Lezione 1 e 2

Titolo presentazione
sottotitolo
Gestione dei Progetti Aerospaziali
2015-2016
§  Milano, XX mese 20XX
Introduzione del corso
© Elena Pellizzoni
Note preliminari
•  Chi Siamo:
•  Elena Pellizzoni
•  Daniel Trabucchi
•  Altri docenti: Tommaso Buganza, Mauro Mancini, Agnese Travaglini

•  MIP – Business school del Politecnico di Milano
•  Le nostre esperienze come formatori e consulenti
•  Agusta Westland
•  Piaggio Aereo
•  Aermacchi
•  Alenia Aeronautica
•  Selex Galileo
•  …

© Elena Pellizzoni 2
Note preliminari
•  Un corso di Management: Metodologie didattiche e valutative di
management
•  Lezioni (frequenza non obbligatoria ma fortemente consigliata)
•  Testimoni aziendali
•  Simulazioni (4)
•  Esercitazioni di gruppo. 4 ore in aula più preparazione su casi e materiali prima della simulazione
•  Output: presentazione.ppt
•  Contribuiscono alla valutazione finale
•  Business Game
•  Web based e applicato ad un caso reale. Individuale e competitivo. Giocato in aula e a casa. Contribuisce ad
alzare il voto finale
•  Esami scritti e prova orale
•  Lingua
•  Materiali: Inglese
•  Lezioni ed esami: Italiano
Project Management Academy
Project Management is not only a technical activity based of the planning
and control of time and costs, but it has also relevant managerial
implications
• PM Technical competences are the basis to successful

PM, still, they must be complemented by other PM TECHNICAL
Competences
competences in order to achieve superior
(Planning and
performances Control)
• Managerial and Organizational Competences are
needed to manage projects in complex organizations
(matrixes vs. project based) in order to effectively TECHNICAL MANAGERIAL and
implement the decisions taken and execute the project knowledge of the ORGANISATIONAL
• Behavioural Competences (leadership, team output Competences
management, negotiation …) are a third set of skills
and in project environments they are more crucial than
ever. Projects are continuous negotiations both within BEHAVIOURAL
the firm’s boundaries and outside. Competences
(Leadership,
• Technical Knowledge of the output is crucial to be able Negotiation …)
to interact with the project team. PM, Behavioural and
Managerial Competences are supported and
strengthened by this competence which increases the
level of authoritativeness of the PM
© Elena Pellizzoni
Planning Simulation
•  Typology:
•  COLLABORATIVE
•  3 Phases:
•  Learn how to use the tool
•  Planning with the tool
•  Use the tool as decision support tool
•  Duration: 4 hrs
•  Application Industry: computer manufacturer
© Elena Pellizzoni
Performance Mngmnt Simulation
•  Typology:
•  ROLE PLAY
•  3 Phases:
•  Understand the context
•  Build a simulator
•  Use the simulator as decision support tool
•  Application Industry: Overcraft
Upper panel
Sys
Rear Assy
tem
Fixed structure
Sub
syst
Sub
syst
Sub
syst
Sub
syst
Sub
syst IPT
Door em em em em em
Basic Structure
Manuf .
CAM Manufacturing
CA CA CA
CAM Product
Prod.
Eng.
CA CA Engineering
CAM
Eng
CA CA Engineering
CA
© Elena Pellizzoni
Risk Simulation
•  Typology:
•  COLLABORATIVE AND COMPETITIVE vs. vs.
•  2 Phases:
•  Application Industry: radar system
© Elena Pellizzoni
Value Simulation
•  Typology:
•  COLLABORATIVE
•  3 Phases:
•  Build a simulator
•  Application Industry: Automotive (flying)
© Elena Pellizzoni
Business Game – Phases
Location: Classroom Location: Home
GROUP WORK INDIVIDUAL

ACTIVITIES
REPORT
1ST 2ND 3RD
BID
DELIVERY DELIVERY DELIVERY
Time
© Elena Pellizzoni
Business Game
Overall Score Evaluation Criteria
•  Project X Final Price

BID 1000 points •  Delivery Date
•  Milestones
CUSTOMER
CUSTOMER
•  Customer Satisfaction with reference to the
Change Requests
1000 points
•  Product Quality
•  Delay in the delivery
DELIVERY
INTERNAL STAKEHOLDERS
INTERNAL STAKEHOLDERS
•  Keeping the Value at least equal to the one
1000 points defined in the BID
•  Final Value
•  Final Margin
© Elena Pellizzoni
Syllabus del corso
DATA ARGOMENTO TIPOLOGIA
8-‐o$ Introduzione al corso Lezione
Cosa è un proge$o e a cosa serve (differenze tra processi e proge<),

