This document discusses the need for standardized work breakdown structures (WBS) across project management tools and teams. It argues that without a common classification system, projects lack the ability to effectively monitor scope, prioritize tasks, and make decisions. The document then presents a case study demonstrating that effective project management requires at least 3 WBS: scope of work (SOW), operational, and nature code. Rules for using the WBS in management are also defined. Finally, it is concluded that properly defining tagging rules and WBS from the start and implementing them in tools is essential for integrating information and successfully delivering projects.
I am uploading all these notes only for the sake of Allah SWT. A very comprehensive and detailed Lecture Slide for Management Students (Related to Engineering)
MS Project Integration: Tips, Tricks and What's New for YouCA Technologies
Have you scheduled in Microsoft Project (MSP) and are now presented with the "Tasks" to maintain a schedule in CA Project & Portfolio Manager (CA PPM)? Is your organization using CA PPM but still wants to schedule in MS Project? Have you noticed that the logic in how CA PPM schedules is different in MS Project? And most importantly – wouldn't it be awesome to be able to explain why CA PPM and MS Project behave differently but ultimately get you the same result? This presentation shows you where and how MSP and CA PPM bi-directionally map data, how to create and manage tasks, assignments and scheduling, as well as updating task status and work. It includes a broad discussion where and when data should be entered in CA PPM and MS Project, on defining data elements and how to capture them.
For more information on Management Cloud solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz
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Europe is on its way to generate and make use of more data than ever. The project PrepDSpace4Mobility aims at contributing to the development of the common European mobility data space by supporting the creation of a technical infrastructure that will facilitate easy, cross-border access to key data for both passengers and freight. Given the enormous potential of data and digital technologies, the project is expected to have a positive impact on European competitiveness, society, and the environment.
We invited experts in the field of mobility, transport and data space technology to join PrepDSpace4Mobility expert workshop #1 to learn more about the preliminary results of the project and give early feedback in order to sharpen the focus as needed and requested from the real market.
Project PrepDSpace4Mobility is Funded by the European Union and coordinated by acatech (Germany), activities are carried out by Amadeus SAS (France), EIT Urban Mobility, an initiative of the European Institute of Innovation and Technology, a body of the European Union, (Spain), FIWARE (Germany), FhG (Germany), IDSA (Germany), iSHARE (Netherlands), TNO (Netherlands), USI (Germany), VTT (Finland), EMTA (France), Group ADP (France), KU Leuven (Belgium), ERTICO (Belgium), BAST (Germany), UIH (Hungary), and MDS (Germany).
I am uploading all these notes only for the sake of Allah SWT. A very comprehensive and detailed Lecture Slide for Management Students (Related to Engineering)
MS Project Integration: Tips, Tricks and What's New for YouCA Technologies
Have you scheduled in Microsoft Project (MSP) and are now presented with the "Tasks" to maintain a schedule in CA Project & Portfolio Manager (CA PPM)? Is your organization using CA PPM but still wants to schedule in MS Project? Have you noticed that the logic in how CA PPM schedules is different in MS Project? And most importantly – wouldn't it be awesome to be able to explain why CA PPM and MS Project behave differently but ultimately get you the same result? This presentation shows you where and how MSP and CA PPM bi-directionally map data, how to create and manage tasks, assignments and scheduling, as well as updating task status and work. It includes a broad discussion where and when data should be entered in CA PPM and MS Project, on defining data elements and how to capture them.
For more information on Management Cloud solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz
PrepData4Mobilty (Building Blocks) Methodological approach and Roadmap.pptxFIWARE
Europe is on its way to generate and make use of more data than ever. The project PrepDSpace4Mobility aims at contributing to the development of the common European mobility data space by supporting the creation of a technical infrastructure that will facilitate easy, cross-border access to key data for both passengers and freight. Given the enormous potential of data and digital technologies, the project is expected to have a positive impact on European competitiveness, society, and the environment.
We invited experts in the field of mobility, transport and data space technology to join PrepDSpace4Mobility expert workshop #1 to learn more about the preliminary results of the project and give early feedback in order to sharpen the focus as needed and requested from the real market.
Project PrepDSpace4Mobility is Funded by the European Union and coordinated by acatech (Germany), activities are carried out by Amadeus SAS (France), EIT Urban Mobility, an initiative of the European Institute of Innovation and Technology, a body of the European Union, (Spain), FIWARE (Germany), FhG (Germany), IDSA (Germany), iSHARE (Netherlands), TNO (Netherlands), USI (Germany), VTT (Finland), EMTA (France), Group ADP (France), KU Leuven (Belgium), ERTICO (Belgium), BAST (Germany), UIH (Hungary), and MDS (Germany).
