No Prerequisite

The course is designed to provide a perspective lens to review/design the entire enterprice architecture according to the concept of business model, as a key element to connect the strategy to the organization and to processes.

The proposed model, inspired by the emerging interdisciplinary approaches in business schools, considers the issue of value creation in organizations as the main focus of interest. Each of the company's dimensions - strategic, organisational, process and technological - is analysed both with regard to the specific models and tools that allow detailed planning and through an holistic interconnection logic that uses the Business Model as an approach to representation.

The course aims to provide an integrative approach to the analysis of the environment inside and outside the company, to the understanding of the key factors of competitive advantage, to the study of strategic components, to the models and tools for operations. 

The student must have a solid background with a broad spectrum of basic knowledge related to the understanding and optimization of business processes according to an integrated approach to business management. In particular, at the end of the course, the student:

• have the basic cognitive tools to think analytically, creatively, critically and have the ability to abstract and solve problems within complex systems;
• have a thorough knowledge of the concept of the business model and of the key variables for the definition of the strategy and for the management of the business;
• have a solid knowledge of the existing networks and the network logic on which the collaboration relationships between companies;
• know how to analyse the theoretical and practical foundations of Business Process Management in order to understand the functioning of companies in terms of tasks, events, organizational roles and decision-making;
• have a critical and detailed knowledge of the theoretical foundations, methodologies and techniques for the design of organisational structures and mechanisms;
• have a good knowledge of new Information and Communication Technologies in order to enable the digitisation of businesses;
• possess the fundamental conceptual tools for the definition of an enterprise architecture to harmonize business processes, business strategies and technological solutions.

Furthermore, the student must demonstrate the ability to apply, independently and critically, the knowledge acquired during the training course. In particular, after the course the student should be able to:

• identify and appropriately use the principles and tools of the business model to design business development and management strategies;
• recognize, analyze and solve an organizational problem;
• identify and apply methodologies, languages and modeling tools for the analysis of business processes;
• describe and use the main technologies and platforms information technology as well as the main applications and architectures for big data, data security and design of new products;
• manage information, processes and resources to support the life cycle of products and services in complex business environments.

Students are guided to learn and critically apply the models and methods of analysis acquired during the course identifying – with a high degree of autonomy and in a logic of integration – strategic, organizational and technological solutions for the creation of value and optimization of business processes.

Students must therefore be able to operate in their own disciplinary and operational fields and manage complexity by collecting, processing and interpreting data, procedures and theories in a perspective of problem solving.

The training programme privileges transdisciplinarity and complementarity between didactic modules. Specifically, the course consists of:

- frontal lessons, aimed at the exchange of knowledge and the development of a critical conscience within the disciplines studied through the transmission of concepts, models and interpretative schemes.   

- exercises, aimed at promoting the understanding of theories and models as well as facilitating the use of technologies and operational tools analysed in the classroom.

- analysis of case studies, aimed at verifying and contextualizing what has been learned at a theoretical level through the frontal lessons.

- group work, aimed at strengthening cognitive and operational learning by applying the logic of the Business Model and the theoretical notions acquired with frontal teaching. Group work is implemented in parallel with the training modules and discussed publicly at the end of the course to stimulate the comparison of competences and communication skills.

In order to promote an interactive learning experience and circular communication, students are invited to participate in the lesson with independent judgment, starting the debate in the classroom and presenting real cases.

The exam is written. In addition, provision may be made for an oral examination to supplement the written examination. The presentation of the Project work carried out during the course is part of the verification of the acquired competences. During the exam the student is asked to argue theories, models and methodologies that are the subject of the study program to verify the level of knowledge and understanding of the topics covered as well as the degree of skills acquired. The student may be asked to do exercises and illustrate real cases related to the proposed question.

The course consists of four parts. Each section is divided into specific training modules.

PART A – Business and Innovation Strategy: Foundation of Strategy; Business Model;

PART B – Organisational Analysis: Network Analysis and Modelling; Organisational Theories and Structures;

PART C – Business Process Management: Enterprice Architecture, Business Process Management Lifecycle; Business Process Mining; Process Modelling Standards;

PART D – Information and Communication Technologies: taxonomy of business technologies; instruments for digitisation of business activities; Product Lifecycle Management; new technological trends.

[1] Alexander Osterwalder A., Pigneur Y., Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, Hoboken, 2010.

[2] Creswell J.W., Research Design, SAGE Publications.

[3] Bryman A., Bell E., Business Research Methods, Oxford Press.

[4] Powel W.W., Neither Market nor Hierarchy: networks forms of organizations, Research in Organizational Behaviour, vol 12, 1990.

[5] Mintzberg H., The Structuring of Organizations, Prentice-Hall, Englewood Cliffs, 1979

[6] Allee V., A value network approach for modeling and measuring intangibles, White Paper, 2002

[7] Zachman J. A., “A framework for information systems architecture”, IBM Systems Journal, Volume 26, Issue 3, 1987.

[8] Sowa J. F., Zachman J. A. (1992) “Extending and formalizing the framework for information systems architecture”, IBM Systems Journal, Volume 31, Issue 3, 1992

[9] Scozzi B., Aloini D., Lazoi M., Lisi S., Business Process Management. Principi, metodi e applicazioni per la sostenibilità e la trasformazione digitale, Hoepli, 2022

[10] Learning material provided by the professor

Conoscenze base di organizzazione aziendale

Il corso ha l’obiettivo di fornire le conoscenze di contesto, tecniche e metodologiche per la gestione di un progetto. Queste conoscenze si concentrano sulle caratteristiche di un progetto, sulla funzione del Project Management, sul ruolo del Project Manager e del Project Team in relazione ai diversi modelli organizzativi in cui si trovano ad operare. Vengono inoltre approfonditi:

• i processi di gestione di un progetto: avvio, pianificazione, esecuzione, monitoraggio e controllo, chiusura;
• i principali strumenti metodologici, come WBS, Gantt, Critical Path Method (CPM), Earned Value Management (EVM);
• le conoscenze manageriali di base e comportamentali.

Conoscenze e comprensione

• Comprendere il valore e l’importanza di una metodologia di project Management;
• Apprendere i concetti principali del project Management e acquisirne la terminologia di base;
• Comprendere il ruolo del Project Manager, le sue competenze chiave e i percorsi professionali;
• Conoscere gli attori, i processi, gli output e le tecniche fondamentali della gestione dei progetti.

Capacità di applicare conoscenze e comprensione

• Essere in grado di sviluppare un piano di progetto e monitorarne l’avanzamento;
• Sviluppare la capacità di gestire le informazioni di un progetto e la sua reportistica mediante software specialistico.

Lezioni frontali, finalizzate all’apprendimento dei concetti principali del project Management e all’acquisizione della terminologia di base.

