L'unità ha come scopo quello di avvicinare lo studente ai fondamenti dell'ingegneria gestionale. In particolare, i focus saranno sulla contabilità esterna - bilancio con documenti correlati, operazioni elementari di contabilità, lettura del bilancio e degli indici - su quella interna - controllo di gestione e principali tecniche, equilibrio di breve e analisi di break even. Si pone inoltre l’attenzione sulla valutazione degli investimenti - metodi di valutazione DCF e non DCF, flussi di cassa; sulla pianificazione della supply chain - logistica in uscita, produzione, valutazione dei fornitori e ciclo di pianificazione e controllo; infine sulla gestione dei progetti - organizzazione per progetti, tecniche di controllo reticolari, pianificazione e ri-pianificazione.
FOR FOREIGN STUDENTS
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.
L'unità mira a fornire competenze tecniche di: valutazione dei rischi, individuazione delle misure preventive, pianificazione, progettazione di procedure atte a prevenire o ridurre i rischi durante l’esecuzione dei lavori, individuazione delle fasi critiche, capacità di coordinamento delle attività per evitare interferenze pericolose, gestione delle emergenze (incendio – infortunio – terremoto – attentati – calamità naturali in genere). Il corso prepara l'allievo a sostenere l'esame per ottenere la certificazione NEBOSH, il British Standard per la sicurezza e l'organizzazione dei cantieri. L'unità è valida come corso di aggiornamento obbligatorio per CSE, CSP (D.Lgs. 81/08) e per l’ottenimento della qualifica RSPP, Responsabile del Servizio di Prevenzione e Protezione (modulo A, B, C).
FOR FOREIGN STUDENTS
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.
Ogni persona / professionista dovrebbe pianificare la propria situazione finanziaria come fa un'azienda: il fatturato corrisponde allo stipendio di una persona, i costi aziendali corrispondono ai costi per vivere della persona e della sua famiglia, il fcf (free cash flow) di un'azienda corrisponde al contante che una persona riesce a risparmiare ogni mese. Esattamente come un'azienda deve investire il proprio fcf per crescere, così una persona deve sapere investire i propri risparmi che generare una situazione finanziariamente solida e sicura nel lungo termine. Le tecniche del Value Averaging costituiscono uno strumento utile per ottenere questo risultato.
FOR FOREIGN STUDENTS
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.
L'unità ha lo scopo di preparare gli studenti ad ottenere le prestigiose certificazioni rilasciate dal PMI®, aiutando a comprendere gli approcci, i metodi e le tecniche fondamentali del PMBOK® Guide. Il percorso è strutturato in moduli e comprende giornate d’aula, affiancate ad esercitazioni per l’applicazione delle tecniche apprese. Il corso è valido come formazione obbligatoria per l’iscrizione agli esami CAPM® e PMP®.
FOR FOREIGN STUDENTS
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.
L’unità didattica ha l’obiettivo di formare gli studenti secondo il modello di competenze IPMA (international Project Management Association) denominato ICB® (Individual Competence Baseline).
L’ICB copre oltre alle competenze tecniche e metodologiche del PM anche quelle definite “comportamentali" e “contestuali".
Il modello IPMA prevede 15 competenze comportamentali che il PM deve impegnarsi a sviluppare così come quelle di natura tecnica. La leadership, l'orientamento ai risultati, l'apertura, la negoziazione, l'affidabilità, la gestione dei conflitti e crisi sono alcune delle tematiche che sono trattate all’interno di questa unità didattica.
L’unità didattica prevede inoltre la trattazione di elementi definiti “contestuali” che completano il bagaglio di competenze di un PM (finanza, legale, hsse, tecnologia, business, organizzazione permanente, ecc.).
Il corso offre l’opportunità di poter accedere alla Certificazione IPMA di Livello D che non prevede prerequisiti esperienziali, oppure a livelli superiori qualora il partecipante fosse in possesso dei requisiti richiesti.