Integrating BIM and LEAN for Project Delivery - Construction of a Major Hospi...CCT International
Webinar presented by Mr. Zuhair Haddad, CCT's Chairman for the Lean Construction Institute on 1 September 2016.
Hospitals are ecosystems of diverse functions: laboratories, imaging units, ERs, surgery and operating rooms, inpatient quarters, etc. This makes building them one of the most complex tasks, specifically room completion systems as each set of rooms have their own furnishing and finishing requirements. This entails the existence of several number of trades, where coordination grows exponentially in importance. King Hussein Cancer Center in Jordan is a prime example with fast track requirements (3 years delivery) which increase the complexity further.
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About the Presenter:
Zuhair Haddad is the CIO, Corporate Asset and Risk Management for Consolidated Contractors Company (CCC). He is in charge of mapping out and implementing the Project Control IT and Communication strategy for CCC group as well as directly overseeing CCC’s Information Systems, Corporate Risk, Communication and E-procurement Departments. He also leads the Plants Machinery and Vehicles (PMV) Department which manages CCC’s extensive fleet of construction equipment. Zuhair holds a Masters in Construction Management from Stanford University and a Bachelor of Science from the California State University of Chico in Civil Engineering. In 2014, Zuhair and two other inventors were granted a US Patent for their invention entitled: “System and method for hybrid solid and surface modeling for computer-aided design environments."
Project Controls Expo - 31st Oct 2012 - Extending Earned Value Methodology To...Project Controls Expo
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To illustrate the process, we draw on Supertech’s participation in the development and maintenance of a number of industry projects such as:
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Everyone entitled to be a leader.Gone the days when leadership follows the title given by the organization.Now, Everyone is a leader. Leader who had no title.
"Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading yourself—your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers."
If you want your ideas to be stickier, you’ve got to break someone’s guessing machine and then fix it. But in surprising people, in breaking their guessing machines, how do we avoid gimmicky surprise.
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
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This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Biological screening of herbal drugs: Introduction and Need for
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for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
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Thesis Statement for students diagnonsed withADHD.ppt
Tracking Project WBS
1. Tracking project deliverables through
a standard definition of Project WBSs
Franco Concari – Technip & VP IPMA Italy
Luciano De Gaetano – Technip Italy
2. 2
Table of contents
1. Starting issue: people (and IT tools)
to speak the same language
2. Background & Evolution:
from “The WBS” to several WBSs
3. Objective & Scope: one tool for taking Project
Management decisions
4. A Case Study: the PM needs
at least 3 WBSs
5th PMS Steering Committee
3. OrganisationServicesShared
1. Starting issue
3
Background & origin
WBSs are a key for screening data and to allow PM to
elaborate information coming from different sources
Classification is a key for
project management
Without classification
No monitoring
No ability to check scope fully
done
No ability to prioritize and
decide on our actions
All projects need to classify
data
Discipline tools does not
prevent to built common
standards
Identify what is common
Let flexibility for adjustment
Recollect information through
WBSs or screened Tagged
Objects
Different ways may exist
across different IT tools
Classifying give the ability to share
between project actors
Establish a common vocabulary to
exchange
On location
On availability
On % of achievments
Some key classification shall be the
same between engineering /
procurement / construction / cost /
schedule / finance
Classification needs to be shared
by all project actors
4. 4
A pre-defined axis of similar properties allowing to sort object by groups
2. Background & Evolution
What is a Data Structure? - Simple but fundamental
I’ll put there
my blue
books
I’ll put there
my pink
books
5. 5
Allow ordering data so to find answer to questions easily and quickly
How many yellow pieces?
2. Background & Evolution
What are several Data Structures? - Like a Rubik cube
6. 3. Objective & Scope
Giving access to Execution Project Data
“Execution” data means raw data from E, P and C systems.
Homogeneous reports for one or multiple projects
Unified & exhaustive view of SOW
Helping decision making by elaborating information
Support project follow-up : PMs supported by actual & up to
date execution data
Visualize plans and workloads
Visualize unexpected events
Project Data 360° Browser6
Allow the PM to take decisions using data coming from
different technical and management IT systems
7. 3. A Case Study
The question is: how many WBSs are needed to effectively
manage project information (in Oil&Gas industry)?
• The DDMS (Document&Data Man.System), based on SmartPlant Foundation as
developed in Technip, indentified 36 Data Structures possible for Project
Management and Execution. Too many ?
• A survey is under execution in Technip to identify which are the Data Structures
most commonly used by the E P C and PM stakeholders.
• A study was executed in Technip Italy with a Senior Project Director to understand
PM requirements:
• The rationale for a possible set of WBSs to be used in Project Management was defined
• The possible solutions for WBS use in EPC IT tools were proposed
• The scope is to “hand-over” all project deliverables to Client in an ordered and sequential
mode
Project Data 360° Browser7
Project Management needs at least 3 WBSs
8. 8
WBSs are split in two groups :
• 1st Group: SOW WBS - MANDATORY
Scope of Work Description based on 3 subjects, i.e.