Esercitazioni: finalizzate a favorire la comprensione di strumenti, tecniche e output di progetto che includono: Valutazione Benefici Economici di Progetto; Redazione Project Charter; Mind mapping; Creazione della WBS; Costruzione del reticolo logico e calcolo del critical path; Introduzione all’uso del software di project management; Realizzazione con sw di PM di WBS e Schedule su caso di esempio; Calcolo indici di performance e creazione report di avanzamento con SW di PM su caso d'esempio; Valutazione dei rischi di progetto.

Project Work di gruppo: finalizzato ad acquisire la capacità di lavorare in gruppo e di sviluppare un project plan. In gruppi di lavoro da 4-5 membri, gli studenti preparano un documento di pianificazione di un progetto su un caso di studio. Il piano coniene gli output principali derivanti dai processi di pianificazione, incluso l’analisi degli stakeholder e dei rischi. Alcuni degli output dovranno essere creati mediante lo strumento software.

Per i frequentanti:

Project Work: è finalizzato allo sviluppo di un piano di progetto su un caso applicativo utilizzando strumenti, tecniche e software di project management.

Esame Scritto: è finalizzato alla verifica delle conoscenze acquisite relativamente all’insieme dei processi e delle aree di conoscenza del project management, e degli specifici strumenti e tecniche.

Per i non frequentanti:

Esame Scritto e Orale: è finalizzato alla verifica delle conoscenze acquisite relativamente all’insieme dei processi, delle aree di conoscenza del project management, e degli specifici strumenti e tecniche

Orario di ricevimento: previo appuntamento da concordare via email o al termine delle lezioni.

Introduzione al Project Management (12 ore)

Evoluzione del Project Management (PM)Progetti e processi; Terminologia del PM; Risorse e ruoli in un’organizzazione per progetti; Valore del PM; Standard e Associazioni di PM; Certificazioni in PM; Framework e Processi di PM; Lifecycle del progetto e fasi; Programma, portfolio e progetto; Stakeholder del progetto; Avvio del Progetto; Obiettivi e Benefici Economici del Progetto; Caratteristiche del Project Charter; Analisi degli stakeholder.

Pianificazione del progetto (18 ore)

Definizione del project management plan; Pianificazione Scope; Obiettivi di progetto e attività; Breakdown Structures; Raccolta dei requisiti; Caratteristiche della Scope Baseline; Strutturazione della Work Breakdown Structure; Definizione di deliverable; Organizzazione del Team; Pianificazione dei Tempi; Definizione delle Attività; Precedence Diagramming Method; Definizione dello Schedule Network Diagram; Metodo del Critical Path; Metodi di visualizzazione del Project Schedule; Pianificazione dei Costi; Cost baseline e budget; Stima di risorse, tempi e costi; Analisi delle riserve di progetto.

Esecuzione, Monitoraggio e Controllo del Progetto (14 ore)

Controllo di scope, tempi e costi; Validazione dello scope; Tecnica dell’Earned Value Management (EVM); Indici di performance dei progetti; Stime a finire per il progetto; Gestione delle risorse umane, delle comunicazioni e degli stakeholder; Teorie di gestione delle risorse umane; Gestione dei conflitti; Importanza della comunicazione e pianificazione della gestione delle comunicazioni; Processi per l’engagement degli stakeholder.

Gestione di qualità e rischi del progetto (6 ore)

Concetti di qualità; Pianificazione della qualità; Strumenti e tecniche per la qualità; Assicurazione e controllo della qualità; Definizione di rischio; Tipologie di rischio; Pianificazione della gestione dei rischi; Identificazione e valutazione dei rischi; Matrice di probabilità e impatto dei rischi; Strategie di risposta al rischio; Riserve di contingency.

Integrazione e chiusura del progetto (4 ore)

Processi di gestione degli Approvvigionamenti; Tipi di contratto; Documenti di richiesta approvvigionamenti; Gestione delle informazioni di progetto; Reporting delle perfomance; Gestione integrata delle modifiche; Gestione della configurazione; Attività di chiusura di un Progetto; Lessons learned.

•     Project Management Institute, “Project Management Body of Knowledge” – 5th Edition, (2013)

•     H. Kerzner, “Project Management: A Systems Approach to Planning, Scheduling, and Controlling” – 11th Ed., John Wiley & Sons (2013)

•    R. Mulcahy, “PMP Exam Prep: Accelerated Learning to Pass PMIs PMP Exam” – 8th Ed., Rmc Publishings (2013)

No Prerequisite

The course is designed to provide a perspective lens to review/design the entire enterprice architecture according to the concept of business model, as a key element to connect the strategy to the organization and to processes.

The proposed model, inspired by the emerging interdisciplinary approaches in business schools, considers the issue of value creation in organizations as the main focus of interest. Each of the company's dimensions - strategic, organisational, process and technological - is analysed both with regard to the specific models and tools that allow detailed planning and through an holistic interconnection logic that uses the Business Model as an approach to representation.

The course aims to provide an integrative approach to the analysis of the environment inside and outside the company, to the understanding of the key factors of competitive advantage, to the study of strategic components, to the models and tools for operations. 

The student must have a solid background with a broad spectrum of basic knowledge related to the understanding and optimization of business processes according to an integrated approach to business management. In particular, at the end of the course, the student:

• have the basic cognitive tools to think analytically, creatively, critically and have the ability to abstract and solve problems within complex systems;
• have a thorough knowledge of the concept of the business model and of the key variables for the definition of the strategy and for the management of the business;
• have a solid knowledge of the existing networks and the network logic on which the collaboration relationships between companies;
• know how to analyse the theoretical and practical foundations of Business Process Management in order to understand the functioning of companies in terms of tasks, events, organizational roles and decision-making;
• have a critical and detailed knowledge of the theoretical foundations, methodologies and techniques for the design of organisational structures and mechanisms;
• have a good knowledge of new Information and Communication Technologies in order to enable the digitisation of businesses;
• possess the fundamental conceptual tools for the definition of an enterprise architecture to harmonize business processes, business strategies and technological solutions.

Furthermore, the student must demonstrate the ability to apply, independently and critically, the knowledge acquired during the training course. In particular, after the course the student should be able to:

• identify and appropriately use the principles and tools of the business model to design business development and management strategies;
• recognize, analyze and solve an organizational problem;
• identify and apply methodologies, languages and modeling tools for the analysis of business processes;
• describe and use the main technologies and platforms information technology as well as the main applications and architectures for big data, data security and design of new products;
• manage information, processes and resources to support the life cycle of products and services in complex business environments.

Students are guided to learn and critically apply the models and methods of analysis acquired during the course identifying – with a high degree of autonomy and in a logic of integration – strategic, organizational and technological solutions for the creation of value and optimization of business processes.

