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Lecture Notes in Management and Industrial Engineering

José Luis Ayuso Muñoz

José Luis Yagüe Blanco
Salvador F. Capuz-Rizo Editors

Project
Management
and Engineering
Research
AEIPRO 2019
Lecture Notes in Management and Industrial
Engineering

Series Editor
Adolfo López-Paredes, INSISOC, University of Valladolid, Valladolid, Spain
This book series provides a means for the dissemination of current theoretical and
applied research in the areas of Industrial Engineering and Engineering Management.
The latest methodological and computational advances that both researchers and
practitioners can widely apply to solve new and classical problems in industries and
organizations constitute a growing source of publications written for and by our
readership.

The aim of this book series is to facilitate the dissemination of current research in
the following topics:

• Strategy and Enterpreneurship

• Operations Research, Modelling and Simulation
• Logistics, Production and Information Systems
• Quality Management
• Product Management
• Sustainability and Ecoefficiency
• Industrial Marketing and Consumer Behavior
• Knowledge and Project Management
• Risk Management
• Service Systems
• Healthcare Management
• Human Factors and Ergonomics
• Emergencies and Disaster Management
• Education

More information about this series at http://www.springer.com/series/11786

José Luis Ayuso Muñoz José Luis Yagüe Blanco
• •

Salvador F. Capuz-Rizo
Editors

Project Management
and Engineering Research
AEIPRO 2019

123
Editors
José Luis Ayuso Muñoz José Luis Yagüe Blanco
E.T.S. Ingeniería Agronómica y de Montes Departamento de Ingeniería Agroforestal
Universidad de Córdoba Universidad Politécnica de Madrid
Córdoba, Spain Madrid, Spain

Salvador F. Capuz-Rizo
Departamento de Proyectos de Ingeniería
Universitat Politècnica de València
Valencia, Spain

ISSN 2198-0772 ISSN 2198-0780 (electronic)

Lecture Notes in Management and Industrial Engineering
ISBN 978-3-030-54409-6 ISBN 978-3-030-54410-2 (eBook)
https://doi.org/10.1007/978-3-030-54410-2
© Springer Nature Switzerland AG 2021
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Preface

The Spanish Association of Project Management and Engineering (AEIPRO) is

pleased to issue this volume. It compiles a selection of the best papers presented at
the 21st and 22nd International Congress on Project Management and Engineering.
They are a good sample of the state of the art in the fields of Project Management
and Project Engineering.
Since 2008, AEIPRO Scientific Committee follows a two-step procedure for
selection. Firstly, it assesses all the papers presented to select the approved ones to
the Congress. After the conclusion and taking into account the chairman reports of
every session, a second assessment is performed by a reduced Scientific Committee.
We hope that the fruit of this process, this volume, contributes to the improvement
of project engineering research and enhances the transfer of results to the job of
Project Engineers and Project Managers.
The Spanish Association of Project Management and Engineering is a nonprofit
organization founded in 1992. It is an entity for the professionalization of Project
Management and Engineering with the following goals: to facilitate the association
of scientists and professionals within the Project Management and Engineering
areas; to serve as a tool for improving communication and cooperation among these
professionals; to improve experts’ knowledge in the different fields of Project
Management and Engineering; to promote the best professional practices in these
fields; to identify and define the needs that may arise in the everyday development
of these activities; and finally, to adopt positions in order to orientate society when
faced with differences with the fields of action. AEIPRO is the Spanish Member
Association of IPMA (International Project Management Association), a federation
of about 70 Member Associations that brings together more than 50,000 project
management professionals and researchers from Europe, Asia, Africa, the Middle
East, Australia, and North and South America.
Chapters presented in this book address methods, techniques, studies, and
applications to project management and all the project engineering areas. The
contributions have been arranged in eight thematic areas:

v
vi Preface

• Project Management
• Civil Engineering and Urban Planning. Construction and Architecture
• Product and Process Engineering and Industrial Design
• Environmental Engineering and Management of Natural Resources
• Energy Efficiency and Renewable Energies
• Rural Development and Development Cooperation Projects
• Technologies of Information and Communications (TIC). Software Engineering
• Risk Management and Safety
We want to acknowledge all the contributors and reviewers.

Valencia, Spain José Luis Ayuso Muñoz

November 2020 José Luis Yagüe Blanco
Salvador F. Capuz-Rizo
Contents

Part I Project Management

1 Strategies to Enhance Impact and Visibility of Research
Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
L. Canals Casals, B. Amante, and M. M. González
2 Comparative Analysis of the SCRUM and PMI Methodologies
in Their Application to Construction Project Management . . . . . . . 17
M. A. López-González, L. Serrano-Gómez, V. Miguel-Eguía,
J. I. Muñoz-Hernández, and M. Sánchez-Núñez
3 Comparative Study of Project Management Approaches:
Traditional Versus Holistic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
U. Apaolaza Perez de Eulate and A. Lizarralde Aiastui
4 Study of an Innovation Indicator Applied to Future Projects
Monitoring Using the Earned Value Technique . . . . . . . . . . . . . . . 49
E. García-Escribano
5 Rethinking Maturity Models: From Project Management
to Project-Based . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Víctor Hermano
6 Classification of Software in the BIM Process According
to the PMBoK Knowledge Areas and Levels of Development
(LOD) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
J. María Rodrigo-Ortega and J. Luis Fuentes-Bargues
7 Portuguese Project Management Profile—An Overview . . . . . . . . . 93
A. Andrade Dias and Antonio Amaral