FOR FOREIGN STUDENTS
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.
Il modello organizzativo della Lean e la metodologia di problem solving Six Sigma rappresentano due riferimenti importanti per tutte le aziende che desiderano migliorare le proprie prestazioni, introducendo un programma di Miglioramento Continuo. La formazione per Green Belt Project Leader permette ai partecipanti del corso di condurre progetti di miglioramento all’interno delle aziende e al tempo stesso di sviluppare le proprie competenze di Project Management. I progetti Lean Six Sigma migliorano i processi aziendali e offrono l’opportunità di acquisire competenze interfunzionali indispensabili per ricoprire ruoli manageriali. Non a caso la General Electric, una delle aziende cha ha contribuito a sviluppare la metodologia Six Sigma, utilizzava questo percorso formativo per far crescere i propri dirigenti. Le competenze gestionali e di data analysis acquisite mediante un corso per Green Belt Project Leader sono la chiave per raggiungere alti livelli di competitività e, uniti alla digitalizzazione, costituiscono i principali elementi fondanti l’Industry 4.0.
FOR FOREIGN STUDENTS
The Lean organizational model and the Six Sigma problem solving methodology represent two important references for all companies wishing to improve their performance, introducing a Continuous Improvement program. Green Belt Project Leader training allows course participants to conduct improvement projects within companies and at the same time to develop their 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 helped develop the Six Sigma methodology, used this training path to grow its managers. 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.
L'unità si articola in 2 parti pricipali:
La prima, riguardante la valutazione immobiliare, è composta da 4 moduli organizzati in due parti:
- inquadramento del problema, dal punto di vista tecnico economico e gestionale;
- casi studio ampiamente documentati e presentati da esponenti di grande aziende del settore.
La seconda parte del corso prende in considerazione gli strumenti e metodi di valorizzazione immobiliare. Questa intende rappresentare il processo di valorizzazione immobiliare, illustrando le metodologie e le leve tecniche, economiche e gestionali che costituiscono le migliori prassi. L'unità è patrocinata dalla Royal Institution of Chartered Surveyors (RICS).
L'unità sarà tenuta da docenti del Politecnico di Milano, esperti del comparto e fruirà del contributo di esponenti di spicco di alcune tra le più importanti imprese e/o organizzazioni operanti nel settore (CBRE e Generali Real Estate, Beni Stabili Siiq, Generali Real Estate e Valore Reale Sgr.)
FOR FOREIGN STUDENTS
The unit is divided into 2 main parts:
The first, concerning the real estate appraisal, is made up of 4 modules organized in two parts:
- framework of the problem, from a technical, economic and managerial point of view;
- case studies widely documented and presented by representatives of large companies in the sector.
The second part of the course takes into consideration the tools and methods of real estate valorization. This intends to represent the process of real estate valorization, illustrating the methodologies and the technical, economic and managerial means that provide best practices. The unit is sponsored by the Royal Institution of Chartered Surveyors (RICS).
The unit will be held by professors from the Polytechnic of Milan, experts in the sector and will benefit from the contribution of leading representatives of some of the most important companies and / or organizations operating in the sector (CBRE and Generali Real Estate, Beni Stabili Siiq, Generali Real Summer and Royal Value Sgr.)
Il nuovo Codice degli Appalti, le Linee Guida ANAC n° 1, n° 2 e n°3 e lo Schema di DPCM per la definizione dei requisiti tecnico organizzativi per l’iscrizione all’elenco delle stazioni appaltanti qualificate (art.38, comma 2, del d.lgs. 50 del 2016) del febbraio 2018, enfatizzano di fatto l’importanza dell’attività di Project Management sia per i RUP che per i partecipanti agli appalti di lavori e/o servizi di ingegneria e architettura.