Students must therefore be able to operate in their own disciplinary and operational fields and manage complexity by collecting, processing and interpreting data, procedures and theories in a perspective of problem solving.

The training programme privileges transdisciplinarity and complementarity between didactic modules. Specifically, the course consists of:

- frontal lessons, aimed at the exchange of knowledge and the development of a critical conscience within the disciplines studied through the transmission of concepts, models and interpretative schemes.   

- exercises, aimed at promoting the understanding of theories and models as well as facilitating the use of technologies and operational tools analysed in the classroom.

- analysis of case studies, aimed at verifying and contextualizing what has been learned at a theoretical level through the frontal lessons.

- group work, aimed at strengthening cognitive and operational learning by applying the logic of the Business Model and the theoretical notions acquired with frontal teaching. Group work is implemented in parallel with the training modules and discussed publicly at the end of the course to stimulate the comparison of competences and communication skills.

In order to promote an interactive learning experience and circular communication, students are invited to participate in the lesson with independent judgment, starting the debate in the classroom and presenting real cases.

The exam is written. In addition, provision may be made for an oral examination to supplement the written examination. The presentation of the Project work carried out during the course is part of the verification of the acquired competences. During the exam the student is asked to argue theories, models and methodologies that are the subject of the study program to verify the level of knowledge and understanding of the topics covered as well as the degree of skills acquired. The student may be asked to do exercises and illustrate real cases related to the proposed question.

The course consists of four parts. Each section is divided into specific training modules.

PART A – Business and Innovation Strategy (27 hours): Foundation of Strategy; Business Model;

PART B – Organisational Analysis (27 hours): Network Analysis and Modelling; Organisational Theories and Structures;

PART C – Business Process Management (27 hours): Enterprice Architecture, Business Process Management Lifecycle; Business Process Mining; Process Modelling Standards;

PART D – Information and Communication Technologies (27 hours): taxonomy of business technologies; instruments for digitisation of business activities; Product Lifecycle Management; new technological trends.

[1] Alexander Osterwalder A., Pigneur Y., Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, Hoboken, 2010.

[2] Creswell J.W., Research Design, SAGE Publications.

[3] Bryman A., Bell E., Business Research Methods, Oxford Press.

[4] Powel W.W., Neither Market nor Hierarchy: networks forms of organizations, Research in Organizational Behaviour, vol 12, 1990.

[5] Mintzberg H., The Structuring of Organizations, Prentice-Hall, Englewood Cliffs, 1979

[6] Allee V., A value network approach for modeling and measuring intangibles, White Paper, 2002

[7] Zachman J. A., “A framework for information systems architecture”, IBM Systems Journal, Volume 26, Issue 3, 1987.

[8] Sowa J. F., Zachman J. A. (1992) “Extending and formalizing the framework for information systems architecture”, IBM Systems Journal, Volume 31, Issue 3, 1992.

[9] Learning material provided by the professor.

Conoscenze base di organizzazione aziendale

Il corso ha l’obiettivo di fornire le conoscenze di contesto, tecniche e metodologiche per la gestione di un progetto. Queste conoscenze si concentrano sulle caratteristiche di un progetto, sulla funzione del Project Management, sul ruolo del Project Manager e del Project Team in relazione ai diversi modelli organizzativi in cui si trovano ad operare. Vengono inoltre approfonditi:

• i processi di gestione di un progetto: avvio, pianificazione, esecuzione, monitoraggio e controllo, chiusura;
• i principali strumenti metodologici, come WBS, Gantt, Critical Path Method (CPM), Earned Value Management (EVM);
• le conoscenze manageriali di base e comportamentali.

Conoscenze e comprensione

• Comprendere il valore e l’importanza di una metodologia di project Management;
• Apprendere i concetti principali del project Management e acquisirne la terminologia di base;
• Comprendere il ruolo del Project Manager, le sue competenze chiave e i percorsi professionali;
• Conoscere gli attori, i processi, gli output e le tecniche fondamentali della gestione dei progetti.

Capacità di applicare conoscenze e comprensione

• Essere in grado di sviluppare un piano di progetto e monitorarne l’avanzamento;
• Sviluppare la capacità di gestire le informazioni di un progetto e la sua reportistica mediante software specialistico.

Lezioni frontali, finalizzate all’apprendimento dei concetti principali del project Management e all’acquisizione della terminologia di base.

Esercitazioni: finalizzate a favorire la comprensione di strumenti, tecniche e output di progetto che includono: Valutazione Benefici Economici di Progetto; Redazione Project Charter; Mind mapping; Creazione della WBS; Costruzione del reticolo logico e calcolo del critical path; Introduzione all’uso del software di project management; Realizzazione con sw di PM di WBS e Schedule su caso di esempio; Calcolo indici di performance e creazione report di avanzamento con SW di PM su caso d'esempio; Valutazione dei rischi di progetto.

Project Work di gruppo: finalizzato ad acquisire la capacità di lavorare in gruppo e di sviluppare un project plan. In gruppi di lavoro da 4-5 membri, gli studenti preparano un documento di pianificazione di un progetto su un caso di studio. Il piano coniene gli output principali derivanti dai processi di pianificazione, incluso l’analisi degli stakeholder e dei rischi. Alcuni degli output dovranno essere creati mediante lo strumento software.

Per i frequentanti:

Project Work: è finalizzato allo sviluppo di un piano di progetto su un caso applicativo utilizzando strumenti, tecniche e software di project management.

Esame Scritto: è finalizzato alla verifica delle conoscenze acquisite relativamente all’insieme dei processi e delle aree di conoscenza del project management, e degli specifici strumenti e tecniche.

Per i non frequentanti:

Esame Scritto e Orale: è finalizzato alla verifica delle conoscenze acquisite relativamente all’insieme dei processi, delle aree di conoscenza del project management, e degli specifici strumenti e tecniche

Orario di ricevimento: previo appuntamento da concordare via email o al termine delle lezioni.

Introduzione al Project Management (12 ore)

Evoluzione del Project Management (PM)Progetti e processi; Terminologia del PM; Risorse e ruoli in un’organizzazione per progetti; Valore del PM; Standard e Associazioni di PM; Certificazioni in PM; Framework e Processi di PM; Lifecycle del progetto e fasi; Programma, portfolio e progetto; Stakeholder del progetto; Avvio del Progetto; Obiettivi e Benefici Economici del Progetto; Caratteristiche del Project Charter; Analisi degli stakeholder.