9-‐o$ Lezione
Evoluzione del Project Management
15-‐o$ SOSPESA
Lifecycle di proge$o e relazioni tra le fasi

16-‐o$ Lezione
Bidding e Mpologie di contra< e rischi
Organizzazione di proge$o (matrici, task force e funzionale), i ruoli e

22-‐o$ Lezione
le competenze
23-‐o$ AnMcipazione e flessibilità Lezione

29-‐o$ Wholebrain Lezione (G)
30-‐o$ Scope management Lezione
© Elena Pellizzoni *contribuisce alla valutazione finale 12

Syllabus del corso
5-‐nov Cost and Mme planning Lezione

6-‐nov Cost and Mme planning Lezione
12-‐nov Cost and Mme planning -‐ guest Guest
13-‐nov
(MSFT tutorial)+ caso A&D Simulazione
(*)
19-‐nov Cost and Mme control Lezione
20-‐nov Cost and Mme control Lezione

26-‐nov Cost and Mme control -‐ guest Guest
27-‐nov
Cost and Mme control -‐ simulaMon Simulazione
(*)

Syllabus del corso
3-‐dic Risk management Lezione

4-‐dic Risk management Lezione
10-‐dic Risk management-‐guest Guest
11-‐dic
Risk management-‐ simulaMon Simulazione
(*)
17-‐dic Esercizi per esame Esercitazione
18-‐dic SOSPESA per lauree
24-‐dic FESTIVITÀ
1-‐gen FESTIVITÀ

Syllabus del corso
7-‐gen Economic and finance Lezione

15-‐gen
Economic and finance -‐ simulaMon Simulazione
(*)
21-‐gen Economic and finance -‐ guest Guest
22-‐gen
Business Game: intro e BID Simulazione
(*)
28-‐gen Project reporMng and closure Lezione
29-‐gen Simulazione di esame Esercitazione
Libri di Testo
•  Emilio Bartezzaghi. L' organizzazione dell'impresa. Processi, progetti,
conoscenza, persone. ETAS, Milano, 2010, [Capitoli: 9, 10, 11,12]
•  Azzone G e Bertelè U (2002). L'impresa: Sistemi di governo, valutazione e
controllo. ETAS, Milano, 2002 oppure Azzone G e Bertelè U (2005).
L'impresa: Sistemi di governo, valutazione e controllo. ETAS, Milano, 2005.
[Capp. 6, 9, 10, 11, 12]
•  F. Caron. Gestione dei grandi progetti di ingegneria – Il Project Management
in azione ISEDI [Capitoli: 1,2, 8,9, 11,13, 14, 15 ,16]
•  F. Caron & M. Mancini. Tecniche e strumenti per la gestione dei progetti
d’impianto. CUSL. [Capitoli: 2,3,5,7]
•  R. Burke. Project Management – Planning and Control Techniques. Rory
Burke Publishing
Practicalities
•  AULA E ORARIO
•  Aula:
•  Giovedì CT 56.1 L14
•  Venerdì BL27.0.8
•  Orario di lezione formale:
•  Giovedì 13.15 - 15.15
•  Venerdì 14.15 -18.15
•  Orario di lezione comprimendo le pause:
•  Giovedì 13.45 -15.15 (senza pausa)
•  Venerdì 14.30 -17.45 (con pausa di 15 minuti)
•  RICEVIMENTO
•  Per comodità degli studenti, i docenti saranno disponibili ad effettuare sessioni di

ricevimento alla fine delle singole lezioni.
•  Ciò non cancella ovviamente la possibilità di effettuare le sessioni di ricevimento

anche presso il Dipartimento di Ingegneria Gestionale ma per queste sessioni di
ricevimento sarà necessario concordare con il docente con anticipo l’orario ed il
giorno via email.
Modalità d’esame
•  Vi sono due componenti obbligatorie per passare l’esame: scritto e
orale
•  Scritto_modalità per affrontare l’esame:
•  Esami scritti in appello ufficiale
•  primo appello 02-02
•  secondo appello 16-02
•  Orale_modalità per affrontare l’esame:

•  Solo durante le sessioni ufficiali
•  Incrementi:
•  Simulazioni: da 0 a 0,5 punti per ogni simulazione, fino a un massimo di 2
punti
•  Business game: da 0 a 2 punti
sottotitolo
2015-2016
Progetto e Innovazione
© Elena Pellizzoni
Agenda
•  Defining the projects

