Project and Construction Management Introduction, Politecnico Di Milano Presentation

Introduction to Project and Construction Management

POLITECNICO
MILANO 1863
DEPARTMENT OF ARCHITECTURE
BUILT ENVIRONMENT AND
CONSTRUCTION ENGINEERING
Project and Construction
management
1863
POLITECNICO
DI MILANO

Introduction
17.02.2025 | Fulvio Re Cecconi2
Project and Construction Management | @2025 Fulvio Re Cecconi
POLITECNICO DI MILANO

About the Course

Lessons will be divided into lectures, and project work sessions, where students will focus on
their projects. Attendance is not mandatory, but If students follow the classes I strongly
encourage them to follow attentively, as they will provide essential guidance for both the project
and the final exam.
Students come from diverse backgrounds-some may have already taken PM courses, while
others have not. Likewise, some may be familiar with the necessary concepts for this class, while
others may be encountering them for the first time. This will make teaching challenging, I need
your help.

Exam Format

• Project work (50%) - Assessed on quality and timeliness.
• Written exam (50%) - Evaluates knowledge and understanding.3
  POLITECNICO DI MILANO
  Project and Construction Management | @2025 Fulvio Re Cecconi

Course Calendar

17.02.25
24.03.25
28.04.25
21.02.25
28.03.25
02.05.25
We'll have a total of 90 hours split in 23 half
day classes.
24.02.25
31.03.25
05.05.25
In red when there will not be any class.
28.02.25
04.04.25
09.05.25
Two half days more to add as vacation
(open to suggestions).
03.03.25
07.04.25
12.05.25
07.03.25
11.04.25
16.05.25
10.03.25
14.04.25
19.05.25
14.03.25
18.04.25
23.05.25
17.03.25
21.04.25
26.05.25
21.03.25
25.04.25
30.05.25What is a project?
02OM
Vai su wooclap.com e usa o código BZKJPF
1
Project
13%
7 :
E
2
Product
87%
48
55 / 76
100 %
+
wooclap
O
C23
Project and Construction Management | @2025 Fulvio Re Cecconi
POLITECNICO DI MILANO

Definition of Project

A project is a temporary endeavor undertaken to create a unique product, service, or result.
Unlike ongoing operations, projects have a defined beginning and end, clear objectives, and
specific resources allocated to achieve those objectives.

Key Characteristics of a Project

• Temporary Nature: Projects have a specific start and finish. For example, constructing a new
  residential building has a defined timeline from groundbreaking to final handover.
• Unique Outcome: Each project produces a distinct result. Even if two buildings look similar, the
  context, design challenges, and site conditions make each project unique.
• Defined Objectives and Scope: Projects are driven by clear goals, such as improving safety,
  increasing capacity, or enhancing aesthetic appeal.
• Resource Constraints: Projects operate within specific budgets, timeframes, and available
  materials or labor.24
  POLITECNICO DI MILANO
  Project and Construction Management | @2025 Fulvio Re Cecconi

Project and Product Distinction

Project

New
construction
Custom-Designed Office Building
Constructed for a specific client with
unique design requirements, site
constraints, and a defined completion
date.

Product

Pre-fabricated Modular Building System
A standardized design produced repeatedly
in a controlled factory setting, offered as a
ready-to-use solution across multiple sites.

Renovation

Historic Building Restoration
A one-time effort to renovate a heritage
building with unique preservation
challenges and tailored upgrades.

Standardized Maintenance Service

An ongoing, routine service provided to a
portfolio of similar buildings, following
established procedures.
The PMBOK® Guide dwells on this difference by clearly defining a project as the temporary effort to
produce a unique product, and by distinguishing between managing the work to create that product
(project scope) and managing the characteristics of the product itself (product scope).25
Project and Construction Management | @2025 Fulvio Re Cecconi
POLITECNICO DI MILANO

Dual Nature Example: Project or Product?

