Ricerc@Sapienza

Project Management (PM) discipline and PM methodologies are extremely valuable for private and

The aim of the present research can be synthetized by the follow-ing research questions:How is the PM theory evolving? How did best practices, processes and knowledge areas change through time? Which are the most important best practices, processes and knowledge areas in PM theory? The results showed how the importance of specific processes changed trough time and allowed us identify PM practices, new or borrowed, that contributed to PM evolution.

In our study, we examine in depth the role of Contingency Re-serve and methods for its calculation in the context of project costs estimation. Following the definition of PMI (2017), the Contingency Reserve is the budget within the cost baseline allocated for identified risks, which were accepted and for which the project manager has allocated a certain amount, in order to cover expenses for reactive solu-tions when project is in progress.

Contemporary organizations are undertaking increasingly complex projects in globalized, uncertain and dynamic environments. Proliferation of international programs, growing and challenging sophistication of technologies and of projects’ scope, and the increasing number of stakeholders are only some of the factors that increase or generate project complexity.

Il contributo esamina la sperimentazione di processi di gestione e simulazione digitale volti alla pianificazione e programmazione dei lavori di costruzione ed alla valutazione dei rischi connessi, esplorando potenzialità e criticità di tale approccio nelle fasi di pre-costruzione e costruzione, sino alla consegna dell’opera ultimata.

The disruptive factor of the current industrial sectors is the constant spreading of ICT technology into produc-tion cycles. Following this trend, several companies improved their productive factors towards the optimiza-tion of processes through the digitalization of themselves, also thanks to public and private funds.

The construction sector is, currently, one of the most important sectors of the world
economy, although it is managed by dated systems compared to innovation that pervades
other sectors such as, for example, the automotive. Till now, in fact, it is estimated that
about 30% (McKinsley, 2017) of resources globally used in these processes, is dissipated
due to management inefficiencies, which can be found both in the design phase and in the
executive as well.
This inefficiency is not a new problem, but a constant condition in the construction realm,