•  Managing processes and projects
•  What is a project?
•  Projects And Innovation
•  Project Management Evolution
Which of these are projects?
•  Build a Tunnel
•  Print a Newspaper
•  Get Married
•  Develop a new Product
•  Buy a dress/suit
•  Upgrade a PC
•  Create a new venture
The Projects – Processes continuum
Continuous Intermediate
Project
processes situation
Ripetitive Partially ripetitive Unique Output
Standard
Standard Unique Process
(each occurrence)
Permanent Permanent Planned Temporariness
Consolidated Consolidated New Competences
Specific
Coded objectives Coded objectives
objectives Finalization
GTO Case
GTO is a small company that produces transmission kits for pumping systems. Orders
from customers are received from the Sales Department, and, according to the
characteristics of the product (in particular whether it is a brand new product or a spare
part), forwards the order to different departments.
In the case of a brand new product, the customer provides specific requirements:
power and speed the transmission will have to handle, rough estimation of the size of
the product and, in case, preliminary drawings. According to these information, the
Design Department evaluates the detailed requirements: if the product is rather similar
to existing ones, requirements are defined by analogy with previous products,
otherwise they have to be designed specifically.
Based on the information provided by the Design Department, the Sales Department
arranges a sales proposal. When the negotiation with the customer is closed and the
order is received, the product is added to the production plan in order to be
manufactured through foundry, tooling, heat treatments, etc.
In the case of spare parts, the Sales Department prepares directly the sale offer and
asks for a check to the Design Department, that simply checks whether the product
cab be still be manufactured and with similar costs to what has been done in the past.
When this check is done, the sales proposal is sent to the customer
GTO Case
•  In the GTO case the order management process
can be structured differently according to the
product the customer orders:
•  Spare part
•  Product similar to previous ones
•  Radically new product
•  The process terminates in all cases with a sales
proposal, but different activities are performed,
different resources are involved and process flow
is different in the three cases
FLAG Case
Flag designs and produces urban traffic control systems. Flag’s products allow to
control, by means of one or more control rooms, all traffic management appareals
in a coordinated way (e.g., trafficlights). Each product is specifically produced for
a single customer since each system has to be operated in very specific
conditions: number of trafficlights, roads, traffic flows, etc. Moreover, the activities
that Flag has to perform for each single case can vary significantly: hardware
installation, sfotware development, personnel training, laying of cables under
wearing course, traffic sensors installation, etc. Other specific factors are also
relevant: the country where the product will be used (consider the last two
contracts that were acquired: one for a medium-size town in North America, the
other for a huge oriental city) and services asked from the customer (some
customers simply ask to realize an already designed installation, others need
consulting, design, realization and ramp-up)
FLAG Case
•  In the Flag case, the company realizes traffic
systems, but each single product is completely
different
•  Each time different competences may be needed,
a different organization has to be used, specific
investments have to be done
PMI Project Definition
(www.pmi.org)
A project is a temporary endeavor undertaken to

create a unique product or service
•  Temporary means that every project has a definite

beginning and a definite end
•  Unique means that the product/service is different in
some distinguishing way from all other products/
services
Turner’s Project Definition
A project is an endeavour in which human, financial

and material resources are organized in a novel
way to undertake a unique scope of work, of given
specification, within the constraints of cost and
time, so as to achieve beneficial change defined by
quantitative and qualitative objectives
Project Management
The whole of theories and methodologies and

algorithms needed to manage the projects
•  Managerial issues
•  Organization
•  Methods
•  Tools
Different perspectives to project
management
•  Project as a cluster of activities
•  Planning perspective
•  Planning and control emphasys
•  Project as a new way to organize resources
•  Organizational perspective
•  Stakeholder management and organization
•  Project as dynamic interaction of systems
•  Systemic perspective
•  Interaction among parts of the project
•  Project as value creator
•  Value perspective
•  Value management
Planning: Systemic
Negotiation Invoice Plan
Organization Schedule
OBS
Staffing
Time Phased
Scope CA NIC
Budget
Definition
Budget
WBS
Mitigation
Scope
(real cost)
Change
RISK
Contingencies
(figurative cost)
Risk Profile
EBIT EVA
Controlling: Systemic
Negotiation
ECONOMIC
Invoice Plan
VALUE ADDED
STAFFING OBS
Organization EARNED VALUE
Schedule
Staffing
Time Phased
Scope CA NIC
SCOPE CHANGE Budget
Definition
CONTROL Budget
WBS
Mitigation
Scope
Change
RISK CONTROL (real cost)
RISK
Contingences
(figurative cost)
Risk Profile
EBIT EVA
Projects, programs, and portfolios
Company A
Collection of projects or
programs and other work that
are grouped together to
facilitate effective
Portfolio Business Unit Business Unit
management of that work to
meet strategic business A B
imperatives
Set of interdependent projects

with a defined scope to be Program
Program Program
delivered at a defined time
within a defined cost and Management Management Management
Program defined risk profile usually Office A Office B Office C
lasting multiple years
A defined scope to be Project A Project B Project C Project D Project E Project F

delivered at a defined time
within a defined cost and
Project defined risk profile often less
complex and shorter than a
program
Note: These definitions are partially based from the Project Management Institute Body of Knowledge (PMBOK).
Agenda

