Politecnico di Torino
Politecnico di Torino
Politecnico di Torino
Academic Year 2017/18
Project management
Master of science-level of the Bologna process in Engineering And Management - Torino
Teacher Status SSD Les Ex Lab Tut Years teaching
De Marco Alberto ORARIO RICEVIMENTO A2 ING-IND/17 40 40 0 0 15
SSD CFU Activities Area context
ING-IND/17 8 B - Caratterizzanti Ingegneria gestionale
Subject fundamentals
This course guides students through Project Management knowledge and skills needed to successfully initiate, plan and manage projects in various industries and organizations. To stay competitive project-based businesses have sought to shorten production times, minimize resources and mitigate risks by effectively using a variety of Project Management methodologies and tools. The course will present these important aspects of successful Project Management implementation via teaching the theory, methods and quantitative tools used to organize, direct, and control projects. Management methods will be also revealed through practice and hands-on project team works from real-world situations.
Expected learning outcomes
A project management framework will be used to illustrate how projects are managed through evaluating, financing, organizing, planning, monitoring, and controlling with reference to both traditional waterfall and agile project management processes. Within this framework, students will learn the main theories, methodologies and software tools necessary for each aspect of the Project Management process. By the end of the term students will be then able to adapt and apply the framework to effectively manage a project.
In particular, students will develop knowledge and methods for effectively organize, plan, and control projects in various industries and organizations. As learning outcomes, students are expected to understand:
- how project organizations and projects are structured
- governance of project management
- communication and teamwork in projects
- project financing, assessment and strategic planning
- project scope management
- cost, schedule and resource monitoring and control
- risk management, uncertainty and contingency management
To this end, students will acquire hands-on skills and learn how to use techniques and software tools to effectively manage a project. Such competencies/skills will include:
- define a project management organization
- implement a traditional waterfall project management framework
- apply agile project management techniques and use corresponding software packages
- evaluate project feasibility and define the financial structure of project funding
- initiate a project and create a project budget
- schedule time and resources for complex projects
- define performance metrics for project monitoring and use Earned Value Management techniques to monitor and forecast project performance
- use advanced features of project planning and teamwork management software
Prerequisites / Assumed knowledge
It is assumed that students have basic knowledge in statistics, economics, and capital budgeting.
Section 1: Project Feasibility & Organization. Project feasibility involves evaluating possible projects, determining the appropriate capital structure and financing mechanism, and organizing the company and the project teams for competitiveness. Project portfolio and programs are also key to successful organization of a project-based company.
Section 2: Project Planning & Scheduling. Project planning involves establishing the Work Breakdown Structure, mapping this structure to the established organization and setting a schedule using various deterministic or probabilistic techniques such as Critical Path Method, Critical Chain, or Program Evaluation and Review Technique. Effective decision making competences are included in planning and scheduling processes.
Section 3: Project Contracting. Managing a project involves appropriate design and management of main contract, including a delivery system, a payment scheme and an award method.
Section 4: Project Monitoring & Control. Project Monitoring refers to the configuration and metrics used to monitor the progress, cost and schedule of a project throughout its life. Earned Value Analysis is one project management tool used to help answer these questions. Based on the information gathered through the Project Monitoring system, corrective action may be required to keep a project on track.
Section 5: Project Risk Management including risk identification, analysis, contingency management and response plans.
Delivery modes
The course will be taught through a series of lectures, software tutorials and team work. Lecture time will be used for both teaching course materials and class discussion. Classroom participation is strongly encouraged during lectures.
Practice hours will be used to support and enhance the materials covered in the lectures through a capstone practical long term project to be developed in small internationally-blended teams, a case study paper writing and home assignments to solve individually.
The expected total study load for this 8-credit course is from 200 to 240 total hours, including class, team work, individual
assignments and study time.
Texts, readings, handouts and other learning resources
Course materials will include both textbooks, e-textbooks, course slides, software usage tutorials, case-study readings, business cases, recommended paper readings and additional resources. All course materials will be posted on the course website either prior or after class depending on pedagogical best option. Datasheets, assignments and project work instructions will be also distributed via the course website. A non-exhaustive list of learning resources is anticipated as follows.
Main textbooks:
- De Marco, A. (2011) Project Management for Facility Constructions, Springer, Free educational e-book version
- Nicholas, J.M., Steyn, H. (2011). Project Management for Engineering, Business and Technology, Routledge
Recommended readings:
- Meredith, J. and Mantel, S., (2000) Project Management: A managerial Approach, 4th Edition, J. Wiley & Sons New York
- Hendrickson, C. (2006). Project Management for Construction, on-line at: www.ce.cmu.edu/pmbook/
Business cases:
- Sampa Video Inc., Harvard Business Case 9-201-904
- The Atek PC Project Management Office, Harvard Business Case 9-308-049
- Ariba Implementation at MED-X, Kellogg School of Management, KEL 224
- Turner Construction Co.: Project Management Control Systems, Harvard Business Case 9-190-128
- MDCD Inc, Kellogg School of Management, KEL 170
Assessment and grading criteria
Assessment of learning outcomes will require students to demonstrate that they can:
- Select and implement traditional or agile management techniques to manage a project
- Use effective management techniques in their team work and use software for collaborative project teams
- Prove ability in business evaluation and project financing
- Develop a project charter and business case
- Plan scope, cost and resources.
- Prepare and track a project detailed schedule using both deterministic and probabilistic techniques and related professional project planning software tools
- Track progress, monitor and control successful accomplishment of projectís objectives of time, cost and quality.
- Use rigorous managerial methods for decision making in complex case scenarios. Identify, assess and respond to project risks

The corresponding total grade mark will be summing the following components of assessment:
- a final written test, duration 2 hours, closed book, composed of a set of three exercises/problems to score a maximum of 18 points, with min 10 pts to pass.
- Capstone project team work: max 9 pts
- Individual home assignment #1: max 1 pt
- Individual home assignment #2: max 1 pt
- Optional oral exam: +/- 2 pts
Students that will fulfill all requirements within the end of the term, including passing the written test at first available date, will be awarded extra 2 points as a recognition for accelerated learning progress.

Programma definitivo per l'A.A.2017/18

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