Transcript Diapositiva 1

ALMA MATER STUDIORUM – UNIVERSITY of BOLOGNA
School of Economics, Management and Statistics in Forlì
IP course “SUSTAINABLE REFURBISHMENT, RETROFIT, ENERGY
MANAGEMENT IN HOUSING”
SMEs and Networking in Project
Management for Building Refurbishment
and new Technologies for Energy
Saving
VGTU – 12.04.2013
Laura Tampieri - [email protected]
Agenda
Networking
Project Management for Building
Refurbishment
New Technologies for Energy Saving
L. Tampieri References ( Theory )
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(2011) - The Governance of Synergies and Conflicts in Project Management: The Case of IPA Project RecoURB, Journal of
Knowledge Economy, J Knowl Econ, DOI 10.1007/s13132-011-0074-3, Received: 9 July 2010 / Accepted: 28 November 2011 #
Springer Science+Business Media, LLC 2011, published online 20 December 2011, Springer, pp. 1-17.
(2011) Insieme a M. Bianchi, Performance determinants in international projects. The case of 2005 - 2010 Tempus submissions, in
Albertini S., Bergami M., D’Atri A., De Marco M., De Vita P., Ferrara M., Rossignoli C, Salvemini S., Generazioni e Ri Generazioni nei
processi organizzativi. Conference Proceedings, 978-88-89677-76-6.
(2010) Insieme a M. Bianchi, R.L. Orelli, Performance evaluation of cultural networks. Cases in Cultural Heritage. Proceedings
International Conference “Challenges of European Economic Integration of Western Balkan, Economic Faculty – Shkodra University
“Luigj Gurakuqi”, Vol.1-3 pp31-46; ISBN 978-9928-4011-2-0
(2010) The network governance in international projects management for transition countries development. The experiences of
Bologna University, International Conference Proceedings “Economies in transition – during and after”, Skhodra University, 4
december 2009, CAMAJ-PIPA, pp. 172-189, ISBN 978-99956-02-47-5
(2009) The project management for sustainable tourism in Transition Countries. The case of SVILOPIM project, in Bianchi M., Zaric
S. (eds) Development and promotion of local systems to support innovative SME’s, Benian ekonomik, Beograd, pp. 93- 108, ISBN
978-86-81793-46-6
(2009) - “Clustering e networking nella formazione all’impresa del settore trasporti”, in Proceedings 2007-2008 Iniziative
Scientifiche dell’Ambasciata d’Italia in Albania. Sviluppo Sostenibile per l’Albania, ISBN 9789995647124, pp. 971-976.
(2009) - "The international project management for the Reform of Higher Education in transition countries. Some experiences
from the University of Bologna", in Symposium Proceedings - Third International Symposium on the development of public
administration in Southeast Europe. Public Administration in the context of financial crisis and economic slowdown. P. Pevcin, S.
Setnikar Cankar, University of Ljubljana, Faculty of Administration 18 - 19 June 2009, ISBN 978-961-262-018-9, pp. 1-14.
(2009) – The decentralized cooperation and the role of Universities in Local Systems. The case of SVILOPIM project, in Proceedings
“ Economics Faculty as contributor to Economic Development of Communities”, Camaj Pipa ed., pp. 155- 169, ISBN: 978-99956-0286-4
(2008) – The perceived and effective performance evaluation of SMEs development projects in Transition Countries. Proceedings,
in Paraskakis I., Luneski A., (2008), Infusing Research and knowledge in South-East Europe, 3rd Annual South East European
Doctoral Student Conference (26-27June), South East European Centre, Vol.1, pp. 37-51. (ISBN 978-960-89629-7-2) .
cooperazione decentrata per lo sviluppo dei sistemi locali. Atti del Convegno. III Workshop
(2007) – Definition of Scientific and Entrepreneurial Parks as a pre condition of european projects in Transition Countries, in
University of International Business Review, n. 4 (6), October – December 2007, ISSN 1990-5580, pp. 51- 56
(2005) - “ Dal Project Work al Project Management. Alcuni spunti di riflessione su un’esperienza concreta ”, in M. Bianchi, L.
Tampieri “Life Long Learning and Managerial development in transition countries (Cases on strategy, management and
performance control)” ; Il Ponte Vecchio ed., Cesena, pp. 99-117, ISBN 88-8312-554-1
Other references on network and project management
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Ahuja, G., Soda, G., & Zaheer A. (2012). The genesis and dynamics of organizational Networks.
