241015711-501281

X Connect
Final Master Thesis:

Group 7
Diego Calderon
Andrea Marazzi
Laura Oliva
 INDEX
01. Introduction 04. Challenges and Implementation
01.01 Project Statement and Opportunity 04.01 Key Issues Faced During the Project
01.02 Company Overview - Us and Client 04.02 Solutions & Implemented Adjustment
01.03 Project Executive Summary 05. Project Closure
02. Project Charter 05.01 Final Status
02.01 Project Charter & Objectives 05.02 Lessons Learned
02.02 Project Scope
02.03 Stakeholder Analysis
03. Project Planning
03.01 Work Breakdown Structure
03.02 Timeline and Milestone
03.03 Resource Allocation
03.04 Quality Planning
03.05 Communication Plan
 01. INTRODUCTION
Context:
Equivalent to over 2 million people aged 65 and older - were at risk of
social isolation

In 2020, 400 branches were closed and hours reduced at 150 more. By
2025, another 95 closures are planned, with further reductions in
opening hours.

Banking deseritifcation

Topic based on: Elderly exclusion

Awareness of the sector

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 01.01 PROJECT STATEMENT & OPPORTUNITY
Statement
Community-driven project focused on transforming unused bank branches into implementing social hubs for the elderly.

Opportunity
X connect adresses the gap between the reduction of physical spaces reopening closed branches and creating places for the elderly
offering digital, physical and cultural activities where they feel seen, valued and connected.

Site 1: Barcelona Site 2: Madrid Site 3: Seville

Carrer Balmes 291 Paseo de la Castellana, 24 Avenida de la Constitución, 12

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01.02 COMPANY OVERVIEW
TANGRAM STUDIO:
In charge of coordinating the project, we are the executing company assuring
Us
that the project is met and ensuring their expectancies.

SANTANDER BANK
The company has previously engaged in several initiatives that aligns with the
Client
objectives of Tangram Studio, demonstrating its commitment to social well-
being, as well.

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Inclusive Community Wellness Hubs:

Project ID: X.1025

Hubs in 3 Different cities: BCN, MAD, SEV
Estimated Project Duration: 18 Months
Overall Budget: 4.5 millions €
Funding via Banco Santander
Estimated Impact: Benefit to 17.500 users
annually.
The project directly supports Agenda 2030
(SDGs).

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02. PROJECT CHARTER & OBJECTIVES
Project Charter
Name X Connect (X.1025)

Repurposes unused bank branches into multifuctional community hubs to counteract

Description
“bank dessertification”.

Sponsor Santander Bank

PM Laura Oliva

Initiation and Finalisation Date 27/10/2025 -

Project Objective Success indicator

Scope Ensure that the project delivers all agreed elements At least 95% of planned completed on time

Complete the renovation and launch center within the Milestone completion at least 95% on time and phases
Time
planned timeline not exceed 5% delay

Manage project expenditures carefully to ensure they Maximum deviation of 5% from the approved budget
Cost
remain within the budget while maintaining project quality

Transform unused bank branches into community hubs Evolution in time of the participation. periodically report
Benefit
promoting well-being, engagement, and social inclusion and analyze the number of active members

Achieve a subscription revenue level that covers 100% of

Financial Subscription Revenue Covering Operating Costs + Margin
operating costs plus a 10% margin within 5 of operation.

Ensure the facility meets all safety, accessibility, and 100% compliance with safety standards, regulations, all
Quality
compliance regulations building codes, and accessibility requirements of all kinds 7
 02.02 PROJECT SCOPE 02.03 STAKEHOLDER
REQUIREMENTS:
ANALYSIS
1.A senior-optimized fitness area with equipment
2.Studios for pilates, dance, yoga, and movement therapies.
3.A health monitoring area with medical equipment.
4.A technology lab offering digital literacy classes.
5.A coffee lounge designed to promote social inclusion.
6.A theater and multipurpose event space.
7.Full Wi-Fi coverage and internal security infrastructure.
8.Accessibility and clear visual signage.
9.Emergency systems compliant with Spanish regulations.