Allo scopo esiste la possibilità di essere certificati come Project Manager può essere certificato ai sensi della Legge 4/2013 (“Disposizioni in materia di professioni non organizzate”) e della Norma UNI 11648:2016 ed essere iscritto nell’apposito elenco di Accredia.
Ma come si può divenire Project Manager certificato in base alla legge e alle succitate norme? Bisogna ammettere che l’iter per i potenziali candidati appare spesso confuso; quali sono infatti i percorsi per raggiungere l’obiettivo certificazione, e quale è il percorso ottimale, e quali prospettive può dare la certificazione di Project Manager?
Il presente modulo didattico intende fornire ogni informativa indispensabile per un’adeguata partecipazione all’esame per la “Certificazione di terza parte” di Project Management in conformità alla Norma UNI 11648:2016 ai sensi della Legge 4/2013, esame da effettuarsi presso un Organismo di Certificazione accreditato da Accredia. I PM certificati saranno iscritti nell’apposito Registro Accredia, così come previsto per Legge.
Il modulo propone innanzitutto i riferimenti della Legge e delle normative in relazione agli obiettivi di cui sopra. Il relatore del modulo illustrerà con adeguata documentazione, perché conviene essere certificati come Project Manager ai sensi della Legge 4/2013 con l’inserimento nell’apposito elenco di Accredia, sia per i RUP, per i liberi professionisti e società d’ingegneria e imprese, infatti negli appalti - sia di servizi che di lavori - gestiti con il criterio dell’offerta economicamente più vantaggiosa, i punteggi relativi agli aspetti organizzativi sono premianti con la presenza di figure di Project Manager certificati.
Infine, allo scopo di un adeguato allineamento al corso relativo all’applicazione del Project Management nel campo delle strutture e infrastrutture, il relatore ha previsto case studies - in cui il relatore stesso è stato Project Manager o consulente per il Project Management - tipici dell’ingegneria civile strutturale, edile ed infrastrutturale, e ciò quale viatico per guidare i partecipanti alla prova orale di cui sopra.
FOR FOREIGN STUDENTS
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 emphasize the importance of Project Management activity both for the ORs and for the participants in the contracts for works and / or engineering and architecture services.
For this purpose there is the possibility of being certified as a Project Manager in accordance with Law 4/2013 ("Provisions relating to unorganized professions") 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 paths to achieve the certification goal, and what is the optimal path, and what prospects can Project Manager certification give?
This didactic module intends to provide all the necessary information for an adequate participation in the examination for the "Third Party Certification" of Project Management in compliance with the UNI 11648: 2016 Standard pursuant to Law 4/2013, examination to be carried out at a Body Certification certificate accredited by Accredia. Certified PMs will be registered in the appropriate Accredia Register, as required by law.
The module first proposes the references of the Law and regulations in relation to the above objectives. The speaker of the module will illustrate with adequate documentation, because it is convenient to be certified as a Project Manager pursuant to Law 4/2013 with the inclusion in the appropriate list of Accredia, both for the ORs, for freelancers and engineering companies and companies In fact, in the contracts - both for services and for works - managed with the criteria of the most economically advantageous offer, the scores relating to the organizational aspects are rewarding with the presence of certified Project Manager figures.
Finally, for the purpose of adequate alignment with the course relating to the application of Project Management in the field of structures and infrastructures, the speaker has foreseen case studies - in which the speaker himself was Project Manager or consultant for Project Management - typical of the structural, building and infrastructural civil engineering, and this as a stepping stone to guide the participants in the above oral test.
In-depth analysis of the Construction Contract (“Appalto”) for private works. For comparative reasons, reference will be made to the public works regulations under Italian Law, if needed.
The students will learn:
- The construction contract as a typical contract in the Italian Civil Code: definitions and contents.
- Requirements. Validity. The subjects of the construction contract.
- Legal status. Comparison with other contracts.
- Compensation and price adjustments in construction contracts.
- Contract performance: materials, subcontract, prerogatives of the parties.