• Operational (extended Process)
• Geographic
• Nature Code (Engineering, Procurement, Construction)
• 2nd Group: Execution WBS - OPTIONAL
“How to do” the Project based on SOW WBSs.
WBS
3. A Case Study
9. 9
SOW WBS
An example is given for the “Geographical” WBS (GBS) :
• Level 0 : The whole Project
• Level 1 : Block 1, Block 2, …. Etc. Integer
• Level 2 : Area 1 in Block1, Area 2 in .. 1st, decimal
• Level 3 : Sub Area 1 in Area1 in Block 1, ….. 2nd decimal
• Level 4 : Elevation 1 in Sub Area 1 …… 3rd decimal
This WBS is intrinsically :
• Structured in 5 levels;
• Homogenous because contains Geographical elements only;
• Consistent with the Project Plot Plan because gives names to each
portion of the Plot Plan with the required detail.
• Possible leading software: 3D Model
3. A Case Study
10. 10
An example is given for the “Operational” WBS (OBS) :
•Level 0 : The whole Project
•Level 1 : Group of Units (Utilities, Process, etc.) Integer
•Level 2 : Unit/System(Steam Prod., FCC, etc.) 1st, decimal
•Level 3 : Sub-System 1, Sub-System 2, etc. 2nd decimal
An example is given for the “Nature Code” WBS (NBS):
•Level 0 : The whole Project
•Level 1 : Design Disciplines, Materials, Works Integer
•Level 2 : Discipline, Mater. Code, Works Code 1st, decimal
•Level 3 : Discipline, Mater. Code, Works Code 2nd decimal
•Level 4 : Discipline, Mater. Code, Works Code 3rd decimal
SOW WBS
3. A Case Study
16. Rules for WBSs use in management are to be defined (e.g.):
• All the 3 structures shall be consistently applied in the set-up of all Project
Management and Project Execution systems, at the different level required.
• It is highly reccomended that all project IT applications will be adequate to
manage the multiple WBS structure, in order to estabilish easy cross-links
among them.
• Engineering and Vendor deliverables, as well as physical deliverables, shall be
adequately identified for their use during Construction, Handing-Over and
Start-up, so to be properly associated to work-front and quality hand-over
processes.
• Construction and Subcontractor Work Package definitions shall respect the
boundaries of the areas defined by Geographical WBS.
• Others……
Mandatory WBSs management rules (examples)
3. A Case Study
17. 17
Issues and questions
Issues to be studied:
• Execute a proof of concept for WBSs use
• Define management rules
• Define types of tags to be managed: e.g. equipment, foundations,
structures, piping lines (or ISO’s?), cable runs ?, etc.
• Define types of tags parts needed for construction work-front
management: e.g. structures level, module, part of a packaged supply,
etc.
• Verify the possible application of Mandatory WBSs in the different IT
Systems
Questions:
• What to do in case an IT system is able to manage only one or
two of the mandatory WBSs ?
3. A Case Study
18. 18
A Deliverable is an item that needs to be handed-over to Client to
satisfy the scope of work according to Contract requirements.
The types of deliverables can be classified according to their nature:
1. Physical – An object (a pump, a foundation, a cable)
2. Descriptive – A drawing (engineering, fabrication, construction)
3. Certificate - A Quality Control Plan with relevant approved forms (for
fabrication, for erection, for commissioning/start-up)
4. Service – An activity (for technical assistance, for training)
Deliverables are to be properly tagged and attributed to the WBSs so to allow
the easy retrieval of information from the Project Execution Systems suitable.
This will allow to execute an easy control of their status of delivery up to the
“hand-over” to Client.
Deliverables
3. A Case Study
19. 19
A physical deliverable is an object that can be classified and
subdivided according to certain rules that allows to follow it
in the different IT tools:
• Parent Tag – A plant item needed to fulfill a specific process/mechanical/E&I
task (a package, a piping line, a process structure, a substation).
Sub Tag – A plant sub-item needed to fulfill a specific
process/mechanical/E&I task (a vessel inside a package, a delivery package
of a process structure, a switchgear in a substation, an isometric, an
instrument).