CONTROLLED VIA: CONTROLLED VIA:

1.Analysis of Requirements 1.Internal and external Stakeholders
2.Scope Validation and Control 2.Stakeholders Classification Matrix
3.Traceability Matrix 3.Stakeholder Participation Matrix
4.Assumption/ Constraints
5.WBS

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 03. PROJECT PLANNING
03.01 Work Breakdown Structure
X CONNECT

2 PROJECT MANAGEMENT 4 CONSTRUCTION AND 5 MARKETING AND

1 PRELIMINARY ACTIVITIES 3 DESIGN 6 HANDOVER
REHABILITATION COMMUNICATIONS PLAN

5.1 Market Research 6.1 Collect KPI for closure

1.1 Definition of needed activities for 2.3 Legal Aspects 3.3 Technical Installations and 4.1 BARCELONA 4.2 MADRID 4.3 SEVILLE
1.2 Agreements 1.3 Preliminary activities of PM 2.1 Project Management 2.2 Acquisition and Contracts 3.1 Requirements Development 3.2 Remodelation 6.2 Evaluate project’s
the City Hall Equipment 5.2 Branding Pack
outcomes

1.2.1 Editional Draft of 3.1.1 Conduct Requirement 4.1.1 Site 1 4.2.1 Site 2 4.3.1 Site 3 6.3 Evaluate metrics and
2.1.1 Intiating 2.3.1 Licences 3.2.1 Core Project 3.3.1 Core Project 5.3 Promotion Strategy
Contracts 2.2.1 Construction Sites Analysis stakeholders’ feedback
4.1.1.1 Architectural and 4.2.1.1 Architectural and 4.3.1.1 Architectural and
1.2.2 Revision and approval 3.1.2 Develop High-Level Engineering Design Engineering Design
2.1.2 Planning 2.2.1.1 Contract Preparation 2.3.1.1 Processing 3.2.2 Execution Project 3.3.2 Execution Project Engineering Design 5.4 Community Engagement 6.4 Final report
of Final Draft Design Document Application Application
and Delivery of Sites azione
Application Event Planning
4.1.1.2 Water & Electrical 4.2.1.2 Water & Electrical 4.3.1.2 Water & Electrical
1.2.3 Contract Signing 2.1.3 Executing 3.1.3 Develop Detailed 3.2.3 Technical Specifications 3.3.3 Technical Specifications Supply Supply 6.5 Hubs delivery
2.2.2 Construction 2.3.1.2 Expeditions Supply
Design Document 5.5 Analysis and Feedback
4.1.1.3Accessibility and 4.2.1.3 Accessibility & safety 4.3.1.3 Accessibility & safety
2.1.4 Monitoring and 3.2.4 Interior Space Planning 3.3.4 Delivery for Validation safety Compliance Compliance Application Compliance Application
2.2.2.1 Offer Analysis 2.3.2 Environmental and 3.1.4 Develop User Guides
Controlling of Detailed Plans Application
Equality Aspects and Documentation
3.2.4 Delivery for Validation 4.1.2 Final Validation 4.2.2 Final Validation 4.3.2 Final Validation
2.1.5 Closing 2.2.2.2 Contracts with Sites 3.1.5 Sign-off and Approvals 3.3.5 Acceptance phase of
of Detailed Plans
2.3.2.1 Preliminar Revision technical design
4.1.2.1 Full Stage Closing 4.2.2.1 Full Stage Closing 4.3.2.1 Full Stage Closing
2.2.2.3 Contracts of 3.2.5 Acceptance phase of Report in Construction Site
Report in Construction Site Report in Construction Site
Construction Materials 2.3.2.2 Impact Revision remodelation design

4.1.2.2 Validation 4.2.2.2 Validation 4.3.2.2 Validation

2.2.2.4 Closing Contracts of Construction Phase Site 1 Construction Phase Site 2 Construction Phase Site 3
Construction Materials 2.3.2.3 Evaluation

