Page 75 - Impiantistica Italiana Maggio Giugno 2014

Franco Concari

Technip Group Coordinator of Project Management Manager, IT Projects Director, Responsible for
Systems & General Expert for Project Planning and Engineering Managers & Project Engineers,
Control methods; President Vicario of IPMA Italy Project Planning Department Manager up to the
(Italian member of IPMA). present role. The development and innovation in
A professional career spent in management roles Project Management and Corporate Management
for Project execution: Process Engineer, Project techniques is the main focus of the career
Engineer, Proposal Manager, Project Manager, development. Speaker in several ANIMP-IPMA-PMI
Project Controls Manager, Construction Department congresses.

Pasquale Di Rubbo

Technip Italy CSR Manager, Technip Group Starting from 1994, he directed his professional
Sustainable Development Best Practices commitment to problems concerning Safety and
Coordinator. the
Graduated in Chemical Engineering in December Environment, covering the role of Project Manager
1974 currently works in Technip Italy SpA as Lead for Safety and the Environment and Manager of the
of the Social Management Function for coordinating Prevention and Protection Department., integrating
Company activities for relevant to “Standard SA these professional experience in the wider context
8000”. Chief Assessor (BV March 2003) for CSR of Corporate Accountability, Quality Assurance and,
Management System audits. from 2003, Sustainable Development themes. On
As early experience he was researcher at the Quality Assurance he was member of Aicq (Italian
Industrial Chemical Institute of the Milan Faculty of Association for Quality Assurance ) executive
Engineering, than he worked as Process Enginee council in Rome and starting from 2009 he is an
and Project Engineer & Coordinator in Foster assessor of Quality Systems (through audits).
Wheeler SpA in Milan and Tpit SpA in Rome.

Social Management, is it a New Project Management Competence?

Companies which operate their business through Project Management principles and methodologies can demonstrate to
their Clients that they have a “competitive advantage” versus competitors when they are able to show that they successfully
completed several complex projects.
This is particularly true when interests of Social Communities and Public Stakeholders are involved in the Project Execution.
In these cases the Project Management shall be able to properly address the requirements and issues raised by these
stakeholders: this is defned Social Management. Specifc management methods and tools are required to develop Social
Management. Positive and negative examples of Social Management in Projects are reviewed. The Project Manager with his
specifc competences is so able to actuate in his Project the Sustainable Development Program of his Company.

Social Management, nuova competenza di Project Management?
Le Società che gestiscono le proprie attività secondo i principi e le metodologie del Project Management possono dimostrare ai
propri clienti che hanno un “vantaggio competitivo” nel confronto dei concorrenti quando sono in grado di mostrare che hanno
completato con successo diversi progetti complessi.
Ciò è particolarmente vero quando nella Project Execution sono coinvolti gli interessi di Comunità Sociali ed Autorità Pubbliche.
In questi casi i Project Management deve essere in grado di gestire adeguatamente le richieste e i problemi sollevati da questi
stakeholders: ciò è defnito Social Management. Per sviluppare il Social Management sono necessari specifci metodi e sistemi di
gestione. Vengono illustrati esempi positivi e negativi di Social Management nei Progetti. Il Project Manager con le sue specifche
competenze è così in grado di realizzare nel suo Progetto il Programma di Sviluppo Sostenibile defnito dalla sua Società.

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