estimated Hours: 360 Estimated Implementation Time: 3 weeks Estimated Cost: 18k$ Estimated Completion Date: 2009/07/12 Estimated Benefit ($): NA Authorization and Completion Change Status: Accepted Date: 2009/06/12 Signatures Project Manager: Robert Smith Date: 2009/06/12 Stakeholder: Charles Bukovsky Date:2009/06/12

26 Processi di «Monitoraggio e Controllo» INTEGRATION Monitor and Control Project Work Perform Integrated Change Control TIME SCOPE RISK STAKEHOLDER COST HUMAN RESOURCE PROCUREM. QUALITY COMMUNIC. Validate cope Control Procurements Control Stakeholder Engagement Control Scope Control Schedule Control Costs Control Risks Control Quality Control Communication

27 Information Systems Expert Judgment Meetings

28 Deliverable Verification#2 Interior Design Deliverable Verification#1 3D Structure Rendering Deliverable Verification#3 Security Check Deliverable Verification#4 Structure with no Systems

29 BCWS (BUDGET COST OF WORK SCHEDULED) = PV = Volume previsto x Costo previsto ACWP (ACTUAL COST OF WORK PERFORMED) = AC = Volume effettivo x Costo effettivo BCWP (BUDGET COST OF WORK PERFORMED) = EV (EARNED VALUE) = Volume effettivo x Costo previsto Schedule Performance Index (SPI) M = EV/PV = / = 0,8

30 BCWS (BUDGET COST OF WORK SCHEDULED) = PV = Volume previsto x Costo previsto ACWP (ACTUAL COST OF WORK PERFORMED) = AC = Volume effettivo x Costo effettivo BCWP (BUDGET COST OF WORK PERFORMED) = EV (EARNED VALUE) = Volume effettivo x Costo previsto Cost Performance Index (CPI) M = EV/AC = / = 1,14

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32 Cause di Mancato Rispetto dei Requirement forniti da Bank of America

33 Control Communication Accepted deliverables = 24 Actual versus planned baselines completed to date = 12 Approved changes = 3 Change requests approved/made = 67% Cost revisions = 12 External/internal networking level = 3/5 On time payments to suppliers = 90% Out of average measurements = 25% Preventive/corrective actions undertaken = 12 Project complexity factor = 5/5 Project document updates = 76 Quality control measurements = 150 Risk probability and impact = High Safety and compliance levels = 70% Schedule revisions = 34 Scope change review meetings = 3 Staff changes = 14 Work packages adhering to the budget = 95% Work performance = A

34 Control Procurements

35 Include City Mayor in the Stakeholder Commitee Replace External Windows Floors 40-55

36 Processi di «Chiusura» INTEGRATION Close Project or Phase TIME SCOPE RISK STAKEHOLDER COST HUMAN RESOURCE PROCUREM. QUALITY COMMUNIC. Close Procurements

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38 Best Practice Ingegneristica Esempio di Project Sede Prestigiosa HQ Asset Patrimoniale

39 Alessandro MARGHERITA Edificio IBIL «Aldo Romano», Laboratorio DARWIN (primo piano) Campus Ecotekne, Via Monteroni sn, Lecce (LE) Non siamo studiosi di specifiche materie, bensì di problemi e i problemi travalicano i confini di qualsiasi materia o disciplina [Karl L. Popper]