Organization Science, 23, 434-448.
Albertini, S., & Muzzi, C. (2010). Innovation networking and SMEs: open communities and
absorptive capacity. Two case studies along a continuum in the innovative process. Proceedings
WOA 2010, Bologna.
Archibald, R.D. (2009) Project management. La gestione di progetti e programmi complessi, Milano:
Francoangeli.
Bianchi, M. And Tampieri, L. (2011) ‘Performance determinants in international projects. The case of 2005
- 2010 Tempus submissions’ in S. Albertini, M. Bergami, A. D’Atri, M. De Marco, P. De Vita, M. Ferrara, C.
Rossignoli and S. Salvemini (eds) Conference Proceedings Generazioni e Ri Generazioni nei processi
organizzativi.
Borgatti, S. And Foster, P. (2003) The Network Paradigm in Organizational Research: A Review and
Typology. Journal of Management, 29:6 pp991-1013.
Kerzner, H. (2009) Project management, New Jersey: John Wiley & Sons.
Kickert, W.J.M., Kljin, E.H. And Koppenjan, J.F.M. (1997) Managing complex networks, London: Sage.
Miles, R.E. and Snow, C.C. (1986) Network organizations: new concepts for new forms. California
Management Review, 28.
Nohria, N. And Eccles, R.C., (eds) (1992) Networks and organizations, Boston: Harvard Business School
Press.
Powell, W.W. (1990) ‘Neither market or Hierarchies: networks form of organizations’. Research in
organizational behaviour, 12.
Steglich, C., Snjders, T.A.B. And Pearson, M. (2006) ‘Dynamic networks and behaviour: separating selection
from influence’ in Interuniversity Center for Social Science Theory and Methodology, pp1-50.
Which is the main challenge for Small and
Medium sized firms (SME) in a global
knowledge economy?
NETWORKING
The case of Local System
Business
Tour
Touristic Guide
Hunting
Village
tourism
agency
Hotels and
Restaurants
Education
Center
Museum
Spin off
center
Cultural,
LOCAL
Scientific
and
Business
SYSTEM
Park
University
Local
Enterprises
Local
culture
Research
center
Meeting
center
Local
Economic
Development
Agency
Business
Incubator
Laboratory
for distance
support
Showroom
Chamber of
Commerce
The passage from Clustering to Networking in SMEs
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WHY ?
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Shortening life cycles innovation
Dynamic of IT and institutional changes
Strong and radical shifts in social bonds
……..
Clusters are geographic concentrations
Networks focus on global markets, operate
of interconnected companies, specialized
suppliers, service providers, and
associated institutions in a particular field
that are present in a nation or region.
Clusters arise because they increase the
productivity with which companies can
compete (Porter 2001).
as ad-hoc and/or long term business
networks, are ICT enabled, and are based on
dynamic aggregations of capabilities of
different SMEs.
Clusters -Top-down approaches :
ineffective to improve SMEs innovation
capacity
Networks - Bottom-up approach: effective
and adequate to flourish SMEs
Clustering simulates large firm behaviour, e.g.,
when small firms are not in a position to
internalise externalities through economies
of scale, they cluster to access resources, to
reduce costs, to compete with larger firms.
By networking and sharing knowledge, small
firms are able to compete for and access
specialised resources and information systems
as well as internalise competencies and assets
that typically are internalised by large firms with
economies of scale (Tayler & McRae-Williams,
2005)
Damaskopoulos et al (2008)
Network governance:
- Advantages for leading firm: quality; innovation; more flexible production and
shorter production runs; not necessarily a dimensional growth
- External firms: a semiautonomous position (dependent for certain parameters);
independently owned and not exclusively dependent on the focal firm for
business
- Different links among the partners of the network:
• strong relationships: the focal firm can influence the external firms with a
“non-hierarchical power” using: trust among partners; reciprocity; mutual
adjustment; multiple line relationships (horizontal, vertical, lateral)
• weak relationships: among external firms (without intermediation of the focal
firm)
At the beginning: strong influence of the focal firm
Later: mutual relationships; less coordination functions and more strategic
crossroad of the information flows
The network:
From theoretical view
node
node
node
node
node
node
node
node
node
node
node
node
node
node
node
node
node
The totality of all the units connected by a certain type of relationships (Aldrich and
Whetten)
An aggregate of relations existing among individuals (or “units” or “members” or
“nodes”) (Kaneko and Imai)
A set of nodes connected through ties (Borgatti, Foster)
An heterogeneous aggregate of firms, linked by multi-faceted and cooperative
relations, organized around a focal firm and instrumental in achieving at least
partially common objectives (Zanni)
….From operative view
In a project of “hotel building”
Air conditioning
Committment
Heating
Fire
Mechanical
installations
Lift
PM – Engineering
SME
Water system
Building SME
WIFI
Telephone net
Lighting
Basements
Electrical
installations
Site safety
Raw material
Finishes
Local Government
What happen in networks from a managerial approach ?