?
From The Managerial Point of view…
What do companies compete on?
Incremental
Innovation
Radical
Success
Running
Activities
© Elena Pellizzoni
INNOVATION
© Elena Pellizzoni
?
What kind of innovations do exist?
Incremental
Innovation
Radical
Success
Running
Activities
© Elena Pellizzoni
INCREMENTAL
INNOVATION
© Elena Pellizzoni
Incremental
Innovation
Radical
Success
Running
Activities
© Elena Pellizzoni
RADICAL
INNOVATION
© Elena Pellizzoni
What’s a UAV?
Ø  UAVis the acronym for Unmanned Aerial Vehicle
Ø  It’s a remotely controlled or autonomous aircraft used for surveillance and
strike missions.
Ø  Talking about UAVs is necessary to introduce the concept of System:
Air Vehicle Satellite
Data Link
Air Traffic Control Ground Control Station
© Elena Pellizzoni
RADICAL
Vs
INCREMENTAL
?
What are the relationships between

Radical and Incremental Innovation?
Interactions among radical and
incremental innovation
Performance
RADICAL
INNOVATION
INCREMENTAL
INNOVATIONS
TIME
© Elena Pellizzoni
?
which are the sources of innovation?
Innovation dimensions
Technology
Push
FUNCTION USER
(TECHNOLOGY) (NEED)
Market Pull
Innovation dimensions
FUNCTION
(TECHNOLOGY)
USER
(NEED)
FORM
(STYLE)
An interesting case study:
console game industry
Nintendo Wii, 2006
Sony PlaystaMon 3, 2006 Microsof Xbox, 2005
Innovation approaches
Market pull Technology push Design push
TECHNOLOGY TECHNOLOGY TECHNOLOGY
NEED NEED NEED
MEANING MEANING MEANING
Adattato da Dosi (1982) e Verganti (2003)
?
Do aerospace companies manage projects

only for innovation?
Incremental
Innovation
Radical
Success
Running
Activities
© Elena Pellizzoni
Running the Business
Interactions with different Processes
Supply Chain
Manufacturing Service
Management
© Elena Pellizzoni
Agenda

Large projects
Program management through the history
45 centuries ago to manage a long life cycle order was a truly dramatic task.

Project highlights

- Height: 146 meters
- Total mass: 5.9 million tons
- Total volume: 2,500,000 cubic meters
- Project lifecycle: about 25 years
- Workforce: 200,000 slaves employed
divided into 4 quarterly shifts per year
- Materials and logistics: huge quantity of
heavy stones transported
The Cheops Pyramid
- Records: it remained the tallest man-made
structure in the world for over 38 centuries
- Project Management: unknown
© Elena Pellizzoni
Primo libro di PM
Chi di voi, infatti, volendo costruire una torre, non si siede
prima a calcolare la spesa per vedere se ha abbastanza
per poterla finire?
Perché non succeda che, quando ne abbia posto le
fondamenta e non la possa finire, tutti quelli che la
vedranno comincino a beffarsi di lui, dicendo: "Quest'uomo
ha cominciato a costruire e non ha potuto terminare”.
Oppure, qual è il re che, partendo per muovere guerra a un
altro re, non si sieda prima a esaminare se con diecimila
uomini può affrontare colui che gli viene contro con
ventimila? Se no, mentre quello è ancora lontano, gli
manda un'ambasciata e chiede di trattare la pace.
Luca 14:28
Milestones
Program management through the history
…and flying over the centuries we reach the scientific methods applied today in the
beginning of 1,900
H.L. Gantt To schedule with M. Walker PERT: program

