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Experience and systemic vision in Project Management
An integrated approach to complex projects
My work is based on an integrated vision of Project Management, in which planning, check, Contract management and decision support are not separate activities, but parts of a single system.
Over 30 For years I have been working as an advisor in the engineering sectors, construction and consultancy, working alongside public and private entities on complex projects, in Italy and abroad.
My strong point is the integration of operational experience, systemic vision and knowledge of planning methodologies, control and management of delays, with particular attention to the quality of the information necessary to govern the project.
In complex projects, Indeed, many critical issues do not arise only in the execution phase, but by the weakness of the system that should govern the project from its initial stages. For this reason I consider it essential to build Project Management and Control structures capable of producing reliable information, coherent and usable to support decisions.
Experience on complex projects
The numerous projects of the United States Government in Italy in the early years 2000 they gave me the opportunity to deal with advanced contractual architectures, like those of the NAVFAC (Naval Facilities Engineering Systems Command), characterized by particularly sophisticated Project Management requirements and, at the time, still not widespread in the Italian market.
To meet these needs, I founded in 2002 and headed up to 2012 Casinelli Associates – project management consultants, a consultancy boutique specializing in project management, which operated in support of leading national and international construction companies. In that context we dealt with activities that were highly innovative at the time, as the Schedule Delay Analysis (SDA) to support contractual management and the application of the methodologies Earned Value Management (EVM).
These experiences have also given rise to contributions published internationally, including Guidelines to mitigate schedule delay from Owner’s point of view. The case of US Navy projects in Italy, published on Cost Engineering in February 2005 and subsequently presented at the AACE annual conference in New Orleans in 2007.
In the following years my professional path evolved towards activities of PMC e PMO to support the client. I worked on the Project Management system of Motorways for Italy, on the project CityLife in Milan and on the infrastructural development program Quadrilateral. I have also taken on assignments for international companies such as Egis Rail e Hill International, respectively on the new metro project Doha in Qatar e del Grand Egyptian Museum Al Cairo.
This path allowed me to operate from both the client's and contractor's points of view, developing an in-depth knowledge of organizational processes, contractual and decisional aspects that characterize large projects and mega-projects.
Intervention aircraft
As a Project Advisor I support companies and organizations both in the management of complex projects, and in the development of the skills necessary to govern them in a structured way.
I support companies and project teams in the most challenging orders, intervening on planning and scheduling, contractual management, analysis of delays and claims, assessment of project risks and setting up of control and quality processes.
I have gained specific experience in the analysis of delays (Schedule Delay Analysis) and in supporting claims management, even in international and contractually complex contexts.
I also develop and implement cost management and project monitoring systems, also based on methodologies of Earned Value Management (EVM), with the aim of improving the reliability of information and decision support.
Alongside the advisory activity, I carry out advanced training activities on project management and control methodologies and techniques for companies, consultancy companies and structured organisations.
I have collaborated with realities such as Luiss Business School e PwC, developing and carrying out training courses on contract management, project delivery, project control and governance of complex projects. Per PwC I taught a classroom course 35 ore dedicated to Project Control Management.
As part of a recent advanced training project designed by Luiss Business School per Leonardo Global Solutions, I contributed on the topics of project and construction management in complex projects, with particular attention to the role of a structured project management system, capable of integrating planning, costs and control and to produce reliable information to support decisions.