Pianificazione del progetto (18 ore)

Definizione del project management plan; Pianificazione Scope; Obiettivi di progetto e attività; Breakdown Structures; Raccolta dei requisiti; Caratteristiche della Scope Baseline; Strutturazione della Work Breakdown Structure; Definizione di deliverable; Organizzazione del Team; Pianificazione dei Tempi; Definizione delle Attività; Precedence Diagramming Method; Definizione dello Schedule Network Diagram; Metodo del Critical Path; Metodi di visualizzazione del Project Schedule; Pianificazione dei Costi; Cost baseline e budget; Stima di risorse, tempi e costi; Analisi delle riserve di progetto.

Esecuzione, Monitoraggio e Controllo del Progetto (14 ore)

Controllo di scope, tempi e costi; Validazione dello scope; Tecnica dell’Earned Value Management (EVM); Indici di performance dei progetti; Stime a finire per il progetto; Gestione delle risorse umane, delle comunicazioni e degli stakeholder; Teorie di gestione delle risorse umane; Gestione dei conflitti; Importanza della comunicazione e pianificazione della gestione delle comunicazioni; Processi per l’engagement degli stakeholder.

Gestione di qualità e rischi del progetto (6 ore)

Concetti di qualità; Pianificazione della qualità; Strumenti e tecniche per la qualità; Assicurazione e controllo della qualità; Definizione di rischio; Tipologie di rischio; Pianificazione della gestione dei rischi; Identificazione e valutazione dei rischi; Matrice di probabilità e impatto dei rischi; Strategie di risposta al rischio; Riserve di contingency.

Integrazione e chiusura del progetto (4 ore)

Processi di gestione degli Approvvigionamenti; Tipi di contratto; Documenti di richiesta approvvigionamenti; Gestione delle informazioni di progetto; Reporting delle perfomance; Gestione integrata delle modifiche; Gestione della configurazione; Attività di chiusura di un Progetto; Lessons learned.

•     Project Management Institute, “Project Management Body of Knowledge” – 5th Edition, (2013)

•     H. Kerzner, “Project Management: A Systems Approach to Planning, Scheduling, and Controlling” – 11th Ed., John Wiley & Sons (2013)

•    R. Mulcahy, “PMP Exam Prep: Accelerated Learning to Pass PMIs PMP Exam” – 8th Ed., Rmc Publishings (2013)

No Prerequisite

The course is designed to provide a perspective lens to review/design the entire enterprice architecture according to the concept of business model, as a key element to connect the strategy to the organization and to processes.

The proposed model, inspired by the emerging interdisciplinary approaches in business schools, considers the issue of value creation in organizations as the main focus of interest. Each of the company's dimensions - strategic, organisational, process and technological - is analysed both with regard to the specific models and tools that allow detailed planning and through an holistic interconnection logic that uses the Business Model as an approach to representation.

The course aims to provide an integrative approach to the analysis of the environment inside and outside the company, to the understanding of the key factors of competitive advantage, to the study of strategic components, to the models and tools for operations. 

The student must have a solid background with a broad spectrum of basic knowledge related to the understanding and optimization of business processes according to an integrated approach to business management. In particular, at the end of the course, the student:

• have the basic cognitive tools to think analytically, creatively, critically and have the ability to abstract and solve problems within complex systems;
• have a thorough knowledge of the concept of the business model and of the key variables for the definition of the strategy and for the management of the business;
• have a solid knowledge of the existing networks and the network logic on which the collaboration relationships between companies;
• know how to analyse the theoretical and practical foundations of Business Process Management in order to understand the functioning of companies in terms of tasks, events, organizational roles and decision-making;
• have a critical and detailed knowledge of the theoretical foundations, methodologies and techniques for the design of organisational structures and mechanisms;
• have a good knowledge of new Information and Communication Technologies in order to enable the digitisation of businesses;
• possess the fundamental conceptual tools for the definition of an enterprise architecture to harmonize business processes, business strategies and technological solutions.

Furthermore, the student must demonstrate the ability to apply, independently and critically, the knowledge acquired during the training course. In particular, after the course the student should be able to:

• identify and appropriately use the principles and tools of the business model to design business development and management strategies;
• recognize, analyze and solve an organizational problem;
• identify and apply methodologies, languages and modeling tools for the analysis of business processes;
• describe and use the main technologies and platforms information technology as well as the main applications and architectures for big data, data security and design of new products;
• manage information, processes and resources to support the life cycle of products and services in complex business environments.

Students are guided to learn and critically apply the models and methods of analysis acquired during the course identifying – with a high degree of autonomy and in a logic of integration – strategic, organizational and technological solutions for the creation of value and optimization of business processes.

Students must therefore be able to operate in their own disciplinary and operational fields and manage complexity by collecting, processing and interpreting data, procedures and theories in a perspective of problem solving.

The training programme privileges transdisciplinarity and complementarity between didactic modules. Specifically, the course consists of:

- frontal lessons, aimed at the exchange of knowledge and the development of a critical conscience within the disciplines studied through the transmission of concepts, models and interpretative schemes.   

- exercises, aimed at promoting the understanding of theories and models as well as facilitating the use of technologies and operational tools analysed in the classroom.

- analysis of case studies, aimed at verifying and contextualizing what has been learned at a theoretical level through the frontal lessons.

- group work, aimed at strengthening cognitive and operational learning by applying the logic of the Business Model and the theoretical notions acquired with frontal teaching. Group work is implemented in parallel with the training modules and discussed publicly at the end of the course to stimulate the comparison of competences and communication skills.

In order to promote an interactive learning experience and circular communication, students are invited to participate in the lesson with independent judgment, starting the debate in the classroom and presenting real cases.

The exam is written. In addition, provision may be made for an oral examination to supplement the written examination. The presentation of the Project work carried out during the course is part of the verification of the acquired competences. During the exam the student is asked to argue theories, models and methodologies that are the subject of the study program to verify the level of knowledge and understanding of the topics covered as well as the degree of skills acquired. The student may be asked to do exercises and illustrate real cases related to the proposed question.

The course consists of four parts. Each section is divided into specific training modules.

PART A – Business and Innovation Strategy (27 hours): Foundation of Strategy; Business Model;

PART B – Organisational Analysis (27 hours): Network Analysis and Modelling; Organisational Theories and Structures;

PART C – Business Process Management (27 hours): Enterprice Architecture, Business Process Management Lifecycle; Business Process Mining; Process Modelling Standards;

PART D – Information and Communication Technologies (27 hours): taxonomy of business technologies; instruments for digitisation of business activities; Product Lifecycle Management; new technological trends.

[1] Alexander Osterwalder A., Pigneur Y., Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, Hoboken, 2010.

[2] Creswell J.W., Research Design, SAGE Publications.

[3] Bryman A., Bell E., Business Research Methods, Oxford Press.

[4] Powel W.W., Neither Market nor Hierarchy: networks forms of organizations, Research in Organizational Behaviour, vol 12, 1990.

