Scope management allows project managers to react when a project underperforms regarding schedule, budget, and/or quality at the execution stage. Scope management can also minimize project changes and budget omissions, as well as improve the accuracy of project cost estimates and risk responses. For scope management to be effective, though, it needs to rely on a robust work breakdown structure (WBS). A robust WBS hierarchically and faithfully reflects all project tasks and work packages so that projects are easier to manage. If done properly, the WBS also allows meeting the project objectives while delivering the project on time, on budget, and with the required quality. This paper analyzes whether the integration of a cost breakdown structure (CBS) can lead to the generation of more robust WBSs in construction projects. Over the last years, some international organizations have standardized and harmonized different cost classification systems (e.g., ISO 12006-2, ISO 81346-12, OmniClass, CoClass, UniClass). These cost databases have also been introduced into building information modeling (BIM) frameworks. We hypothesize that in BIM environments, if these CBSs are used to generate the project WBS, several advantages are gained such as sharper project definition. This enhanced project definition reduces project contradictions at both planning and execution stages, anticipates potential schedule and budget deviations, improves resource allocation, and overall it allows a better response to potential project risks. The hypothesis that the use of CBSs can generate more robust WBSs is tested by the response analysis of a questionnaire survey distributed among construction practitioners and project managers. By means of structural equation modeling (SEM), the correlation (agreement) and perception differences between two 250-respondent subsamples (technical project staff vs. project management staff) are also discussed. Results of this research support the use of CBSs by construction professionals as a basis to generate WBSs for enhanced project management (PM).

Projects have become an essential instrument for the success of universities. In a context of globalization and increasing complexity, they must sharpen their resourcefulness to face these challenges and adapt to this changing environment. To reach these objectives, they undertake a series of activities of a unique, concrete and temporary nature, not always technical but managerial ones. If universities work with people on projects in the production, transmission and dissemination of knowledge, then they link with society to solve its problems. For this reason, teaching and research staff (TRS) should promote a range of professional project management (PM) competences in different areas for the proper management of the projects in which they take part. Through a Delphi technique, a panel of twenty-four accredited teaching experts who are carrying out significant research and holding directive roles, measured the importance of acquiring and/or improving professional PM competences by their TRS. Consensus and stability reached after two rounds of consultation confirmed there are a series of crucial competences for the practice of relevant teaching and pioneer research. Results obtained are the basis for a gap plan that allows the TRS to participate in and/or lead university projects with greater self-confidence and personal motivation.

In a globalized marketplace, the competition in the aerospace industry has increased significantly. Producers can choose between many suppliers. These suppliers have to comply with more requirements and technical specifications, as well as take on greater responsibilities that originally fell on producers. In this context, business opportunities for small and medium-sized enterprises (SMEs) are limited, but still suppliers must try to leverage the maximum strategic advantage of the few that present. Adopting research, development and innovation (R+D+i) practices has proven to bring great benefits to companies and allows them to gain significant competitive advantages. However, the process of designing, implementing and testing R+D+i-related processes is not straightforward, nor it has been addressed in the recent research on SMEs. In this paper, a case study of a Spanish innovative small company providing industrial metrology and quality services is analyzed. Thanks to an internal decision-making process, an R+D+i management system based on the UNE 166.002:2014 standard is eventually adopted. A pilot project is closely followed up to test the robustness of the system implementation. The R+D+i management system has allowed the company to streamline its innovation activities, establish objectives to better allocate essential resources, organize high performing innovation units within the organization structure, increase the clients’ confidence, improve the company’s competitiveness, carry out technological surveillance, and get more patented technology, among many others. Adoption steps taken by this SME are generalizable to other SMEs from other industries and show how an R+D+i management system can be chosen, designed, implemented and tested in the context of Industry 4.0 (I4.0).

When a project activity has already started, tracking information such as percentage complete and current activity duration and cost can be easily retrieved. This information can be used to update the project schedule to anticipate the eventual project duration and cost more precisely. But hardly any studies analyzed how more accurate or reliable activity tracking information can be compared with the initial (planned) estimates, let alone which mathematical forecasting expressions are the most accurate. This paper quantified forecasting accuracy by extracting over 3,000 activities with partial tracking information (i.e., those which have already started but are not yet complete) from a real project data set. Two expressions for forecasting the activity duration and cost were tested by comparing their performance with initial (planned) and final (actual) values. The contributions to the body of knowledge are fourfold. First, it was shown that activity tracking information considerably outperforms planned estimates. Second, using two expressions can significantly minimize the deviations of time and cost estimates. Third, remaining activities’ duration and cost estimates can be closely modeled with log-normal distributions as a function of the activities’ percentage complete. Fourth, variability decreases linearly as activities approach their end. These findings allow project managers to better anticipate and model the duration and cost variability of ongoing activities and to improve the forecasting accuracy of the project duration and cost estimates.

In the COVID-19 era, a direct relationship has been consolidated between the concentration of the pollutant carbon dioxide (CO₂) and indoor disease transmission. For reducing its spread, recommendations have been established among which air renewal is a key element to improve indoor air quality (IAQ). In this study, a low-cost CO₂ measurement device was designed, developed, assembled, prototyped, and openly programmed so that the IAQ can be monitored remotely. In addition, this clonic device was calibrated for correct data acquisition. In parallel, computational fluid dynamics (CFD) modeling analysis was used to study the indoor air flows to eliminate non-representative singular measurement points, providing possible locations. The results in four scenarios (cross ventilation, outdoor ventilation, indoor ventilation, and no ventilation) showed that the measurements provided by the clonic device are comparable to those obtained by laboratory instruments, with an average error of less than 3%. These data collected wirelessly for interpretation were evaluated on an Internet of Things (IoT) platform in real time or deferred. As a result, remaining lifespan of buildings can be exploited interconnecting IAQ devices with other systems (as HVAC systems) in an IoT environment. This can transform them into smart buildings, adding value to their refurbishment and modernization.