Il controllo di gestione e operativo delle commesse per una impresa di costruzioni: nuovo impianto di trattamento e recupero di rifiuti urbani.

Matteo Camprini; Ares Frassinetti; Andrea Gambi

doi:10.6092/issn.2036-1602/4078

Authors

Matteo Camprini ACMAR S.c.p.a. Ravenna
Born in Forlì on the 17th February 1971, Civil Engineering degree obtained at Bologna University. Started to work in ACMAR in 1999 as a site technical assistant. Manager (of higher importance level during the years) of several civil and infrastructural contracts. From 2008 he is Manager for the Production of infrastructural works and Technical Manager for the Branch located in Albania.
Ares Frassinetti Greentechnology s.r.l. Ravenna
Born in Forlì on the 14th June 1972, Civil Engineering degree obtained at Bologna University. Started to work in ACMAR on 1st February 1999 as a site technical assistant Manager (of higher importance level during
the years) of several civil and infrastructural contracts. From January 1, 2006 to December 31, 2008: Manager for the Production. Since January 1, 2009: Technical Manager.
Andrea Gambi Greentechnology s.r.l. Ravenna
Degree in Civil Engineering in transport road structures, University of Bologna in 1981. After a first experience as a structural designer, in 1983 was a designer of ACMAR’s technical office. In 1986 he became manager of the technical office and in 1989 became leader of a new ACMAR’s branch that collects production and engineering. From 1995 to 1997 following certain courses he specialized in PM at the MIP, School of Management of Politecnico di Milano.
Later he became Director of operations of Acmar. In 2005, changes in ITER to fill the role of Manager of Technical Services and in 2006 he became General Director of ITER, in this area has been developed on a PM special project in ITER. Today, in addition to consultancy, is CEO of Romagna Acque-Società delle Fonti s.p.a.

DOI:

https://doi.org/10.6092/issn.2036-1602/4078

Keywords:

Construction management, construction, earned value, waste recycling plant, Project management

Abstract

The construction market in Italy is suffering of maturity problems since last decades of the twentieth century. In 1990 due to “tangentopoli” scandal, Italian public works law was reformed, with the aim of competing with the whole European market. In this context construction firms that were more close to Project Management thinking started company wide re-engineering processes to became project oriented organisations. The present paper will describe the management system implemented in a Project Oriented Construction Company, its changes and improvements due to evolution in time, its organisational structure and the tools used by the management system.
The paper will also describe a case study of a construction project of a urban waste recycling plant.

References

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Construction Project Management for a Construction Company: a Case Study of a New Urban Waste Treatment and Recovering Plant

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