- Contract performance: surveillance, variations, completion.
- Contract performance: impossibility of performance, defects and defects liability.
- Construction contract: termination and other contract events.
- Cooperation among businesses: JVA and related agreements.
- Project contract as a tool to manage risk.
- World legal systems and general contract formation rules.
- Project contract: essential clauses.
- Project contract: liability clauses.
- Project contract: extra-contractual liability.
- Project contract: defects and warranties.
- Project contract: disruptions.
- Project contract: dispute resolution.
In this unit the students will learn:
- Project definitions and types of contracts: E.P.C., Service, Lump Sum, Reimbursable, Semi-Reimbursable
- Main elements of the contract & contractual documentation (general conditions, special conditions)
- Overview of the main guarantees and liabilities
- Contractual structures and kind of partnership: JV, Consortium, Nominated Sub Contractor
- Analysis of contractual clauses regarding the different types of contracts analyzed
- An introduction to the principles of claim management
- Case studies
The students will have the chance to listen to and to meet with:
- Nicola Di Pietro, Department Procurement Adviser, Projects Directorate, EUROPEAN INVESTMENT BANK
- Marco Padovan, Founder, STUDIO LEGALE PADOVAN
- Simone Arena, Foreign Legal Department, IMPRESA PIZZAROTTI & C SPA
- Vinicio Fasciani, General Counsel, SALINI-IMPREGILO SPA
- Gianluca Buoro, General Counsel, DANIELI AUTOMATION SPA
- Angelo Bianchi, PMP, Independent Consultant, Public Procurement Specialist
- Franco Lusuriello, Managing Director Design & Construction BUILDING ENERGY SPA
- Francesco Fava, Technical Director, CONTECO CHECK SRL
- Sauro Mostarda, Head of Operations, SOLAR VENTURES SRL
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.
This unit will describe in detail all the aspects of FIDIC contracts which are relevant for claim management. It will be a "hands-on approach" with real cases shown and commented by professional of international experience.
The students will learn:
- Procurement considerations
- Contract selection and risk allocation
- Engineer duties in relation to claims FIDIC 1999 & FIDIC 2017
- Notices in relation to claims FIDIC 1999 & FIDIC 2017
- Time bar in relation to claims FIDIC 1999 & FIDIC 2017
- Provisions in Clauses 1 (General) and 2 (The Emplyer) that are frequently involved in claims
- Contentious issues in relation to Engineer's instructions and determinations
- Provisions in Clause 4 (The Contractor) that are frequently involved in claims
- Commencement and Time for Completion – Sub-Clauses 8.1, 8.2 and 8.3
- Rates of Progress and Delay Damages - Sub-Clauses 8.6 and 8.7
- Employer’s Taking Over the Works - Clauses 9, 10, 11, and 12 (DB and EPC), Variations: Clause 13
- The payment mechanism under FIDIC contracts and its management, rights and obligations of the parties under Clause 14
- Employer’s Termination of the Contract – Generalities on Clause 15
- Suspension and Termination by Contractor – Generalities on Clause 16
- Generalities on Clauses 17 (Risk and responsibilities) and 18 (Insurance)
- Force Majeure – Generalities on Clause 19
- Claim Disputes and Arbitration, Fidic MDB clause 20, Fidic 2017 Clauses 20 & 21
- Dispute Boards, History, Three Party Agreement, DAB General Conditions
- DAB Procedural Rules, DAB additional Procedures
This unit will take the students through the complex matter of delay analysis in international projects, the various methodologies and the forensic use of delay analysis.
The students will learn:
- Types of excusable delay
- Types of non-excusable delay
- Productivity
- Float ownership
- Importance of the baselines and updates
- Non-CPM schedules, including: Just in Time, Lean Construction, LoB and Gantt
- General FSA concepts, adjudicator perspective
- Planning and scheduling basics
- General FSA concepts, practice in Italy
- FSA methods overview: basic considerations in all FSA methods
- As-Planned vs As-Built: how does it work
- CPA: how does it work
- TIA: how does it work
- CAB: how does it work
- Concurrent Delay and Special Issues
- Why different methods yield different results
This unit aims at detailing the various elements of cost which must be taken into account when determining the quantum in a claim.