Component - A specific component with unique characteristics (a
spool relevant to an isometric, an electric breaker)
Sub-component “type” – A generic component with unique
characteristics (2” ASTM A105 pipe Sch. 40)
Sub-component – A specific component with unique
characteristics (Mark 236 of a steel structure)
Physical Deliverables
3. A Case Study
20. 20
It is usually handled by Company Material Data Management
Systems and it is univocally defined once it has been equipped
with the following information:
a) Located according to GBS
Example:
Run-down tank for FCC Wet Gas Compressor
GBS:
Project: 2365
Block: C
Area: 061
Sub-area: Zone 2
Model Area: FA01
Physical Deliverables
3. A Case Study
21. 21
b) Classified according to OBS
Example:
Run-down tank for FCC Wet Gas Compressor
OBS:
Function: Conversion
Unit: Fluid Catalytic Cracking (FCC)
c) Linked to a material code, according to NBS
Example:
Run-down tank for FCC Wet Gas Compressor
NBS:
Vessel: discipline code 08 (even if for compressor discipline code is 10)
Small vessels: material code 11
Physical Deliverables
3. A Case Study
22. 22
A descriptive deliverable is a drawing that can be categorized according to
the following typologies:
• Engineering
• Requisitioning
• Procurement
• Fabrication
• Construction
• Precommissioning
• Commissioning
• Start-up
Some of the above deliverables are produced by the Engineering Contractor, some
by Vendor, others by Construction Subcontractors. The huge challenge is to
establish, since project initial stage, univocal rules for their codification according
to mandatory WBSs, in order to have them correctly assigned and retrievable.
Descriptive Deliverables
3. A Case Study
23. 23
They are produced by the Engineering Contractor (such as engineering
drawings) and a correct set-up of the IT Tools utilized during design stage,
according to standard & multiple WBSs, can allow an easy identification
and retrieval.
The descriptive deliverables produced by other entities (i.e. Vendors,
Subcontractors) are more difficult to be managed. In some cases these
entities can be requested to follow the project identification rules, but
sometimes these rules are not applied. In this case, an effort is required by
the Engineering Contractor to set-up in the Document Control System the
necessary associations of deliverables with the correct WBSs to allow their
handling.
Descriptive Deliverables
3. A Case Study
24. 24
A certificate deliverable is a signed form, part of an overall quality plan,
that attests the conformity of physical deliverables and works with
contract specifications during the following phases:
• Fabrication (provided by Vendor)
• Construction
• Pre-commissioning
• Commissioning
• Start-up
The fabrication certificates are provided by the Vendor and can be treated
as a Fabrication Descriptive Deliverables.
Certificate Deliverables
3. A Case Study
25. 25
Construction activities are subdivided in Work Categories (or Work
Classes), Subwork Classes, Work Steps and identified consistently with the
Nature WBS.
Quality Control Plans (QCP) are defined for Work Categories and are
including different Quality Control Forms (QCF), attesting different steps
and activities performed.
These deliverables to be easily retrievable shall use an identification code
containing the discipline code of the NBS. At the same type they must be easily
associated through IT tools to the physical deliverable certified to consolidate the
Quality Dossier at the project “hand-over” to Client.
Certificate Deliverables
3. A Case Study
26. 2626
Project Management needs
integrated project information
o To take decisions
• Correlating information coming from different
E P C discipline IT systems
• Aggregating information through WBSs
• Focusing the attention in the critical areas
o To proficiently deliver the Project to the Client
A Case Study: Conclusion
3. A Case Study
27. 27
The “hand-over” process to Client during the final stage of EPC execution is a
key factor for Project success.
• Physical Deliverables are to be correlated in Quality Dossiers with their relevant
Descriptive and Certificate Deliverables.
• Also the Punch Lists defined by Clients to accept the Physical Deliverables are to
be correlated.
• Hand-over IT Applications are needed to integrate information coming from
different project execution IT systems, to keep under control such critical activities
and to correlate them with all the involved deliverables .
The ability to easily recollect the information and status of any kind of deliverable is
essential in the “hand-over” process. A huge amount of data are to be managed,
collected, sorted, aggregated in short time.
This is possible ony if the Project Manager defined since the initial stage
proper Tagging rules for Deliverables and attribution rules to the multiple
WBSs and these are implemented in the set-up of IT project systems.
A Case Study: Conclusion
3. A Case Study
32. 20 Elementi di
COMPETENZA
TECNICA
Metodologie,
tecniche e
strumenti di
Project
Management
15 Elementi di
COMPETENZA
COMPORTAMENTALE
Rapporti e interrelazioni
fra individui e gruppi che
operano all’ interno dei
Progetti
11 Elementi di
COMPETENZA
CONTESTUALE
Interazione del
project team con
il contesto in cui si
svolge il progetto
Competenze
Comportamentali
Competenze
Tecniche
Competenze
Contestuali
IPMA Italy is able to deliver this background
33. L’ENTE UNICO AUTORIZZATO
ALLA DIFFUSIONE IN ITALIA
DELLA CERTIFICAZIONE DEI
PROJECT MANAGER SECONDO
LA METODOLOGIA
IPMA
IPMA Italy