vii
viii Contents

8 The Utilization of Project Management Tools and Techniques

and Their Relationship with the Success in Chemical
Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
B. Llorens Bellón, R. Viñoles-Cebolla, M. J. Bastante-Ceca,
and M. C. González-Cruz
9 Human Aspects of Project Management: Agent-Based
Modeling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
M. Nakagawa, K. Bahr, and V. Lo-Iacono-Ferreira
10 Application of the DBR Approach to a Multi-project
Manufacturing Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
U. Apaolaza Perez de Eulate and A. Lizarralde Aiastui
11 A Bibliometric Analysis of the Professional Skills in the Scientific
Journals of Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . 147
J. R. Otegi-Olaso, J. R. López-Robles, and N. K. Gamboa-Rosales
12 The Influence of the Use of Project Management Tools
and Techniques on the Achieved Success . . . . . . . . . . . . . . . . . . . . 159
B. Llorens and R. Viñoles-Cebolla
13 Design Thinking: Virtues and Defects of a Project Methodology
for Business, Academic Training, and Professional Design . . . . . . . 173
M. Puig Poch, F. Felip Miralles, J. Galán Serrano, C. García-García,
and V. Chulvi Ramos
14 Statistical Learning Techniques for Project Control . . . . . . . . . . . . 189
Fernando Acebes, Javier Pajares, and Adolfo López-Paredes
15 Program and Project Management Articulation: Evidences
from the Infrastructure Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
V. González, E. Hetemi, M. Bosch-Rekveldt, and J. Ordieres-Meré
16 Competences and the Digital Transformation . . . . . . . . . . . . . . . . . 221
C. Wolff, O. Mikhieieva, and A. Nuseibah

Part II Civil Engineering and Urban Planning. Construction

and Architecture
17 Influence of the Separation Between Photovoltaic Modules
Within an Array on the Wind Pressure Distribution . . . . . . . . . . . 237
R. Escrivá-Pla and C. R. Sánchez-Carratalá
18 How Are Sustainability Criteria Included in the Public
Procurement Process? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253
L. Montalbán-Domingo, C. Torres-Machi, A. Sanz-Benlloch,
and E. Pellicer
Contents ix

Part III Product and Process Engineering and Industrial Design

19 Inclusive Design at the Different Phases of the Ageing Process . . . . 265
A. González-de-Heredia, D. Justel, and I. Iriarte
20 A Methodological Approach to Analyzing the Designer’s
Emotions During the Ideation Phase . . . . . . . . . . . . . . . . . . . . . . . . 277
V. Chulvi, J. Gual, E. Mulet, J. Galán, and M. Royo
21 Effect of the Technique Used for the Particle Size Analysis
on the Cut Size of a Micro-hydrocyclone . . . . . . . . . . . . . . . . . . . . 293
Javier Izquierdo, Jorge Vicente, Roberto Aguado, and Martin Olazar
22 Design and Development of a Snow Scoot with an Innovative
Impact Absorption System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 303
H. Malon, V. Romero, and D. Ranz
23 Robustness Analysis of Surface Roughness Models for Milling
Carbon Steels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 319
M. Ortells-Rogero, J. V. Abellán-Nebot, J. Serrano-Mira,
G. Bruscas-Bellido, and J. Gual-Ortí
24 Forecasting on Additive Manufacturing in Spain:
How 3D Printing Would Be in 2030 . . . . . . . . . . . . . . . . . . . . . . . . 333
M. P. Pérez-Pérez, M. A. Sebastián, and E. Gómez

Part IV Environmental Engineering and Management of Natural

Resources
25 Analysis of the Key Variables That Affect the Generation
of Municipal Solid Waste in the Balearics Islands (2000–2014) . . . . 353
C. Estay-Ossandón, A. Mena-Nieto, N. Harsch,
and M. Bahamonde-Garcia

Part V Energy Efficiency and Renewable Energies

26 Paradoxes Between Energy Labeling and Efficiency
in Buildings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 371
M. Macarulla and L. Canals Casals
27 Spanish Winery Interest in Energy Efficiency Based
on Renewables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 381
N. García-Casarejos, P. Gargallo, and J. Carroquino
28 Sustainability Building Rating Systems. A Critical Review.
Time for Change? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 391
G. Martínez Montes, J. Alegre Bayo, B. Moreno Escobar,
T. Mattinzioli, and M. J. Álvarez Pinazo
x Contents

29 Analysis and Risk Management in Projects of Change

to Led in Street Lighting According to ISO-21500
and UNE-EN-62198 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 405
M. J. Hermoso-Orzáez, R. D. Orejón-Sánchez, and A. Gago-Calderón
30 Improvement of Energy Efficiency in the Building Life-Cycle.
Study of Cases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 425
J. M. Piñero-Vilela, J. J. Fernández-Domínguez, A. Cerezo-Narváez,
and M. Otero-Mateo
31 Methodology for Valuation of Water Distribution Network
Projects Based on the Potential Energy
Recovery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 437
M. Iglesias-Castelló, P. L. Iglesias-Rey, F. J. Martínez-Solano,
and J. V. Lozano-Cortés
32 Use of Grey-Box Modeling to Determine the Air Ventilation
Flows in a Room . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 449
M. Macarulla, M. Casals, N. Forcada, and M. Gangolells

Part VI Rural Development and Development Cooperation Projects

33 Development of Local Capabilities for Rural Innovation
in Indigenous Communities of Mexico . . . . . . . . . . . . . . . . . . . . . . 465
F. J. Morales-Flores, J. Cadena-Iñiguez,
B. I. Trejo-Téllez, and V. M. Ruiz-Vera
34 Adoption of Good Project Management Practices
in the International Cooperation Sector in Colombia . . . . . . . . . . . 477
Maricela I. Montes-Guerra, H. Mauricio Diez-Silva,
Hugo Fernando Castro Silva, and Torcoroma Velásquez Pérez
35 The Logical Framework Approach, Does Its History Guarantee
Its Future? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 491
R. Rodríguez-Rivero, I. Ortiz-Marcos, L. Ballesteros-Sánchez,
J. Mazorra, and M. J. Sánchez-Naranjo

Part VII Technologies of Information and Communications (TIC).