[5] Mintzberg H., The Structuring of Organizations, Prentice-Hall, Englewood Cliffs, 1979

[6] Allee V., A value network approach for modeling and measuring intangibles, White Paper, 2002

[7] Zachman J. A., “A framework for information systems architecture”, IBM Systems Journal, Volume 26, Issue 3, 1987.

[8] Sowa J. F., Zachman J. A. (1992) “Extending and formalizing the framework for information systems architecture”, IBM Systems Journal, Volume 31, Issue 3, 1992.

[9] Learning material provided by the professor.

Conoscenze base di organizzazione aziendale

Il corso ha l’obiettivo di fornire le conoscenze di contesto, tecniche e metodologiche per la gestione di un progetto. Queste conoscenze si concentrano sulle caratteristiche di un progetto, sulla funzione del Project Management, sul ruolo del Project Manager e del Project Team in relazione ai diversi modelli organizzativi in cui si trovano ad operare. Vengono inoltre approfonditi:

• i processi di gestione di un progetto: avvio, pianificazione, esecuzione, monitoraggio e controllo, chiusura;
• i principali strumenti metodologici, come WBS, Gantt, Critical Path Method (CPM), Earned Value Management (EVM);
• le conoscenze manageriali di base e comportamentali.

Conoscenze e comprensione

• Comprendere il valore e l’importanza di una metodologia di project Management;
• Apprendere i concetti principali del project Management e acquisirne la terminologia di base;
• Comprendere il ruolo del Project Manager, le sue competenze chiave e i percorsi professionali;
• Conoscere gli attori, i processi, gli output e le tecniche fondamentali della gestione dei progetti.

Capacità di applicare conoscenze e comprensione

• Essere in grado di sviluppare un piano di progetto e monitorarne l’avanzamento;
• Sviluppare la capacità di gestire le informazioni di un progetto e la sua reportistica mediante software specialistico.

Lezioni frontali, finalizzate all’apprendimento dei concetti principali del project Management e all’acquisizione della terminologia di base.

Esercitazioni: finalizzate a favorire la comprensione di strumenti, tecniche e output di progetto che includono: Valutazione Benefici Economici di Progetto; Redazione Project Charter; Mind mapping; Creazione della WBS; Costruzione del reticolo logico e calcolo del critical path; Introduzione all’uso del software di project management; Realizzazione con sw di PM di WBS e Schedule su caso di esempio; Calcolo indici di performance e creazione report di avanzamento con SW di PM su caso d'esempio; Valutazione dei rischi di progetto.

Project Work di gruppo: finalizzato ad acquisire la capacità di lavorare in gruppo e di sviluppare un project plan. In gruppi di lavoro da 4-5 membri, gli studenti preparano un documento di pianificazione di un progetto su un caso di studio. Il piano coniene gli output principali derivanti dai processi di pianificazione, incluso l’analisi degli stakeholder e dei rischi. Alcuni degli output dovranno essere creati mediante lo strumento software.

Per i frequentanti:

Project Work: è finalizzato allo sviluppo di un piano di progetto su un caso applicativo utilizzando strumenti, tecniche e software di project management.

Esame Scritto: è finalizzato alla verifica delle conoscenze acquisite relativamente all’insieme dei processi e delle aree di conoscenza del project management, e degli specifici strumenti e tecniche.

Per i non frequentanti:

Esame Scritto e Orale: è finalizzato alla verifica delle conoscenze acquisite relativamente all’insieme dei processi, delle aree di conoscenza del project management, e degli specifici strumenti e tecniche

Orario di ricevimento: previo appuntamento da concordare via email o al termine delle lezioni.

Introduzione al Project Management (12 ore)

Evoluzione del Project Management (PM)Progetti e processi; Terminologia del PM; Risorse e ruoli in un’organizzazione per progetti; Valore del PM; Standard e Associazioni di PM; Certificazioni in PM; Framework e Processi di PM; Lifecycle del progetto e fasi; Programma, portfolio e progetto; Stakeholder del progetto; Avvio del Progetto; Obiettivi e Benefici Economici del Progetto; Caratteristiche del Project Charter; Analisi degli stakeholder.

Pianificazione del progetto (18 ore)

Definizione del project management plan; Pianificazione Scope; Obiettivi di progetto e attività; Breakdown Structures; Raccolta dei requisiti; Caratteristiche della Scope Baseline; Strutturazione della Work Breakdown Structure; Definizione di deliverable; Organizzazione del Team; Pianificazione dei Tempi; Definizione delle Attività; Precedence Diagramming Method; Definizione dello Schedule Network Diagram; Metodo del Critical Path; Metodi di visualizzazione del Project Schedule; Pianificazione dei Costi; Cost baseline e budget; Stima di risorse, tempi e costi; Analisi delle riserve di progetto.

Esecuzione, Monitoraggio e Controllo del Progetto (14 ore)

Controllo di scope, tempi e costi; Validazione dello scope; Tecnica dell’Earned Value Management (EVM); Indici di performance dei progetti; Stime a finire per il progetto; Gestione delle risorse umane, delle comunicazioni e degli stakeholder; Teorie di gestione delle risorse umane; Gestione dei conflitti; Importanza della comunicazione e pianificazione della gestione delle comunicazioni; Processi per l’engagement degli stakeholder.

Gestione di qualità e rischi del progetto (6 ore)

Concetti di qualità; Pianificazione della qualità; Strumenti e tecniche per la qualità; Assicurazione e controllo della qualità; Definizione di rischio; Tipologie di rischio; Pianificazione della gestione dei rischi; Identificazione e valutazione dei rischi; Matrice di probabilità e impatto dei rischi; Strategie di risposta al rischio; Riserve di contingency.

Integrazione e chiusura del progetto (4 ore)

Processi di gestione degli Approvvigionamenti; Tipi di contratto; Documenti di richiesta approvvigionamenti; Gestione delle informazioni di progetto; Reporting delle perfomance; Gestione integrata delle modifiche; Gestione della configurazione; Attività di chiusura di un Progetto; Lessons learned.

•     Project Management Institute, “Project Management Body of Knowledge” – 5th Edition, (2013)

•     H. Kerzner, “Project Management: A Systems Approach to Planning, Scheduling, and Controlling” – 11th Ed., John Wiley & Sons (2013)

•    R. Mulcahy, “PMP Exam Prep: Accelerated Learning to Pass PMIs PMP Exam” – 8th Ed., Rmc Publishings (2013)

no prerequisite

The course is designed to provide a perspective lens to review/design the entire enterprice architecture according to the concept of business model, as a key element to connect the strategy to the organization and to processes.

The proposed model, inspired by the emerging interdisciplinary approaches in business schools, considers the issue of value creation in organizations as the main focus of interest. Each of the company's dimensions - strategic, organisational, process and technological - is analysed both with regard to the specific models and tools that allow detailed planning and through an holistic interconnection logic that uses the Business Model as an approach to representation.