The committment of
Customer
What the C really wanted
The assembly realizes
problems resolution
What the commercial dpt
understood of C
How the planning dpt
manage the problem
The production
The need of a PM:
Which competecies ?
Traditional view:
?
One or one ?
Innovative view:
The entire (net) ?
I want to sell a flat. To this purpose the law imposes to achieve the ENERGY raking
certification and the flat needs refurbishment I can:
1) connect directly to a engineers society and than to the potential customers
2) turn to an Intermediary (Real Estate Agency) that is responsible for
coordinating other organizations/individuals for the finishing of the flat and
certification.
1)
PM
2)
EA
ICTs and Networking
N. of relationships
Traditional
systems
Tangible assets
deriving
of building
from face to face links
Innovative
systems
multi
Intangible
asset
derivingof
from
indirect
disciplines:
links prevailingengineering;
with the useethics,
of ICT in
architecture, economics, social,
managing interlinks relationships
legislative
B
Q
A
A
Q
B
Q
D
Q
C
Q
E
Q
C
Q
D
Q
E
Q
N. of elements
WHAT IS A PROJECT ?
• A SYSTEM of different elements that are
managed to realize the objectives.
• The activity can be divided into two categories:
 operations
 projects
Both operations and project share certain characteristics:
 they are carried out by people
 they are constrained by finite resources
 they both have to be planned, executed and controlled
operations are ongoing and repetitive
What is the difference 
projects are temporary and unique
TARGETS:
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Improve energy efficiency throughout the energy system.
Accelerate the penetration of renewable energy sources.
Decarbonise power generation and, in the longer term, substantially decarbonise transport.
Reduce greenhouse gas emissions.
Diversify Europe's energy mix.
Enhance the competitiveness of European industry including a better involvement of SMEs.
MAIN TOPICS:
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•
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•
•
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Hydrogen and fuel cells - Research in this area is funded through the Fuel Cells and Hydrogen Joint
Undertaking (FCH JU).
Renewable electricity generation - technologies to increase overall conversion efficiency, cost efficiency
and reliability, driving down the cost of electricity production.
Renewable fuel production - fuel production systems and conversion technologies.
Renewables for heating and cooling - technologies for cheaper, more efficient active and passive heating
and cooling from renewable energy sources.
CO2 capture and storage technologies for zero emission power generation - technologies reducing the
environmental impact of fossil fuel use by capturing CO2.
Clean Coal Technologies - substantially improve power plant efficiency, reliability and reducing costs
through research, development and demonstration of cleaner coal and other solid fuel conversion
technologies, producing also secondary energy carriers (including hydrogen) and liquid or gaseous fuels.
Smart energy networks - increasing the efficiency, safety, reliability and quality of the European electricity
and gas systems and networks in the context of a more integrated European energy market.
Energy efficiency and savings - technologies to improve energy efficiency and to enable final and primary
energy consumption savings, over their life-cycle, for buildings (including lighting), transport, services and
industry.
Knowledge for energy policy making - tools, methods and models to assess the economic and social issues
related to energy technologies and to provide quantifiable targets and scenarios for medium and long
term horizons.
PROJECT MANAGEMENT: STUDY FIELD
Integration
Quality
Scope
Time
Cost
Human Resource
Communications
Risk
Procurement
PM: an operative overview
Step 0 : Why to do ?
Step 1 : WBS – What to do ?
Step 2 : OBS – Who do ?
OBS progetto
1
1.1
1.2
1.3
Uff. Gare
Uff. Acquisti
Step 4 : Detailed activities
Step 3 : Responsabilities
– Who do what?
WBS - Cena di gala
Organizzazione
Work Package: Scelta Sala
Descrizione: deve essere scelta una sala per 200 persone,
di gran lusso, con caminetto, stile primi del
900. In
Responsabile : capo delle P.R.