The students will learn:
- Introduction to tendering
- Tender priming with reference to claim evaluation
- Claim & VO management
- Total cost claims
- Modified total cost claims
- Productivity analysis
- Composition of overheads costs
- Case study of overheads costs
The students will be presented with the major topics on administered arbitrations and on ad hoc arbitrations. As in the construction industry the most frequent is the ICC one, focus will be placed on it without forgetting the ICSID arbitration and the UNCITRAL rules.
The students will learn:
- Management of claims. Analysis of employer and contractor’s risk events that give rise to claims.
Causes and effects.
- The dispute resolution mechanism (mainly FIDIC forms): Engineer’s determination, DAB, amicable settlement, arbitration.
- Dispute boards: origin and development, dispute avoidance and dispute resolution roles, practice and procedure.
- The FIDIC context: from engineer’s decisions to dispute board. The reasons why dispute boards replaced engineers as dispute resolvers.
- The Italian experience with dispute boards. Mechanisms currently in place or under consideration to resolve construction disputes.
- The binding nature of dispute board decisions.
- Overview of the UK adjudication under the Housing Grants, Construction and Regeneration Act 1996.
- Treatment of adjudicators’ decisions by UK courts for enforcement purposes.
- Status of dispute boards’ decisions in international construction contracts under FIDIC conditions.
- Cases on the enforcement of dispute board’s decisions, from the arbitration case that paved the way for the current enforcement trend.
- Principles of international arbitration (commercial vs investor/state arbitration, substantive and procedural law, New York convention and the model law (UNCITRAL)).
- The arbitration context: jurisdictional, procedural and substantive issues in construction disputes.
The arbitration agreement.
- Multi-tiered arbitration clauses.
Arbitral tribunal and state courts in the conduct of arbitration proceedings.
- Typical procedural issues (briefs, written and oral evidence, document production, hearings and witness examination).
- Substantive issues: role of the contract and of the applicable substantive law.
The students will learn:
- The arbitration agreement
Do’s and don’ts when drafting arbitration clauses
The seat of arbitration
The language of the proceedings
The applicable substantive law
- Institutional and Ad Hoc arbitration
Definitions and features
Main differences
The arbitration system of the major arbitral institutions
- CAM Rules of Arbitration
Main features
- ICC Rules of Arbitration
Uncitral Arbitration Rules
Main features
- The Arbitral Tribunal
(number, appointment, independence and impartiality, role, powers)
- US arbitration
- US arbitration vs. US Court litigation
- Evidence in international arbitration (documentary evidence, witness statements/expert reports, examination of witnesses and experts)
- THE RELATIONSHIP BETWEEN COUNSEL AND CLIENT: A. Counsel and client cooperation in preparing a construction arbitration case, B. Counsel and client cooperation in locating and managing documental evidence
- INVESTOR STATE ARBITRATION: The definition of protected «investment», the difference between «contractual claims» and «treaty claims», substantive protections afforded by investment laws and treaties, the dispute settlement mechanism, investor State Arbitration, the ICSID Convention, Investor-State arbitration in the Construction Sector
CONTATTIDIREZIONE
prof.ssa arch. ing. Paola Ronca
tel: +39 02 2399 4381 | paola.ronca@polimi.it
SEGRETERIA DIDATTICA
dott. arch. Maria Grazia Mastrorillo
tel: +39 02 2399 4341 |
mariagrazia.mastrorillo@polimi.it
INFO E ISCRIZIONI
dott. ing. Marco Zucca
tel: +39 02 2399 4341 | marco.zucca@polimi.it