The course aims to provide an integrative approach to the analysis of the environment inside and outside the company, to the understanding of the key factors of competitive advantage, to the study of strategic components, to the models and tools for operations. 

The student must have a solid background with a broad spectrum of basic knowledge related to the understanding and optimization of business processes according to an integrated approach to business management. In particular, at the end of the course, the student:

• have the basic cognitive tools to think analytically, creatively, critically and have the ability to abstract and solve problems within complex systems;
• have a thorough knowledge of the concept of the business model and of the key variables for the definition of the strategy and for the management of the business;
• have a solid knowledge of the existing networks and the network logic on which the collaboration relationships between companies;
• know how to analyse the theoretical and practical foundations of Business Process Management in order to understand the functioning of companies in terms of tasks, events, organizational roles and decision-making;
• have a critical and detailed knowledge of the theoretical foundations, methodologies and techniques for the design of organisational structures and mechanisms;
• have a good knowledge of new Information and Communication Technologies in order to enable the digitisation of businesses;
• possess the fundamental conceptual tools for the definition of an enterprise architecture to harmonize business processes, business strategies and technological solutions.

Furthermore, the student must demonstrate the ability to apply, independently and critically, the knowledge acquired during the training course. In particular, after the course the student should be able to:

• identify and appropriately use the principles and tools of the business model to design business development and management strategies;
• recognize, analyze and solve an organizational problem;
• identify and apply methodologies, languages and modeling tools for the analysis of business processes;
• describe and use the main technologies and platforms information technology as well as the main applications and architectures for big data, data security and design of new products;
• manage information, processes and resources to support the life cycle of products and services in complex business environments.

Students are guided to learn and critically apply the models and methods of analysis acquired during the course identifying – with a high degree of autonomy and in a logic of integration – strategic, organizational and technological solutions for the creation of value and optimization of business processes.

Students must therefore be able to operate in their own disciplinary and operational fields and manage complexity by collecting, processing and interpreting data, procedures and theories in a perspective of problem solving.

The training programme privileges transdisciplinarity and complementarity between didactic modules. Specifically, the course consists of:

- frontal lessons, aimed at the exchange of knowledge and the development of a critical conscience within the disciplines studied through the transmission of concepts, models and interpretative schemes.   

- exercises, aimed at promoting the understanding of theories and models as well as facilitating the use of technologies and operational tools analysed in the classroom.

- analysis of case studies, aimed at verifying and contextualizing what has been learned at a theoretical level through the frontal lessons.

- group work, aimed at strengthening cognitive and operational learning by applying the logic of the Business Model and the theoretical notions acquired with frontal teaching. Group work is implemented in parallel with the training modules and discussed publicly at the end of the course to stimulate the comparison of competences and communication skills.

In order to promote an interactive learning experience and circular communication, students are invited to participate in the lesson with independent judgment, starting the debate in the classroom and presenting real cases.

The exam is written. In addition, provision may be made for an oral examination to supplement the written examination. The presentation of the Project work carried out during the course is part of the verification of the acquired competences. During the exam the student is asked to argue theories, models and methodologies that are the subject of the study program to verify the level of knowledge and understanding of the topics covered as well as the degree of skills acquired. The student may be asked to do exercises and illustrate real cases related to the proposed question.

The course consists of four parts. Each section is divided into specific training modules.

PART A – Business and Innovation Strategy (27 hours): Foundation of Strategy; Business Model;

PART B – Organisational Analysis (27 hours): Network Analysis and Modelling; Organisational Theories and Structures;

PART C – Business Process Management (27 hours): Enterprice Architecture, Business Process Management Lifecycle; Business Process Mining; Process Modelling Standards;

PART D – Information and Communication Technologies (27 hours): taxonomy of business technologies; instruments for digitisation of business activities; Product Lifecycle Management; new technological trends.

[1] Alexander Osterwalder A., Pigneur Y., Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, Hoboken, 2010.

[2] Creswell J.W., Research Design, SAGE Publications.

[3] Bryman A., Bell E., Business Research Methods, Oxford Press.

[4] Powel W.W., Neither Market nor Hierarchy: networks forms of organizations, Research in Organizational Behaviour, vol 12, 1990.

[5] Mintzberg H., The Structuring of Organizations, Prentice-Hall, Englewood Cliffs, 1979

[6] Allee V., A value network approach for modeling and measuring intangibles, White Paper, 2002

[7] Zachman J. A., “A framework for information systems architecture”, IBM Systems Journal, Volume 26, Issue 3, 1987.

[8] Sowa J. F., Zachman J. A. (1992) “Extending and formalizing the framework for information systems architecture”, IBM Systems Journal, Volume 31, Issue 3, 1992.

[9] Learning material provided by the professor.

Sono richieste conoscenze in di tema di business management ed ingegneria del business.

Il corso è focalizzato a fornire agli studenti una visione interdisciplinare della gestione dell’impresa. Si forniranno, pertanto, le conoscenze e gli strumenti necessari per l'analisi dei processi aziendali, la comprensione del sistema di controllo di gestione, l'analisi e la valutazione dei costi, degli investimenti e delle performance aziendali ai fini dell'implementazione di azioni e iniziative finalizzate alla gestione aziendale.

Il corso fornisce aspetti metodologici ed operativi relativi al controllo di gestione. Al termine del corso l’allievo sarà in grado di:

• analizzare contesti aziendali, evidenziando la capacità dell’impresa di generare e gestire risorse monetarie. Sarà inoltre in grado di valutare la convenienza degli investimenti e svolgere in maniera adeguata il processo di controllo di gestione;
• identificare, formulare e risolvere problemi di gestione aziendale utilizzando tecniche e strumenti adeguati;
• affrontare processi di tipo problem solving in riferimento agli aspetti connessi alla gestione dei processi aziendali, con specifica attenzione alle risorse tecniche ed umane; comprendere l’impatto di soluzioni tecniche sulla situazione economico-finanziaria dell’impresa;
• elaborare giudizi autonomi su quale sia la capacità di auto-finanziamento di un’impresa, su come utilizzare i diversi metodi di valutazione degli investimenti e su quale sia il sistema di rilevazione dei costi più adatto alle diverse realtà aziendali;
• comunicare con responsabili della gestione aziendale con proprietà di linguaggio e padronanza dei termini tecnici.

L’insegnamento prevede 54 ore di didattica tra lezioni frontali ed esercitazioni

L'esame è orale. Il corso prevede la realizzazione di un project work di gruppo attraverso cui dimostrare la padronanza degli strumenti forniti.