Software Engineering
36 The Use of the Cloud Platform to Register and Perform
Intelligent Analysis of Energy Consumption Parameters
in the Service and Industrial Sectors . . . . . . . . . . . . . . . . . . . . . . . 505
V. Rodríguez, J. García, H. Morán, and B. Martínez
37 Including Dynamic Adaptative Topology to Particle Swarm
Optimization Algorithms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 517
Patricia Ruiz, Bernabé Dorronsoro, Juan Carlos de la Torre,
and Juan Carlos Burguillo
Contents xi

Part VIII Risk Management and Safety

38 Quantitative Analysis on Risk Assessment in Photovoltaic
Installations: Case Study in the Region of Murcia
and the Dominican Republic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 535
G. C. Guerrero-Liquet, M. S. García-Cascales,
and J. M. Sánchez-Lozano
 Part I
Project Management
Chapter 1
Strategies to Enhance Impact
and Visibility of Research Projects

L. Canals Casals, B. Amante, and M. M. González

Abstract Research quality is commonly evaluated by the quantity of papers

published in high impact factor-indexed journals. In fact, many of these journals and
conference articles show partial or final results of research projects done individually
or together with other research centers, universities, and companies. However, the
visibility and impact on society of these projects, even with the existence of specific
websites, funding, and publicizing requirements, are generally low. This study takes
the example of the ReViBE project, in which the Research Group on Project Engi-
neering of the Polytechnic University of Catalonia takes part, by presenting how the
use of three tools designed to generate ideas, such as surveys, brainstorming, and
teamstorming, serves at the same time to give support to research and as a loud-
speaker to enhance the visibility of the project. The study compares the quality and
quantity of data collected or generated by each tool and methodology and evaluates
its capacity for dissemination.

Keywords Project management · Impact evaluation · Brainstorming ·

Teamstorming

L. Canals Casals (B) · B. Amante · M. M. González

GIIP Group. Dpt. of Project and Construction Engineering, ETSEIAT, Universitat Politècnica de
Catalunya, Barcelona-TECH. C\Colom 11, 08222 Terrassa, Spain
e-mail: lluc.canals@upc.edu
URL: https://giip.upc.edu/es
B. Amante
e-mail: beatriz.amante@upc.edu
M. M. González
e-mail: maria.margarita.gonzalez@upc.edu
L. Canals Casals
IREC (Catalonia Institute for Energy Research), Energy System Analytics group, 08930 Sant
Adrià de Besòs, Spain

© Springer Nature Switzerland AG 2021 3

J. L. Ayuso Muñoz et al. (eds.), Project Management and Engineering Research,
Lecture Notes in Management and Industrial Engineering,
https://doi.org/10.1007/978-3-030-54410-2_1
4 L. Canals Casals et al.

1.1 Introduction

Projects having public funding are required to disseminate and present their results.
To satisfy the interests of funding administrations, many projects do not only publish
their work on scientific publications but they also use web pages and participate in
social networks such as Facebook, Instagram, and Twitter among others.
However, the academia evaluates the quality research of projects basically by the
quantity and impact of the articles published in indexed journals, with those with a
higher impact factor and most cited being best qualified.
But are these tools valid for this purpose? Does research dissemination reach the
interested general public?
To provide an answer to these questions, this study works in the framework of the
ReViBE project (Reuse and life of batteries and energy, TEC2015-63899-C3-1-R),
funded by the Spanish Ministry of Economy, Industry and Competitiveness together
with the public European Regional Development Fund (ERDF). The ReViBE project
studies the degradation of lithium ion batteries, develops control and monitoring
systems, and searches businesses and applications where second life electric vehicle
(EV) batteries may be reused considering that EV batteries are not useful for traction
purposes when they have lost 20% of their capacity [21], participating in the circular
economy [11].
To achieve this last objective, the project prepared strategies, such as the use of
several creativity tools to generate ideas. Creativity is useful to find good quality
original solutions in unspecific and unstructured new situations [12]. The reuse of
EV batteries fits perfectly in this reality. Moreover, as the sessions dedicated to the
generation of ideas require working in groups of people, they will be used to give
visibility to the project.
The project’s website counts on a monitoring tool that is useful to analyze access
and participation. Through the sessions and other actions (news, surveys, etc.), this
study could evaluate if they had a significant impact on the visibility of the project.
Additionally, this study presents the results obtained during the creativity sessions
and compares the proposed energy storage business ideas from common citizens in
relation to what the scientific community publishes in scientific journals.
Scientific publications perceive that the applications presenting a higher interest
are expected to give support to the electricity grid such as the improvement of the
quality service, area and frequency regulation [10, 5], and transmission deferral [13],
or to give support to renewable power sources that depend on weather conditions
to produce energy and suffer from instability [17, 9]. In addition, industries are
interested in peak shaving services to reduce the electricity bill [1], load leveling,
or time shifting storing energy during low fare periods to use it when electricity is
more expensive [7]. A similar idea is used in energy arbitrage that takes advantage
of short-term price fluctuations [3]. In residential or tertiary buildings, businesses
such as the self-consumption ones are gaining interest, although regulation changes
from one country to another. For example, in Spain it is forbidden to use batteries
for such purposes [16]. Finally, second life batteries are also studied to give support
1 Strategies to Enhance Impact and Visibility of Research Projects 5

to fast-charging EV stations, putting together two important sectors: the automotive

and the energy sector [8].