Modular Housing System Development

• As a Project: When a company undertakes the design and construction of a new modular
  housing system for the first time, it is a unique, time-bound initiative with custom challenges
  (e.g., integrating innovative materials or meeting specific local regulations). Here, it's managed
  as a project with a clear beginning and end.
• As a Product: Once the system is developed and the design is standardized, the modules can
  be mass-produced and sold repeatedly. In this phase, the modular units are treated as a
  product-an ongoing offering to the market.
  This dual perspective shows how the same initiative can be viewed either as a one-off project
  or as a repeatable product, depending on the stage and point of view.26
  Project and Construction Management | @2025 Fulvio Re Cecconi
  POLITECNICO DI MILANO

Defining a Program

A program is a collection of related projects managed in a coordinated way to obtain benefits
and control not available by managing them individually.
Programs focus on the interdependencies between projects, aiming to achieve strategic
benefits or improvements that align with organizational goals. In construction, consider a scenario
where several related projects are grouped together, for example, a city development program
might include:

• Project 1: Construction of a new hospital.
• Project 2: Construction of adjacent parking facilities.
• Project 3: Development of a public park next to the hospital.
  These projects are interrelated and share resources (like contractors and materials), and they
  are coordinated to ensure that the overall infrastructure supports community health and
  well-being. Managing them as a program allows for optimization of schedules, budgets, and
  resource allocation across the projects.27
  Project and Construction Management | @2025 Fulvio Re Cecconi
  POLITECNICO DI MILANO

Defining a Portfolio

A portfolio consists of a collection of projects, programs, and other work that are grouped
together to facilitate effective management and meet strategic business objectives. Unlike
programs, the projects and programs in a portfolio may not necessarily be related or
interdependent; they are grouped because they all contribute to the organization's strategic
goals. In the construction context, a construction company's portfolio could consist of:

• Program: A regional development program that includes multiple infrastructure projects
  (hospitals, schools, roads).
• Standalone Projects: Renovation of a historic building, construction of a new commercial
  complex, and the design of a sustainable housing development.
  The portfolio is managed to balance risk, resource allocation, and strategic alignment,
  ensuring that each project or program contributes to the overall business strategy.28
  Project and Construction Management | @2025 Fulvio Re Cecconi
  POLITECNICO DI MILANO

Relationship Between Projects, Programs, and Portfolios

Projects are the building blocks: They are the individual endeavors with specific objectives.
Programs provide a structured way to manage multiple related projects so that their combined
benefits are maximized.
Portfolios ensure that all projects and programs align with the organization's strategic objectives
and that resources are allocated efficiently across the board.
By differentiating these concepts, construction firms can:

• Prioritize initiatives: Evaluate which projects or programs deliver the most value.
• Optimize resource management: Allocate resources effectively across multiple initiatives.
• Achieve strategic goals: Align individual projects and programs with long-term business
  objectives.What is the Project Lifecycle?
  0330
  Project and Construction Management | @2025 Fulvio Re Cecconi
  POLITECNICO DI MILANO

What is the Project Lifecycle?

The project lifecycle is a structured sequence guiding a project from start to finish.
It's purpose is to ensure controlled and systematic project management, focusing on managing
resources, time, cost, and quality.

PMBOK Lifecycle Core Process Groups

• Initiating: Define project and set goals.
• Planning: Develop detailed plans (scope, schedule, cost, quality, risks).
• Executing: Implement the project plan.
• Monitoring & Controlling: Track performance and adjust as needed.
• Closing: Finalize and formally close the project.31
  POLITECNICO DI MILANO
  Project and Construction Management | @2025 Fulvio Re Cecconi

RIBA Plan of Works

Is the UK model for the building design and construction
process.
It organizes the process of briefing, designing,
constructing, maintaining, operating and using building
projects into 8 key stages.
It details the tasks and outputs required at each stage.
7
0
6
7
5
2
4
3
http://www.ribaplanofwork.com/32
Project and Construction Management | @2025 Fulvio Re Cecconi
POLITECNICO DI MILANO

RIBA Plan of Works Stages

0 - Strategic Definition

Stage in which a project is strategically appraised and defined before a detailed
brief is created. This is particularly relevant in the context of sustainability, when
a refurbishment or extension, or indeed a rationalized space plan, may be more
appropriate than a new building.

1 - Preparation and Brief

Develop Project Objectives, including Quality Objectives and Project
Outcomes, Sustainability Aspirations, Project Budget, other parameters or
constraints and develop Initial Project Brief. Undertake Feasibility Studies and
review of Site Information.
cont ...33
POLITECNICO DI MILANO
Project and Construction Management | @2025 Fulvio Re Cecconi

RIBA Plan of Works Stages Continued

2 - Concept Design

Prepare Concept Design, including outline proposals for structural design, building
services systems, outline specifications and preliminary Cost Information along
with relevant Project Strategies in accordance with Design Program. Agree
alterations to brief and issue Final Project Brief.

3 - Spatial Coordination

Testing and validating the Architectural Concept, to make sure that the
architectural and engineering information prepared at Stage 2 is Spatially
Coordinated before the detailed information required to manufacture and construct
the building is produced at Stage 4.
cont ...