Il programma del corso risulta articolato in 4 moduli:

1. CONCETTI PRELIMINARI: RICHIAMI SUI COSTI (9 ore)

Il processo di formazione dei costi e criteri di classificazione dei costi
Il concetto di profitto e il calcolo analitico del punto di pareggio (BEP)
Il BEP e la potenzialità economico-strutturale aziendale

2. GESTIONE DEI PROCESSI AZIENDALI (15 ore)

L’analisi e valutazione dei processi: tecniche di mappatura ed indicatori di performance
La reingegnerizzazione dei processi (Business Process Reengineering) ed il miglioramento dei processi (Business Process Improvement)

Il Business Process Management (BPM)

3. LO SVILUPPO DI UN NUOVO PRODOTTO (15 ore)

Fasi di sviluppo di un nuovo prodotto

Modelli strategici di NPD (New Product Development)

Ciclo di sviluppo di una tecnologia

4. PIANIFICAZIONE AZIENDALE (15 ore)
La definizione di un Business Model
La struttura e le applicazioni del Business Plan
Gli aspetti della pianificazione (strategica, di marketing, organizzativa, operativa e economico-finanziaria)
Tutela della proprietà intellettuale e ricerca di brevetti

[1] Anthony R.N., Hawkins D.F., Macrì D.M., Merchant K.A., Sistemi di controllo, McGraw-Hill;
[2] Dispense e materiale didattico forniti dal docente.

The course is designed to provide a perspective lens to review/design the entire enterprice architecture according to the concept of business model, as a key element to connect the strategy to the organization and to processes.

The proposed model, inspired by the emerging interdisciplinary approaches in business schools, considers the issue of value creation in organizations as the main focus of interest. Each of the company's dimensions - strategic, organisational, process and technological - is analysed both with regard to the specific models and tools that allow detailed planning and through an holistic interconnection logic that uses the Business Model as an approach to representation.

The course aims to provide an integrative approach to the analysis of the environment inside and outside the company, to the understanding of the key factors of competitive advantage, to the study of strategic components, to the models and tools for operations.

Knowledge and understanding. The student must have a solid background with a broad spectrum of basic knowledge related to the understanding and optimization of business processes according to an integrated approach to business management. In particular, the student must:

• have the basic cognitive tools to think analytically, creatively, critically and have the ability to abstract and solve problems within complex systems;
• have a thorough knowledge of the concept of the business model and of the key variables for the definition of the strategy and for the management of the business;
• have a solid knowledge of the existing networks and the network logic on which the collaboration relationships between companies;
• know how to analyse the theoretical and practical foundations of Business Process Management in order to understand the functioning of companies in terms of tasks, events, organizational roles and decision-making;
• have a critical and detailed knowledge of the theoretical foundations, methodologies and techniques for the design of organisational structures and mechanisms;
• have a good knowledge of new Information and Communication Technologies in order to enable the digitisation of businesses;
• possess the fundamental conceptual tools for the definition of an enterprise architecture to harmonize business processes, business strategies and technological solutions.

Applying knowledge and understanding. The student must demonstrate the ability to apply, independently and critically, the knowledge acquired during the training course. In particular, after the course the student should be able to:

• identify and appropriately use the principles and tools of the business model to design business development and management strategies;
• recognize, analyze and solve an organizational problem;
• identify and apply methodologies, languages and modeling tools for the analysis of business processes;
• describe and use the main technologies and platforms information technology as well as the main applications and architectures for big data, data security and design of new products;
• manage information, processes and resources to support the life cycle of products and services in complex business environments.

Making judgements. Students are guided to learn and critically apply the models and methods of analysis acquired during the course identifying – with a high degree of autonomy and in a logic of integration – strategic, organizational and technological solutions for the creation of value and optimization of business processes.

Students must therefore be able to operate in their own disciplinary and operational fields and manage complexity by collecting, processing and interpreting data, procedures and theories in a perspective of problem solving.

Communication

Students must demonstrate that they have acquired the necessary skills to:

• - guarantee an effective and correct oral and written communication of the acquired knowledge, taking into account the level of cultural preparation of the interlocutors;
• - organize the dissemination material and the communication of the research results using the scientific knowledge and the methodological tools learned.
• - organise dissemination material and the communication of research results using the scientific knowledge and methodological tools learnt.

Learning skill. Students must acquire the critical ability to relate, with originality and autonomy, to deepen and develop autonomously in the professional field the knowledge and skills gained in relation to business processes, business model and technological solutions to be adopted.

Students must be able to update his knowledge and methods of investigation through opportunities for comparison and learning in their field of competence with a view to continuing their studies at a higher level (PhD) or in the broader perspective of cultural and professional self-updating of lifelong learning. Therefore, students must be able to switch to different forms of presentation from the original texts, in order to memorize, summarize for themselves and others, to disseminate scientific knowledge.

The training programme privileges transdisciplinarity and complementarity between didactic modules. Specifically, the course consists of:

• - frontal lessons, aimed at the exchange of knowledge and the development of a critical conscience within the disciplines studied through the transmission of concepts, models and interpretative schemes.   
• - exercises, aimed at promoting the understanding of theories and models as well as facilitating the use of technologies and operational tools analysed in the classroom.
• - analysis of case studies, aimed at verifying and contextualizing what has been learned at a theoretical level through the frontal lessons.
• - group work, aimed at strengthening cognitive and operational learning by applying the logic of the Business Model and the theoretical notions acquired with frontal teaching. Group work is implemented in parallel with the training modules and discussed publicly at the end of the course to stimulate the comparison of competences and communication skills.

In order to promote an interactive learning experience and circular communication, students are invited to participate in the lesson with independent judgment, starting the debate in the classroom and presenting real cases.

The exam is written. In addition, provision may be made for an oral examination to supplement the written examination. The presentation of the Project work carried out during the course is part of the verification of the acquired competences. During the exam the student is asked to argue theories, models and methodologies that are the subject of the study program to verify the level of knowledge and understanding of the topics covered as well as the degree of skills acquired. The student may be asked to do exercises and illustrate real cases related to the proposed question.

Office Hours: by appointment; contact the instructor by email or at the end of class meetings.

The course consists of four parts. Each section is divided into specific training modules.

PART A – Business and Innovation Strategy (27 hours): Foundation of Strategy; Business Model;

PART B – Organisational Analysis (27 hours): Network Analysis and Modelling; Organisational Theories and Structures;

PART C – Business Process Management (27 hours): Enterprice Architecture, Business Process Management Lifecycle; Business Process Mining; Process Modelling Standards;

PART D – Information and Communication Technologies (27 hours): taxonomy of business technologies; instruments for digitisation of business activities; Product Lifecycle Management; new technological trends.

[1] Alexander Osterwalder A., Pigneur Y., Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, Hoboken, 2010.