1.2 Objective

In summary, this study verifies if diffusion tools are useful and, at the same time, if
they contribute to increasing the knowledge in the field of second life applications
of EV batteries.

1.3 Methodology

In the first place, the aim of the study is to measure the effectivity of tools that
increase the visibility of projects. To do so, the ReViBE project prepared a website
(http://revibe.upc.edu/en) following the corporate image of the Universitat Politèc-
nica de Catalunya, Barcelona TECH. To monitor visits to this website, this study took
advantage of Google Analytics. The website content is available in two languages:
English and Spanish.
ReViBE was also included as a project in ResearchGate, the social network for
researchers (https://www.researchgate.net/project/ReViBE), and was linked to the
involved researchers.
Once the website was ready, the study launched several strategies to promote
visits to the website that, at the same time, served to work on the scientific challenge:
the identification of business models for second life EV batteries. Working based
on problem-solving is, on its own, a challenge [19] that this study faces with the
use of four tools to generate ideas. The first tool is an online survey (described with
further detail in Sect. 1.3.1) and three group sessions to generate ideas using different
dynamics: a teamstorming session and two brainstorming sessions (described in
further detail in Sect. 1.3.2).
Finally, the study analyzes the impact and quality of the collected ideas from each
strategy.

1.3.1 The Survey

The online survey [6] became the first activity launched to generate ideas in the
ReViBE project. It was done using the template for surveys from Google and Google
Forms. The survey begins with some misleading images to prepare and warm up the
brain toward creativity. After that, there are three simple and fast-to-answer questions
that guide the participant to the point of interest, businesses for second life batteries.
In these three questions, the participants are required to write the first two words that
6 L. Canals Casals et al.

come to their mind when reading Energy, Electricity, and Batteries. Then, the survey
follows with a detailed explanation of its purpose and asks for five ideas in six areas
where batteries could be used: in buildings, terrestrial mobility, water, air, hobbies,
and assistance. Finally, the survey ends with two general questions to classify the
profile of the participant.
This survey was spread through different platforms at different moments to facili-
tate the evaluation of the impact of each strategy. It was first published on the project
website and then it was sent by e-mail to researchers and known people. Finally, it
was published on social networks: Facebook, LinkedIn, and ResearchGate.

1.3.2 Face-to-Face Creativity Sessions

The first session, which took place in Barcelona (ETSEIB-UPC) on November 23rd,
2017, was directed by a specialist in creative exercises following the Creative Problem
Solving (CPS) methodology using a Teamstorming tool [15]. The participants of this
session were related to EV batteries in some way, including four members of the
ReViBE team, two PhD students, and three teachers.
The session was divided into three clearly distinct stages: the first stage was
oriented to guiding the participant toward a challenge to solve; the second stage was
focused on the generation of ideas; finally, the last stage was conceived to select
the best ideas. Before the first and second stages, participants did some warm-up
exercises to prepare them.
1st stage: In this stage, the participants generate a wide perception of the challenge,
as a clear identification of the challenge or question promotes knowledge [14]. This
stage has several phases:
• Selection of a challenge to work on: Each participant selects one of the working
fields where batteries could fit (the same areas defined in the survey).
• List and question the general belief : In this phase, each participant analyzes and
tries to dismantle his/her prejudices when confronting the problem.
• Collect information about the challenge: Working in groups of two or three
participants.
• 5-Why: These same groups ask for causes and motivations.
• Focus of the work: Each participant carefully prepares the challenge.
2nd stage: The generation of ideas count on two additional phases:
• Searching for inspiration: Individually, each participant should find inspiring
examples of innovative or revolutionary ideas in the past to use as a mirror.
• Teamstorming: It is in this phase that all participants work together. Each partic-
ipant begins by writing three ideas to solve his/her challenge and posting them
on the wall. From this moment on, participants start to pick up ideas randomly
from any challenge and should develop new ideas from these picked-up ideas
and put them back on the wall, having more and more ideas at each round. This
1 Strategies to Enhance Impact and Visibility of Research Projects 7

