Rivista di Project, Program e Portfolio Management
4 issues per year , ISSN 2037-7363 , ISSNe 2037-7657
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La lettura di ogni numero della Rivista equivale a 2,5 PDU (Professional Development Unit) per le certificazioni PMI, che devono essere ripartite tra le tre categorie del "Talent Triangle" secondo quanto specificato nell'ultima pagina di ciascun numero

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Originally, project management was developed as a tool for the planning and monitoring of activities in certain sectors (industrial plants, large-scale public and private works). It subsequently spread to other working environments, such as information technology, the service sector, public administration and organisations operating for social purposes. In order to direct the processes necessary for the successful completion of a job, the project manager requires specific knowledge and skills - a common language (one which is increasingly accepted by international standards); the ability to work in different geographic and corporate environments; greater mastery of the so-called 'soft skills' (people skills involving personal behaviour and relating to other people). As such, the project manager is increasingly being defined as a skilled professional, as someone reliable and ethical who can guarantee that a project meets its objectives and produces the expected results. At the same time, the organisations which promote, lead and realize projects are expected to make use of specific techniques and methodologies, as well as to apply "maturity models", which can be identified with best practice and which, above all, require a working environment where project management culture is widespread. The review Il Project Manager aims to promote and investigate these themes by actively involving stakeholders ranging from business managers and project members to team leaders, sponsors and experts in the different fields of interest and application. Seen from this perspective, the publication strives to disseminate this culture, promote certification and sponsor the recognition of professional roles within businesses engaged in project management, roles characterised by responsibilities, methods and common values. The journal's subtitle refers to an extended definition of project management which includes at least two closely related subjects: the management of programmes and the management of project portfolios, both of which are very important in the implementation of business strategies. The review, which is the first Italian journal entirely dedicated to project management, is made up of several thematic sections, each addressing specific topics, and columns covering specialist subjects. It publishes contributions from experts and ''practitioners', thus illustrating the experiences and initiatives of associations and professional communities involved in project management in Italy and abroad, and provides information on methodological developments and bibliographic news.

General Editor:Pier Luigi Guida Scientific Editor in chief: Federico Minelle Scientific Board: Maurizio Dal Maso, Gianluca di Castri, , Marco Gentili, Sergio Gerosa, Vito Introna, Enrico Mastrofini, Alberto Nepi, Darci Prado Editors: Claudia Spagnuolo (coordinamento redazionale), Alessandro Cagliesi, Antonella Chirichiello, Gennaro Di Bonito, Andrea Fraticelli, Barbara Filosto, Carlo Messineo, Federica Polce, Francesca Eremita Ruscica, Claudia Spagnuolo (Coordinamento redazionale), Franco Stolfi, Michele Tricarico

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Issue 50/2022 
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Pier Luigi Guida, Il nuovo Project Manager
Antonio Nieto-Rodriguez, L’economia di progetto
Teorie e metodi di PM
Marco Sampietro, Predictive, agile, hybrid project management. E se iniziassimo a parlare di project management efficace?
Antonella Chirichiello, Emanuele Remediani, Claudia Spagnuolo, Nuovi standard per i progetti di innovazione e prospettive di integrazione con il project management
Professione PM
Antonio Bassi, Organizzazione e cultura di project management
Pubblica amministrazione
Manuela Brusoni, Niccolò Cusumano, Gestire gli acquisti pubblici: un processo strategico complesso
Tecniche e strumenti di PM
Antimo Angelino, Pierluigi Rippa, La valutazione dei costi "program-oriented": un caso di applicazione di machine learning nel settore aerospazio e difesa
Softy skills
Pino De Sario, Il project manager come "facilitatore"
A cura della Redazione, Il futuro del project manager. Intervista ai presidenti delle associazioni italiane di project management
In biblioteca
Federico Minelle, Paul boudreau. The self-driving project: using artificial intelligence to deliver project success
News & eventi
Federica Polce, Notizie, eventi, corsi, seminari, pubblicazioni

Issue 49/2022 
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Pier Luigi Guida, PNRR e Project Manager
Harold Kerzner, Predizioni per il Project Management nel prossimo futuro
Case study
Enrico Mastrofini, L’esperienza del Modello Genova può aiutare a gestire i progett i del PNRR e a realizzarli rispettando le scadenze
PM e Pubblica amministrazione
Franco Stolfi, Roberto Di Gioacchino, PNRR e Project management
Teorie e metodi di PM
Marco Caressa, Waterfa ll vs Agile, Processi vs Pratiche e Principi: superare le false dicotomie del Project Management
Teorie e metodi di PM
Andrea Cavallaro, Andrea Gaschi, Giulia Murani, Principi e strumenti per gestire un portafoglio di progetti di innovazione
Softy skills
Claudia Spagnuolo, Manuela Vecchio, E-Leadership: team virtuali sempre connessi e nuovo diritto alla disconnessione voluto dal Parlamento Europeo
Maturità di PM
Alessandro Lops, Maturità di project management all’Università della Tuscia
Reinhard Wagner, Auto-organizzazione: un nuovo paradigma delle attività orientate ai progetti
In biblioteca
Federico Minelle, Antonio Nieto-Rodriguez. Harvard Business review project management handbook: how to launch, lead, and sponsor successful projects
News & eventi
Federica Polce, Notizie, eventi, corsi, seminari, pubblicazioni

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