Chi paga: lo sponsor
Costo : Lit. 12.000.000
Prodotti d’input : specifiche dello sponsor, analisi invitati
Prodotti d’output : offerte, documento di analisi offerte,
contratto
Uff. Tecnico
Ditta X Ditta Y Ditta Z
1.1.1 1.1.2 1.1.3 1.2.1 1.2.2 1.2.3 1.2.4 1.3.1 1.3.2
Step 5 : PERT – How to do ?
Sub-suppliers
Inviti
Scelta sala Scelta menù Personale
Acquisti
Cibi
Bevande
Vettovaglie
Preparazione
Fiori
Sala
Cucina
Cottura
Servizio
Resp. Progetto
Dott. Galante
Segreteria
Sig.a Salvi
Ufficio P.R.
D.ssa Paoli
Squadra Cucina
1° Chef
Ufficio Servizi
Sig. Ulivi
Impresa di Trasporto
Squadra Camerieri
BASELINE
Step 6 : GANTT – When?
Attività 1
Attività 2
Attività 3
Attività 4
Attività 5
Source: Eugenio Rambaldi Italian Institute of Project Management
Step 7 : Resources Plan
Step 8 : Plan of costs/revenue
- How much is the project?
SWOT Analysis
Water Source Heat Pumps
Strengths
• Relatively low installation costs
• Good Energy Efficiency, between
2 and 4.9 times the input energy
produced
• Runs from electrical grid, does not
require other resource supply
Opportunities
There is a river on site that could be
used
Can be used with Air Conditioning
System
Weaknesses
High Maintenance Costs?
Requires damage protection
Will not work in section of building with
existing radiators
Needs supplement to bring DHW to 60
degrees C.
Threats
• May have trouble with river use due to
environmental issues
• Gas costs are similar 3.5p / 4p per kW
• More developed technologies
available
Risks
THE PROCESS
Complex of activities managed with the use of determined
resources to reach, within a fixed time, a certain objective.
ACTIVITY
RESOURCE /
OBJECTIVES
0
RESULTS
TIME
PROJECT
PERFORMANCE
WHICH ARE THE PROJECT
ELEMENTS?
TIME
BUDGET
Organizing = semplifying a project
Car Performance
Consumption
Stop
Safety
Pollution
Urban
Highway
Mix
Boiler - Heating
Control of
emissions
Laws
Thermal
insulation
building
Wall thickness
Cost
efficiency
Project Life Cycle
Initiation
Project
Phase
Conclusion
Project
Phase
Project
Phase
Project
Phase
Project
Phase
deliverable: work product of a project phase
PROJECT PROCESSES
Initiating processes—recognizing
that a project or phase should
begin and committing to do so.
Planning
processes—devising
and maintaining a workable
scheme
to
accomplish
the
business need that the project
was undertaken to address.
Executing
processes—
coordinating people and other
resources to carry out the plan.
Controlling processes—ensuring
that project objectives are met by
monitoring
and
measuring
progress and taking corrective
action when necessary.
Closing processes—formalizing
acceptance of the project or
phase and bringing it to an orderly
end.
•CORE
•Scope Planning
•Activity Planning
•Scheduling Planning
•Resource Planning
•Cost Planning
•FACILITATING
•Quality Planning
•Organization/Staff
Planning
•Communications
Planning
•Risk Planning
•Procurement Planning
The interdependence between structure
and project
Head
Function 1
Unit to Project A
Unit to Project B
Function 2
SME units in project
Unit 1
Unit 2
Unit 3
Unit 4
Activity 1.1.
Phase 2
R
I
I
C
Activity 2.1.
I
I
I
R
C
Phase 1
R
Phase 3
Activity 3.1.
C
C
R = Responsible of the activity output
I = Informed on the realization of the activity
C = Collaboration in the output production, it carries out support activities or
some step of the activity
Project “implementing photovoltaic panels”
Stakeholders :
Individuals or organizations involved in the
project who may be affected positively or
negatively by project outcome
Differing Expectations
WHO
?
 Customer
 Final user
 SME Board
 Project Team
 Suppliers
 Public Administration
Low cost, high profitability, minimal
resources
 Bank
Low cost, high quality, fast delivery
 Communities
On time, reasonable schedule,
adequate resources
 Mass Media
 Ensurance company
The elements of stakeholders’ approach