process is done ten times following the indications of the specialist that orients
the creativity toward contrast, juxtaposition, getting closer, or taking distance
from the picked-up ideas. This methodology follows the premise that ambiguity
foments the generation of ideas to solving a problem [2].
3rd stage: The selection is done individually and each participant takes the ideas
of his/her challenge and orders them from most realistic and new to least realistic
and new.
The second session took place in Castelló (Spain) on March 14, 2017, at the
Jaume I University, and it was guided by two members of the ReViBE project who
participated in the first session. This second session counted with 11 participants, all
teachers from the university who had never worked with energy storage systems but
who had knowledge of eco-design and creative decision-making methodologies.
This session was less guided, leaving much more space for the participants to
search in the direction they felt more appropriate. Additionally, to better predispose
the participants to creativity, many elements to break the structure were used, such
as the selective attention test [18], counting triangles in a pentagon, building towers
with children’s games, and drawing inspiring images from a sheet of paper filled
with circles and a Kahoot (https://kahoot.it/) competition using ambiguous images.
Additionally, all participants selected some disguising elements, such as hats or
brightly colored wigs, with the objective of disinhibiting and reducing the influence
they could have on the rest of the participants.
Once ready, the directors of the activity briefly described the main aspects of
electric vehicle batteries and the strategies available to reuse them [4]. With these
premises, the participants discussed the areas where they thought it made sense to
store electricity, and each participant selected one of them to start to work with. To
do so, an A3 sheet was given to all participants and each one drew the selected area
on top of it.
With the areas defined and selected, each participant had five minutes to draw (if
they felt comfortable with it) all the ideas they could gather in their area. After these
five minutes, they passed their A3 sheet to the participant on his/her right, so they
all had a new sheet to work with for five more minutes. This process was repeated
four times. Then, all the ideas were put together having five more minutes to add
additional ideas they could find in any of the areas on the table.
The session ended selecting the ideas that they thought were more interesting,
and discarding those they felt were useless. To do so, all participants took off the
disguise, so they recovered the seriousness and personality required in a process of
alternative selection, and took three red stickers to put on the ideas they did not like
and three green stickers to put on the most interesting ideas. Finally, the session
ended by sharing their feelings about the session itself.
The third session took place on March 21, 2017, in Terrassa (back in the UPC)
gathering eight participants (five PhD students and three professors) from the Depart-
ment of Project and Construction Engineering, the department in which some
ReViBE researchers work . This third session was similar to the second session
in Castelló but had fewer transgressive activities and had no disguises. In this case,
8 L. Canals Casals et al.

before the brainstorming took place, the participants passed the selective attention
test, counted triangles in a pentagon, and did the Kahoot.
The rest of the session followed the same dynamics and phases from the second
session. Again, at the end of the session, the participants shared their feelings and
were asked to highlight the good aspects and those that should be improved.

1.4 Results and Discussion

This section is divided into two parts. The first part focuses the attention on the results
regarding the impact and visibility of the project, and the second part analyzes the
ideas generated with the different creative tools.
Using Google Analytics it was possible to count us to view the number of visits
of the ReViBE website along time, shown in Fig. 1.1. The page was created in June,
receiving 439 visits since then, equating to 1.5 visits per day.
The first action carried out to give visibility to the project was to publish news
from relevant events related to the project research (green arrows in 2). As expected,
this activity seems not to have any impact on visibility, but it shows that the project is
alive. On November 18, 2016, the survey was not only published on the website but
it was also sent by e-mail to contacts (orange arrows). In this case, there is clearly
a reaction with more than 15 visits. The link of the survey was not directed to the
project website; it went directly to the survey, which implies that, after doing the
survey, 15 people were interested in the project and visited the website intentionally.
The yellow arrows indicate the days when creative sessions were done, not having
much impact on website visibility. On the contrary, the publication of the survey on
social networks (red arrows) does seem to have an impact. Notice that in these cases,
the link was directed to the project website instead, leading afterwards to the survey.
The survey was first published on Facebook, showing more than 20 visits. Then on

30

25

20

15

10

0
-

Fig. 1.1 ReViBE website visits through time

1 Strategies to Enhance Impact and Visibility of Research Projects 9

PhD 2% 3%
Engineering 8%
2% 3%
Master 2%
Sciences 5%
Bachelor 22% Social 6%
45%
PF Educaon
Highschool Literature 55%
23%
Elementary Other
Other 26%

Fig. 1.2 Participants’ profile distribution of the survey

January 26, 2017, it was published on ResearchGate, having almost no impact, and
just one person participated in the survey following this path. The higher visit peak
is found after the second creative session, when the ReViBE researchers encour-
aged the participants to visit the website, sending them the website link after the
session. Additionally, this moment coincides with a second round of social network
publication on LinkedIn and Facebook again.
In summary, 15% of the visits to the website of the ReViBE project come from
social networks. In particular, 64% correspond to Facebook, 21% to LinkedIn, and
only 15% to ResearchGate. Moreover, the visits to the website do coincide with
diffusion activities. It seems that there is a soft tendency to increase the visits to the
website.
The second part of this study analyzes the responses given in these creativity
sessions and in the survey in order to evaluate their quality.
After three months on the website of the project, the survey received 58 valid
responses. Figure 1.2 shows that the profiles of the participants are quite high,
with 45% being doctors and 92% having finished university studies. Moreover,
the formation is aligned with engineering and sciences, which cover 78% of the
participants.
It seems obvious that this profile is not very representative of society, but it points
out that the researcher’s close environment follows this profile or that the people
interested in responding, due to the area treated, are closer to technology. In any
case, the survey provided 1167 ideas where batteries could be used, resulting in an
average of 20 proposals per participant.
Figure 1.3 shows how mobile devices similar to “Hoverboards” or “Segways”
catch the attention of most of the participants when thinking of applications using
batteries. In fact, in 25% of the ideas, mobility is the area where the use of batteries
seems more effective, including applications in planes, boats, motorbikes, bicycles,
cars, or UAVs (Unmanned Aerial Vehicles).
Lighting had many applications, such as local applications, emergency lights,
traffic lights, and illumination in events, among others, and is the fourth area best
evaluated.
Motorbikes, in the sixth place, garnered 4% of the ideas. We obtain this same
percentage putting together heating and cooling systems (independently if it concerns
10 L. Canals Casals et al.