R. Oppenheimer network planning evaluation and
Timing CPM: critical path
Manage the atomic using the reticular review technique,
determination of method, firstly
bomb program by method from Polaris
every activity applied in Du Pont
the graphic theory experience,
with bar chart Company
and probability introducing the
density function calculus of
probability and
variation
1910 1943 1950-1960 1957 1960…
Stages of PM’s techniques enhancement
© Elena Pellizzoni
Project MANAGEMENT did not change that much
but Project MANAGERS did!
•  PM 1.0: time, cost and quality
•  PM 2.0: … + customer satisfaction
•  PM 2.1: … + margin
•  PM 3.0: …. + value management
Trigger
•  Customer needs
•  New technologies
•  New product concepts
•  New normative
•  New competitors
•  New strategy Project
© Elena Pellizzoni
Project’s objective
Strategic Customer Stakeholder
objectives needs needs
Concept
Project objectives
Scope
Time
Budget
© Elena Pellizzoni
Consider the environment
Technological Cultural
Trends Customer Stakeholder
needs trends
needs
Strategic
Objectives
Market Distribution,
Strategic Competitors law, etc.
coherence
Concept
Organizational feasibility Technical feasibility
(resources/alliances) Economic feasibility (product/process)
(Investment)
Project objectives
© Elena Pellizzoni
sottotitolo
2015-2016
Progetto e Innovazione
© Elena Pellizzoni

Lezione 1 e 2

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Titolo presentazione

• Altri docenti: Tommaso Buganza, Mauro Mancini, Agnese Travaglini

• PM Technical competences are the basis to successful

Location: Classroom Location: Home

GROUP WORK INDIVIDUAL

Overall Score Evaluation Criteria

• Project X Final Price

DATA ARGOMENTO TIPOLOGIA

8-­‐o$ Introduzione al corso Lezione

Cosa è un proge$o e a cosa serve (diﬀerenze tra processi e proge<),

Lifecycle di proge$o e relazioni tra le fasi

Organizzazione di proge$o (matrici, task force e funzionale), i ruoli e

23-­‐o$ AnMcipazione e ﬂessibilità Lezione

© Elena Pellizzoni *contribuisce alla valutazione finale 12

5-­‐nov Cost and Mme planning Lezione

19-­‐nov Cost and Mme control Lezione

20-­‐nov Cost and Mme control Lezione

© Elena Pellizzoni *contribuisce alla valutazione finale 13

3-­‐dic Risk management Lezione

© Elena Pellizzoni *contribuisce alla valutazione finale 14

7-­‐gen Economic and ﬁnance Lezione

• Per comodità degli studenti, i docenti saranno disponibili ad effettuare sessioni di

• Ciò non cancella ovviamente la possibilità di effettuare le sessioni di ricevimento

• Orale_modalità per affrontare l’esame:

• Defining the projects

Ripetitive Partially ripetitive Unique Output

Permanent Permanent Planned Temporariness

Consolidated Consolidated New Competences

A project is a temporary endeavor undertaken to

• Temporary means that every project has a definite

A project is an endeavour in which human, financial

The whole of theories and methodologies and

Negotiation Invoice Plan

Set of interdependent projects

A defined scope to be Project A Project B Project C Project D Project E Project F

• Defining the projects

What do companies compete on?

What kind of innovations do exist?

Air Vehicle Satellite

Air Traffic Control Ground Control Station

What are the relationships between

which are the sources of innovation?

Nintendo Wii, 2006

Sony PlaystaMon 3, 2006 Microsof Xbox, 2005

Market pull Technology push Design push

TECHNOLOGY TECHNOLOGY TECHNOLOGY

NEED NEED NEED

MEANING MEANING MEANING

Adattato da Dosi (1982) e Verganti (2003)

Do aerospace companies manage projects

• Defining the projects

H.L. Gantt To schedule with M. Walker PERT: program

1910 1943 1950-1960 1957 1960…

Stages of PM’s techniques enhancement

• PM 1.0: time, cost and quality

• PM 2.0: … + customer satisfaction

• PM 3.0: …. + value management

• New product concepts

• New strategy Project

You might also like

•  Altri docenti: Tommaso Buganza, Mauro Mancini, Agnese Travaglini

• PM Technical competences are the basis to successful

•  Project X Final Price

8-‐o$ Introduzione al corso Lezione

23-‐o$ AnMcipazione e ﬂessibilità Lezione

5-‐nov Cost and Mme planning Lezione

19-‐nov Cost and Mme control Lezione

20-‐nov Cost and Mme control Lezione

3-‐dic Risk management Lezione

7-‐gen Economic and ﬁnance Lezione

•  Per comodità degli studenti, i docenti saranno disponibili ad effettuare sessioni di

•  Ciò non cancella ovviamente la possibilità di effettuare le sessioni di ricevimento

•  Orale_modalità per affrontare l’esame:

•  Defining the projects

•  Temporary means that every project has a definite

•  Defining the projects

•  Defining the projects

•  PM 1.0: time, cost and quality

•  PM 2.0: … + customer satisfaction

•  PM 3.0: …. + value management

•  New product concepts

•  New strategy Project