2.2.3 Services

2.2.3.1 Plumbing

2.2.3.2 Electrical Company

2.2.4 PM Acquisition

2.2.4.1 Control Overall

Contracts

2.2.4.2 Closing Contracts

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03.02 TIMELINE AND MILESTONES

General Project Schedule (phases and estimated timeline)

1. Branch Selection 3 Months

2. Renovation Planning and Design 2 Months

3. Construction and Renovation 5-6 Months

4. Operational Setup and Recruitment 3 Months

5. Program Development and Training 2 Months

6. Marketing Plan and Execution 3 Months

7. Launch and evaluation 1 Month

CONTROLLED VIA:
1.Activity schedule
2.Via phases
3.Milestone planning

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03.03 QUALITY 03.04 COMMUNICATIONS
PLANNING PLAN

CONTROLLED VIA: CONTROLLED VIA:

1.Quality Standards 1.Identification of needs
2.Operation Level Indicators 2.Communications Matrix
3.Quality Control Processes 3.Communication Flow Chart
4.Analysis and assurance from audits (internal and external) 4.Project Procurement Planning

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 04.01 KEY ISSUES FACED DURING THE PROJECT
CHANGE OF REQUEST IN MADRID: Analysis of technical economic and Assess the feasability with the
temporal impact of rqst. usual equip. supplier
2 Ergometers
3 Treadmills
2 Pulley Machines Define the actions necessary for its
Formally activate the change control
1 Multipower Machine implementation without affecting
procedure
schedule

IMPACT:
Risk not defined previously (not registered) with delays that could prevent the finalisation date and increase significantly the cost of one of the
hubs.

04.02 SOLUTIONS & IMPLEMENTED ADJUSTMENT

Delivery timeline confirmed in 5 working days, with installation completed within the day of delivery.
The supplier confirmed that the equipment is compatible flooring with power installations

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05.01 FINAL STATUS
Objective Success indicator Status PV 4.370.000
C
Achieved. Rework O AC 3.870.539,00€
Fulfillment of all project deliverables Non-conformities and
activities represented
S and phases defined in the WBS rework below 5% S
less than 2,5%. SPI 1
C T
O Engineering reports Achieved. All permits
Structural rehabilitation and permit CPI 1,036
P approved, permits granted and validated
E compliance in the three branches
issued on time.
Facilities certified under Achieved. Accessibility
Complete accessibility
national accessibility audits passed in all
implementation Objective Success indicator Status
standards locations. Q
U
A It is accomplished the
L Accomplish 100% of the
Not counting serious 100% of the objectives
PLANNED AT CLOSURE OF PROJECT I quality standards
incidents in the as there are no
T established within the
building structures. incidents in the building
Y project.
Initiation Project 27/10/2025 27/10/2025 structures.

T Transfer to client Dec 4, 2027 Mar 6, 2027

I
M Finalisation Project 17/06/2027 17/06/2027
E

Duration until transfer 428 days

OVERALL STATUS?
Deviation <2 days from 17/07/2026 0%

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05.02 LESSONS LEARNED
SCOPE MANAGEMENT SCHEDULE MANAGEMENT RISK MANAGEMENT
Phased rollout helped control
Clear scope & approvals Risks identified & mitigated
Supplier delays

💡
Rigid to minor changes
Add adaptive change mini-cycle
💡Use predictive tools in early
Misaligned client expectations
💡Include non-technical risks
planning

STAKEHOLDER MANAGEMENT COMMUNICATION PROCUREMENT

Strong engagement (meetings) Weekly briefings worked Timely deliveries (mostly)

Technical confusion in early docs Documentation gaps Quality varied by region
💡 Tailor content to audience profiles 💡 Automate & standardize reports 💡 Track with regional scorecards

On-time final delivery

CLOSURE AND TRANSITION Bureaucratic delays in closing
💡
Standardize closure documentation
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Thank you .