Número de ideas 60

40

20
Hoverboard, …

0
Bicycles

Location
Entertainment
Motorbikes

Submarine

Lighthouse
Food
Safety

Cooling

Radar

Truck

Signals
Helicopter

Mountain
Tidal power plant
Phones…

Tramway
Drones
Ship

Train
Bus

Park
Buoy

Hang glider
Heating

Defibrillator
Machinery

Irrigation
Appliances

Photography
Car
Plane

Lighting

Solar and Wind

Electric chair

Hot air baloon

Fig. 1.3 Battery SOH evolution under different second life applications at 25 °C

spaces or food) or renewable energy generation systems (such as wind generators,

solar panels, and tidal wave energy).
Finally, there are two more areas to highlight. The entertainment area, including
outdoor concerts, cinema, and theater, takes the fifth place and security seems to be
among serious concerns too. This latter area includes devices such as emergency
sounds and lights, speakers, and remote signal emitters.
Concerning the first in-person creativity session, teamstorming, it should be taken
into consideration that the working areas were given by the director of the activity. The
teamstorming session generated a total of 140 ideas, which divided by the number of
participants indicates that each participant gave an average of 15.5 ideas. Curiously,
45 of these ideas, corresponding to 32%, had no relation with batteries, so they
should be removed from the list, leaving 95 ideas related to batteries (almost 10 per
participant). Following this methodology, the generation of ideas per area depends
on the participant working on it, as he/she is the only one responsible for the selected
challenge.
Table 1.1 shows how, effectively, the distribution of ideas is heterogeneous, having
some areas with less than 10 ideas and others over 20. Additionally, as the director
of the teamstorming session was frequently giving new directives to force the partic-
ipants to think in different directions, results show that some participants lost sight
of their challenge. As an example, from all the generated ideas, some participants
took into account the use of batteries only in 33% of the cases, while others had them
clearly in mind and used them in 86% of cases.
Analyzing the results with the director of the activity, we could observe that there
were some ideas that misled the participants when taking them from the wall to create
new ideas. That is, when participants took bad ideas, they normally generated new
equally unfortunate ideas. These misleading ideas were defined as “troll or infested
ideas” as they spread through all the areas without any control or filter. In fact,
unexpected proposals appeared from successive deviations such as the creation of
batteries from animal excrement or the use of electric shocks to keep people awake.
1 Strategies to Enhance Impact and Visibility of Research Projects 11

Table 1.1 Areas, challenges, and generated ideas during the teamstorming session
Application areas Challenge Ideas Ideas with batteries Relevant ideas
Agriculture and From fuel to electric 17 7 (41%) 3
farming machinery
Maritime Use batteries in cruise 14 11 (78%) 3
ships entering into port
Air Use batteries to offer 11 7 (64%) 3
new services in airports
Industry Gain competitiveness in 22 17 (77%) 7
productive processes
Hobbies Power street vendor 17 8 (47%) 3
markets
Solar Reduce the size of solar 13 5 (38%) 1
fields
Home Use batteries to pass 22 12 (55%) 3
from a centralized to a
distributed grid
Mobility Establish a 9 3 (33%) 1
transportation system in
“megacities”
Mobility 2 Use batteries to reduce 15 13 (86%) 5
operating costs of public
transportation offering
additional services

However, the dissemination of ideas through the areas of interest affected also
good ideas. Good examples are the use of solar panels on rooftops, buses, shops,
façades, windows, cars, planes, or even in sails or sunshade fabric. Electric trolleys
were also repeatedly used in industries (to transport tools), in markets (to distribute
products or groceries), in airports and ports (for people or baggage), and in the agro
industry (to feed animals).
Finally, we could also find some funny ideas, such as an electric autonomous
scarecrow, interchangeable production steps, and piezoelectric systems on the road
or touchscreens.
To evaluate the brainstorming sessions (sessions two and three), we began
analyzing the profile of the participants from their response to the Wilson Learning
test [20]. The result distribution shows that both groups are quite similar (Fig. 1.4),
having a tendency to be expressive and friendly (black dots represent members from
Jaume I University and blue dots represent those from UPC). Bigger dots indicate
the average of both groups.
However, some differences appeared in the duration of the brainstorming session
from the very beginning. The group from “Jaume I” took wide concept areas: islanded
12 L. Canals Casals et al.

Fig. 1.4 Number of cycles 1

Expressive Friendly
done per battery and total
accumulated capacity
discharged on each second
life application

-1 1

UPC
Manager Jaume I Analytic
-1

buildings, home, industry, agriculture, deserts, water basins, air, cities, and recre-
ational spaces. On the other hand, the UPC group worked on more focused areas: self-
consumption, electricity generation, lighting, mobility, signals, rural areas, cities, and
recreational spaces. Both groups coincide only in the latter three options.
Nonetheless, there were many more coincidences when dealing with specific
applications where batteries could be used. Figure 1.5 shows how in both cases
lighting and signal systems and devices had special relevance. These applications go
from urban lighting to helmet lights for firemen or speleology helmets. In the case
of the UPC, this prominence was expected because two specific areas dealt with this
kind of application (resulting in nine ideas per area). What was surprising is that
the “Jaume I” group identified similar ideas not having detected these areas as such.
Coincidences concerned lighthouses, emergency exit lights, traffic lights, luminous
traffic panels, lighting of roads, camping, and islanded zones.