[2] Creswell J.W., Research Design, SAGE Publications.

[3] Bryman A., Bell E., Business Research Methods, Oxford Press.

[4] Powel W.W., Neither Market nor Hierarchy: networks forms of organizations, Research in Organizational Behaviour, vol 12, 1990.

[5] Mintzberg H., The Structuring of Organizations, Prentice-Hall, Englewood Cliffs, 1979

[6] Allee V., A value network approach for modeling and measuring intangibles, White Paper, 2002

[7] Zachman J. A., “A framework for information systems architecture”, IBM Systems Journal, Volume 26, Issue 3, 1987.

[8] Sowa J. F., Zachman J. A. (1992) “Extending and formalizing the framework for information systems architecture”, IBM Systems Journal, Volume 31, Issue 3, 1992.

[9] Slide e presentazioni fornite dal docente durante le lezioni

Conoscenze base di organizzazione aziendale

Il corso ha l’obiettivo di fornire le conoscenze di contesto, tecniche e metodologiche per la gestione di un progetto. Queste conoscenze si concentrano sulle caratteristiche di un progetto, sulla funzione del Project Management, sul ruolo del Project Manager e del Project Team in relazione ai diversi modelli organizzativi in cui si trovano ad operare. Vengono inoltre approfonditi:

• i processi di gestione di un progetto: avvio, pianificazione, esecuzione, monitoraggio e controllo, chiusura;
• i principali strumenti metodologici, come WBS, Gantt, Critical Path Method (CPM), Earned Value Management (EVM);
• le conoscenze manageriali di base e comportamentali.

Conoscenze e comprensione

• Comprendere il valore e l’importanza di una metodologia di project Management;
• Apprendere i concetti principali del project Management e acquisirne la terminologia di base;
• Comprendere il ruolo del Project Manager, le sue competenze chiave e i percorsi professionali;
• Conoscere gli attori, i processi, gli output e le tecniche fondamentali della gestione dei progetti.

Capacità di applicare conoscenze e comprensione

• Essere in grado di sviluppare un piano di progetto e monitorarne l’avanzamento;
• Sviluppare la capacità di gestire le informazioni di un progetto e la sua reportistica mediante software specialistico.

Lezioni frontali, finalizzate all’apprendimento dei concetti principali del project Management e all’acquisizione della terminologia di base.

Esercitazioni: finalizzate a favorire la comprensione di strumenti, tecniche e output di progetto che includono: Valutazione Benefici Economici di Progetto; Redazione Project Charter; Mind mapping; Creazione della WBS; Costruzione del reticolo logico e calcolo del critical path; Introduzione all’uso del software di project management; Realizzazione con sw di PM di WBS e Schedule su caso di esempio; Calcolo indici di performance e creazione report di avanzamento con SW di PM su caso d'esempio; Valutazione dei rischi di progetto.

Project Work di gruppo: finalizzato ad acquisire la capacità di lavorare in gruppo e di sviluppare un project plan. In gruppi di lavoro da 4-5 membri, gli studenti preparano un documento di pianificazione di un progetto su un caso di studio. Il piano coniene gli output principali derivanti dai processi di pianificazione, incluso l’analisi degli stakeholder e dei rischi. Alcuni degli output dovranno essere creati mediante lo strumento software.

Per i frequentanti:

Project Work: è finalizzato allo sviluppo di un piano di progetto su un caso applicativo utilizzando strumenti, tecniche e software di project management.

Esame Scritto: è finalizzato alla verifica delle conoscenze acquisite relativamente all’insieme dei processi e delle aree di conoscenza del project management, e degli specifici strumenti e tecniche.

Per i non frequentanti:

Esame Scritto e Orale: è finalizzato alla verifica delle conoscenze acquisite relativamente all’insieme dei processi, delle aree di conoscenza del project management, e degli specifici strumenti e tecniche

Orario di ricevimento: previo appuntamento da concordare via email o al termine delle lezioni.

Introduzione al Project Management (12 ore)

Evoluzione del Project Management (PM)Progetti e processi; Terminologia del PM; Risorse e ruoli in un’organizzazione per progetti; Valore del PM; Standard e Associazioni di PM; Certificazioni in PM; Framework e Processi di PM; Lifecycle del progetto e fasi; Programma, portfolio e progetto; Stakeholder del progetto; Avvio del Progetto; Obiettivi e Benefici Economici del Progetto; Caratteristiche del Project Charter; Analisi degli stakeholder.

Pianificazione del progetto (18 ore)

Definizione del project management plan; Pianificazione Scope; Obiettivi di progetto e attività; Breakdown Structures; Raccolta dei requisiti; Caratteristiche della Scope Baseline; Strutturazione della Work Breakdown Structure; Definizione di deliverable; Organizzazione del Team; Pianificazione dei Tempi; Definizione delle Attività; Precedence Diagramming Method; Definizione dello Schedule Network Diagram; Metodo del Critical Path; Metodi di visualizzazione del Project Schedule; Pianificazione dei Costi; Cost baseline e budget; Stima di risorse, tempi e costi; Analisi delle riserve di progetto.

Esecuzione, Monitoraggio e Controllo del Progetto (14 ore)

Controllo di scope, tempi e costi; Validazione dello scope; Tecnica dell’Earned Value Management (EVM); Indici di performance dei progetti; Stime a finire per il progetto; Gestione delle risorse umane, delle comunicazioni e degli stakeholder; Teorie di gestione delle risorse umane; Gestione dei conflitti; Importanza della comunicazione e pianificazione della gestione delle comunicazioni; Processi per l’engagement degli stakeholder.

Gestione di qualità e rischi del progetto (6 ore)

Concetti di qualità; Pianificazione della qualità; Strumenti e tecniche per la qualità; Assicurazione e controllo della qualità; Definizione di rischio; Tipologie di rischio; Pianificazione della gestione dei rischi; Identificazione e valutazione dei rischi; Matrice di probabilità e impatto dei rischi; Strategie di risposta al rischio; Riserve di contingency.

Integrazione e chiusura del progetto (4 ore)

Processi di gestione degli Approvvigionamenti; Tipi di contratto; Documenti di richiesta approvvigionamenti; Gestione delle informazioni di progetto; Reporting delle perfomance; Gestione integrata delle modifiche; Gestione della configurazione; Attività di chiusura di un Progetto; Lessons learned.

•     Project Management Institute, “Project Management Body of Knowledge” – 5th Edition, (2013)

•     H. Kerzner, “Project Management: A Systems Approach to Planning, Scheduling, and Controlling” – 11th Ed., John Wiley & Sons (2013)

•    R. Mulcahy, “PMP Exam Prep: Accelerated Learning to Pass PMIs PMP Exam” – 8th Ed., Rmc Publishings (2013)