{"id":49704,"date":"2026-07-01T15:33:34","date_gmt":"2026-07-01T13:33:34","guid":{"rendered":"https:\/\/www.roncucciandpartners.com\/?p=45354"},"modified":"2026-09-04T11:59:24","modified_gmt":"2026-09-04T09:59:24","slug":"from-design-to-digital-solutions-how-to-manage-project-based-processes-before-technology-comes-into-play","status":"publish","type":"post","link":"https:\/\/www.roncucciandpartners.com\/en\/2026\/07\/01\/from-design-to-digital-solutions-how-to-manage-project-based-processes-before-technology-comes-into-play\/","title":{"rendered":"From Design to Digital Solutions: How to Manage Project-Based Processes Before Technology Comes Into Play"},"content":{"rendered":"

On June 9, in Bologna, the event \u201cManaging Project-Based Work: How to Monitor Performance and Profitability<\/strong>,\u201d organized by Roncucci&Partners in collaboration with Akeron<\/a>, brought together professionals and companies that deal with the complexities of project-based work on a daily basis.<\/strong><\/p>\n

\"\"

Giovanni Roncucci, President of Roncucci&Partners, opens the discussion.<\/p><\/div>\n

Among the themes that emerged most strongly, one in particular deserves further attention: technology only works when it follows serious work on business processes.<\/strong><\/p>\n

For companies that operate on a project basis, in fact, digitization<\/strong> means first building a measurable operational model.<\/p>\n

The digitization<\/strong> of project-based processes is much more than simply adopting a digital solution.<\/strong> It involves strategy, organization, people, processes, project management, and change management.<\/p>\n

People, processes, technology, and governance must be viewed as a single system: only then can digital tools truly become useful for monitoring performance and profitability.<\/p>\n

\"\"

Gabriele Anzalone, a board member at Roncucci&Partners, outlines the three drivers of change for business growth through digital transformation.<\/p><\/div>\n

These are the points that were discussed during the meeting and that guide Roncucci&Partners\u2019 work in organizational and digital transformation initiatives.<\/p>\n

In this regard, the case study of SI.ME.TE.<\/a><\/strong>\u2014a company specializing in civil, structural, and infrastructure engineering, as well as architecture\u2014was particularly interesting.<\/strong><\/p>\n

Marco Caretto, Designer and Senior Architecture Project Manager, presented SI.ME.TE.\u2019s perspective and described the company\u2019s journey.<\/p>\n

The SI.ME.TE. Case: From Individual Knowledge to a Shared Model<\/strong><\/h2>\n
\"\"

Marco Caretto, Architect, Designer, and Senior Project Manager at SI.ME.TE., explains the process of change within his company.<\/p><\/div>\n

SI.ME.TE. is a useful case study because it clearly illustrates a transition that many companies working on a project basis can relate to: the shift from a management approach reliant on people\u2019s experience and established practices to a more structured model.<\/p>\n

This is a model that SI.ME.TE. adopted even before considering technological evolution. The starting point was: \u201cHow can we make the organization work better?\u201d<\/p>\n

From there, several key questions emerged:<\/p>\n

    \n
  • Who is responsible for making decisions, and based on what information?<\/li>\n
  • What steps does a project go through, from the initial estimate to final accounting?<\/li>\n
  • Where do bottlenecks occur?<\/li>\n
  • What data is truly needed to monitor progress, costs, timelines, and profit margins?<\/li>\n
  • What are the needs of the various teams involved?<\/li>\n<\/ul>\n

    Process First \u2192 Software Second<\/strong><\/h3>\n

    \"\"<\/p>\n

    This analysis served as the starting point for the methodological work: mapping existing processes and designing the future model.<\/strong> Who does what, with what information, within what timeframes, and with what responsibilities.<\/p>\n

    This work precedes any technological decision, because it allows technology to fit into a context that is already clearly defined. Technology must implement an organizational plan that has already been designed.<\/strong><\/p>\n

    In the case of SI.ME.TE., digitization was therefore treated as the result of an organizational analysis process.<\/strong><\/p>\n

    The Role of People in the Digitization of Processes<\/strong><\/h3>\n

    A central element of this process was the working groups.<\/p>\n

    Involving people, gathering their actual needs, and identifying critical issues and priorities from the ground up helped ensure that digitization was not perceived as a decision imposed from above.<\/p>\n

    The people who will use these tools every day are also the ones who best know where the process breaks down.<\/strong> If this is ignored, there is a risk of building a system that is operationally disconnected from the way the company actually works.<\/p>\n

    \"\"From Organizational Design to Digital Solutions<\/strong><\/h3>\n

    This is where the second theme that emerged during the event comes into play\u2014the one related to Akeron and the Tarko<\/a><\/strong> platform. The joint effort between Roncucci&Partners and Akeron made it possible to implement a solution tailored to a business plan of strategic importance.<\/strong><\/p>\n

    The platform was specifically designed for companies that work on a project-by-project basis: engineering and architecture firms first and foremost, but also companies active in facility management, IT firms, and organizations that manage complex projects.<\/strong><\/p>\n

    \"Lucrezia

    Lucrezia Puccini, a Pre-Sales Consultant at Tarko by Akeron, demonstrates the tool through a demo.<\/p><\/div>\n

    Tarko provides useful tools for introducing and consolidating project management methodologies within a company, linking the organizational structure to the operational management of projects.<\/p>\n

    A Model That Can Be Replicated<\/strong><\/h2>\n

    The common thread linking the SI.ME.TE. case study and Akeron\u2019s integration is the same one that ran through the entire event in Bologna: digital transformation begins with understanding how the company truly works\u2014or how it wants to work.<\/strong><\/p>\n

    It\u2019s a model that requires more time in the initial phase, because it forces us to pause and plan before building.<\/strong><\/p>\n

    It also significantly reduces one of the most common risks in digitalization projects: ending up with an underutilized tool that feels out of place\u2014one that generates data but doesn\u2019t actually provide control.<\/p>\n

    Without alignment and a clear purpose, technological upgrades cannot produce lasting results.<\/strong><\/p>\n

    The question that concluded the article previewing the event remains valid even now that the process is underway: are we governing our project-based processes, or are we merely chasing after them?<\/p>\n

    Do you want to understand whether your project-based processes are truly governed or merely managed on a day-to-day basis? Contact us to build a digital transformation path starting with your organizational model.<\/p>\n

    Gabriele Anzalone<\/strong><\/a><\/p>\n

    Related Articles:<\/em><\/p>\n

    \n

    Big Data, Digitalizzazione e Internazionalizzazione: cosa abbiamo imparato durante la seconda edizione dell’evento<\/a><\/p><\/blockquote>\n