20

15

10

Jaume I UPC

Fig. 1.5 Most frequent ideas from the second and third brainstorming sessions
1 Strategies to Enhance Impact and Visibility of Research Projects 13

Another point of convergence was appreciable in security applications, where

participants seem to be seriously concerned. The applications repeated in both
sessions were detection sensors, alarms, megaphones, and other similar applications.
Notice that cooking, heating, and cooling food and drinks was also one of the
main topics, including disparate ideas like babies’ bottle heating, selling machines
or electric barbecues. Curiously, in both sessions, the use of electric stretchers in
sports events to assist injured sportsmen and women was identified and, together
with bicycles and elevators, were the only mobility systems identified where second
life batteries could be used.
Additionally, from all the applications highlighted by scientific studies, only those
related to renewable energy generation were identified, on several occasions, by the
participants in both sessions. However, the session from UPC had a specific area
dedicated to electricity generation and distribution that pointed out other scientifically
common applications such as peak shaving, contracted power reduction, energy
arbitrage, electric vehicle charge, and uninterrupted power supply.
It is also interesting to see the differences regarding cleaning and acclimatization of
spaces, being quite frequent in the second session (Jaume I) and almost unappreciated
by UPC members.
During the process of classification of ideas with green and red stickers, partic-
ipants indicated that applications related to islanded house, rural areas, agriculture,
industry, and lighting were counted with major acceptance. On the contrary, maritime
and aerospace applications gathered most of the red stickers, discarding these areas
for second life battery applications.
A big difference between both sessions is found in the presentation of ideas.
Figure 1.6 shows how the second session (Jaume I) used mainly drawings to represent
the ideas while the third session (UPC) preferred to write them down in plain text. This
seemed to have an effect on the quantity of ideas generated, as the second session
generated more ideas per participant than the third session, as Table 1.2 shows.
However, this production difference could be somehow attributed to the differences
in the warm-up activities.

Fig. 1.6 Pictures of the ideas generated in the second (left) and third (right) sessions
14 L. Canals Casals et al.

Table 1.2 Generation of ideas from all the activities and tools
Survey Teamstorming Brainstorming Jaume I Brainstorming UPC
Nº participants 58 9 11 8
Nº ideas 1167 140 174 90
Ideas/person 20, 1 15, 5 15, 8 11, 25

Table 1.2 shows how the survey presents better results in terms of ideas generated
per person. This is surely caused by the fact that the survey had six questions asking for
five ideas each, giving some pressure to the participant. Something similar happened
in the teamstorming session, as the director required a number of ideas in each
round. On the contrary, brainstorming sessions did not have this kind of pressure,
based solely on the motivation of the participants. Therefore, it seems that motivation
in the second session was noticeable, having better results than the other in-person
sessions.

1.5 Conclusions

This study shows that, effectively, diffusion activities may contribute to generating
valuable knowledge if appropriate tools are used. This study presents four proposals
to generate ideas: an online survey, a teamstorming session, and two brainstorming
sessions that contributed to increasing visibility and knowledge at the same time and
several methods to spread them, confirming that social networks are very useful in
disseminating results.
Results from these activities show that individual transportation (electric boards
or similar devices), lighting, entertainment, security and mobile phone, tablet and
laptop recharge are some of the areas where more interest arises or are of concern
to the participants. On the contrary, scientific research prefers large-size stationary
applications offering electricity grid and generation services.
Therefore, this study confirms that second life battery businesses or applications
perceived by people not related to batteries or electric vehicles are seriously distanced
from what specialized research works on. How can we explain this divergence in busi-
ness perception? Is it caused by ignorance in the field? By the commercial interests
of certain sectors that enhance the research on them first? To the difference of short-
term against long-term perspectives? Or is it only because some search for useful
applications while others are more interested in making money?

Acknowledgments Authors appreciate the contribution of the UPC and the ReViBE project
(TEC2015-63899-C3-1-R) from MINECO in the research of second life battery businesses.
1 Strategies to Enhance Impact and Visibility of Research Projects 15

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Chapter 2
Comparative Analysis of the SCRUM
and PMI Methodologies in Their
Application to Construction Project
Management

M. A. López-González, L. Serrano-Gómez, V. Miguel-Eguía,

J. I. Muñoz-Hernández, and M. Sánchez-Núñez

Abstract The application of the SCRUM methodology to construction projects may

provide improvement and significant benefits to their management without compro-
mising the project’s rigor and control, thus, minimizing risks, lowering costs and
reaction times for the required changes during the project evolution. In the first
place, the more relevant aspects with regard to the state of the art of the mentioned
methodology are highlighted in the present work. Also, a review of different appli-
cations for construction projects is performed. Then, a generic comparative study is
performed of the SCRUM methodology with regard to the classic project manage-
ment methodology established by the Project Management Institute, PMI. In order to

M. A. López-González (B)
Grupo INGENIERIA DE PROYECTOS, Dpto. de INGENIERIA, iONE Ingeniería &
Peritaciones S.L. C/Dr. Fleming Nº 45, 02004 Albacete, Spain
e-mail: ione.ingenieria@gmail.com
L. Serrano-Gómez (B) · J. I. Muñoz-Hernández
Grupo INGENIERIA DE PROYECTOS, Dpto. de MECANICA APLICADA E INGENIERIA
DE PROYECTOS, Escuela de Ingenieros Industriales de Albacete, Universidad de Castilla-La
Mancha, Edificio Infante Don Juan Manuel, Avda. de España S/N, 02071 Albacete, Spain
e-mail: Luis.Serrano@uclm.es
J. I. Muñoz-Hernández
e-mail: JoseIgancio.Munoz@uclm.es
V. Miguel-Eguía
Grupo Ciencia e Ingeniería de Materiales, Dpto. de MECANICA APLICADA E INGENIERIA
DE PROYECTOS, Escuela de Ingenieros Industriales de Albacete, Instituto de Desarrollo
Regional, Universidad de Castilla-La Mancha, Edificio Infante Don Juan Manuel, Avda. de
España S/N, 02071 Albacete, Spain
e-mail: Valentin.Miguel@uclm.es
M. Sánchez-Núñez
DIRECCION Y GERENCIA DE PROYECTOS DE INGENIERIA Y CONSTRUCCION, Dpto.
Construcción Internacional ACCIONA, Ingeniero Industrial, PMP®, Scrum Fundamentals,
Madrid, Spain
e-mail: manuel0sanchez@gmail.com

© Springer Nature Switzerland AG 2021 17

J. L. Ayuso Muñoz et al. (eds.), Project Management and Engineering Research,
Lecture Notes in Management and Industrial Engineering,
https://doi.org/10.1007/978-3-030-54410-2_2
18 M. A. López-González et al.

verify the applicability of the SCRUM methodology to construction project manage-

ment, it is applied to the construction of a wind farm. Advantages and disadvantages
of SCRUM are identified compared to those of the traditional PMI methodology.

Keywords SCRUM · Wind energy · Construction projects · PMI

2.1 Introduction and State of the Art

Historically, project administration has been developed and has evolved into the
concept accepted nowadays. From the moment, in 1920, when Henry Gantt intro-
duced his famous scheduling graph, the Gantt diagram, to this day, different methods
and systems have been developed for project planning, control, administration,
monitoring, and execution.
In the beginning of the ’80s, Nonaka and Takeuchi [10] identified and defined an
agile development model, after analyzing how new products were developed in the
most important technological manufacturing companies (Fuji-Xerox, Canon, Honda,
Nec, Epson, Brother, 3M, and Hewlett Packard). In their study, they compared the
new teamwork modality with the advance in melee formation (scrum) of Rugby
players. This way, the term “SCRUM” was coined to name this teamwork modality.
SCRUM, like other agile methodologies, is based in the four postulates of the “Agile
Manifesto,” defined in 2001 by 18 advocates of these methods. In addition to the
postulates of these four values in which it is based, the Agile Manifesto establishes
12 principles [1]. Although the SCRUM methodology emerged in technology prod-
ucts manufacturing companies, it is applicable not only to projects with unstable
requirements, but also to all projects requiring speed and flexibility [8].
Tomanek et al. [11] developed a comparison between two work schemes,
PRINCE2 and SCRUM. Shiohama et al. [9] analyzed the determination of sprint
length or actuation sequences and proposed several methods for effort estimation
and duration of these efforts. In a similar sense, Zahraoui and Abdou Janati Idrissi
[12] proposed several factors to be considered in the calculation and estimates of
efforts and the sprint length.
López-Martínez et al. [6] have identified the disadvantages arising from the adop-
tion of the SCRUM methodology in software development. They encompass work
habit changes in four groups: people, processes, projects, and the organization. On the
other hand, Gartzen et al. [4] address the uncertainty generated in project management
and how this uncertainty diminishes with the application of SCRUM agile methods
to product development outside the software context, especially in the development
of prototypes for new technology products.
Finally, Klein and Reinhart [5] present the results of their research work on the so-
called agile engineering, on the transfer of agile procedures such as SCRUM that were
exclusive of software engineering and which are applicable to the development of
mechatronic systems and also to the development of machines for their construction.
2 Comparative Analysis of the SCRUM and PMI … 19

In the present work, a comparison is developed of the Classic Methodology in

the Integrated Project Management, according to the Project Management Foun-
dation Guidelines PMBOK® 5th edition [7], with regard to the “SCRUM” agile
methodology approach, according to the Guide to the SCRUM body of Knowledge
SBOKTM [8].

2.2 Comparison Between Agile and Classic Methodologies,

According to the Project Management Institute (PMI)

Agile methodologies were developed to provide swift responses to changes that could
be required during project development. They allow obtaining deliverables in less
time than with the classic methodology and minimize the occurrence of new risks in
the project.
Other than SCRUM, the main agile methodologies are XP or eXtreme Program-
ming, Agile Unified Process or AUP, and ICONIX and Crystal Methods, among
others. In Figueroa et al. [3], a comparison of the different agile methodologies
mentioned above can be seen. It can be highlighted that with the XP and SCRUM
methodologies, large and highly complex projects can be executed with a small
development team.
The SCRUM method is based on a group of roles, events, artifacts, and associated
rules. Each role, which corresponds to a team member, has a specific and completely
defined purpose. Rules established by SCRUM manage the relationship and interac-
tion among roles, artifacts and events, and the SCRUM teams. SCRUM is based on a
logical sequence of steps cyclically repeated, called Sprint, for each one of the User
Stories of the Product Backlog, consisting of tasks, until the entire finished product
is completed (SBOKTM Guide).
The traditional method with its predictive approach begins with the scope defini-
tion and the project management planning in the first phases of the project life cycle.
It implies an extra effort to predict the possible tasks that would arise in the medium
and long terms.
If the scope definition changes, the project requirements will change, along with
the planning, thus affecting times, the budget, and the project quality.
Regarding the project team, the construction world frequently requires the partic-
ipation of different trades to execute the different tasks, depending on the specific
project. It is then very complicated to have such a multidisciplinary team with the
experience and training to fulfill all the needs of the different execution phases of the
project, as SCRUM suggests. In spite of these big concept differences, both method-
ologies have common characteristics. They share three fundamental concepts: project
objectives, times, and costs, as Table 2.1 indicates. This table is a review of the study
made by Figueroa et al. [3].
When comparing the development phase structure of both methodologies, it can
be seen that both the Classic methodology (PMBOK®) and SCRUM (SBOKTM) are
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