In June 1994 four engineers founded AEDIP with the aim of representing the interests of companies that practice the discipline of Project Management as a distinctive set of services that proposed to change the way projects were managed: to meet the goals set for cost, delivery date and quality to the benefit of the client’s interests.

Important founding members were Ignacio Menéndez Pidal de Navascués and Juan Carlos Andreu Pinillos. At the time it was unusual to find Spanish professionals who openly identified with project management, which was seen more as a form of self-education and an option for internal management.

In 1995 the market for Project Management services represented a turnover of about 27 million euros. It consisted of outsourcing for Construction project management, mainly building projects.

In 1997, under the direction of Javier García-Monsalve, the AEDIP began the task of bringing together the best-known companies in the industry. The turnover represented doubled to 55 million euros. The Spanish economy was growing at an extraordinary rate and created the main stimulus for the demand for professional management services

In 2000 new By-laws were approved and the Spanish name “Asociación Española de Dirección Integrada de Proyecto” was adopted as the translation of the term “Project Management” into Spanish, at the proposal of Professor Rafael Heredia Scasso, one of the early proponents of this discipline in Spanish universities, in the University School of Industrial Engineers ETSII of Madrid.

That year saw the first business meeting in the IESE of Madrid, where there was a historic debate between the best known architects in Spain and the emerging generation of project managers about the changing strategy for organising projects and the benefits of using this methodology.

The year 2000 also saw the approval of the first internal Code of Practice inspired by the Construction Project Management Association of the United States, and AEDIP took part in the first meeting of associations in Cannes, where the bases of the of the present International Construction Project Management Association (ICPMA) were established.  Antonio Osuna Martinez was the president of the association at that time.

In 2001 AEDIP designed a new model of postgraduate university training for construction project management that covers everything from the feasibility of the project to delivery of the building ready for use. The project was successfully introduced and developed in conjunction with Madrid’s University School of Architecture.

In 2002 AEDIP’S General Assembly established new requirements for becoming a Full Member of AEDIP: companies had to provide certificates issued by clients to show that they had managed at least two projects, each with a minimum investment of 6 million euros, and employing qualified staff. This and other requirements were fundamental for distinguishing companies operating in the market from each other.

In 2003, management services multiplied in the public sector thank to the good results obtained in projects managed for private clients. Of particular note were contracts for Public-Private Partnership (design, execution and maintenance) subject to the strict Eurostat rules. The public sector went from accounting for 0.3% of companies’ turnover to 33% in 2009. Javier García-Monsalve was president of the AEDIP at this time, and was later succeeded by José Antonio Osuna Gómez.

In 2005 AEDIP published the White Paper on Construction Project Management, which concluded the debate about the true scope of Project Management. The same year, the Association published “Expo de Zaragoza” and contracted the first “Programme Management” service, which was given  the curious name of “bedside project management”. Miguel Ángel Álvarez was the president of AEDIP in the period 2005-2006.

In 2007 the International Standards Organization (ISO) initiated a project to draw up the first universal standards for Project Management that would be concluded in September 2012. A few months later, in March 2013, AENOR adopted and published the UNE/ISO 21500 standard and AEDIP led the work of translating it into Spanish, in conjunction with colleagues from Chile, Argentina, Mexico, Costa Rica and Spain. Emilio Vidal was elected president for the period 2007-2008.

Between 2007 and 2009 the first experiences of project management for roads and rail transport appeared. In ten years in the building industry the sector had gone from managing large commercial projects such as shopping malls, offices and corporate headquarters to taking on any kind of construction, public and private, including the urban infrastructure for projects.

In 2009 the process of internationalising Project Management companies began as a result of a new cycle which saw the economy slowing down. Companies had reached a record figure of 290 million euros in professional fees for management services in the domestic market, but now services carried out abroad represent 60% of revenues. That year Jordi Seguro Capa was elected president, and he continues to lead the AEDIP at a time of profound change in the property and construction sector.

In 2013 the “construction project management” service was first defined in a European standard. Standard UNE/EN 16310 defines PROJECT MANAGEMENT as the art of directing human resources and materials throughout the whole of a project’s life cycle by using the right techniques, achieving pre-established objectives in terms of configuration, scope, cost, delivery date and quality in order to ensure the satisfaction of the participants and parties involved in the project.

In 2015, we believe that the keys to competitiveness lie in achieving the following objectives:

  • The radical understanding that buildings and infrastructure create a liquid asset that needs to maintain its economic value in the global real estate market, concessions and public-private partnership contracts.
  • Certifiable energy efficiency is a goal of Spanish society in Europe and essential for the world, so our buildings and infrastructures must be sustainable.
  • Building Information Modelling (BIM) represents a radical cultural change in the way parties collaborate throughout the whole of the lifecycle of the buildings and infrastructure. The parametric model requires changes in the management of processes, and those changes need to be absorbed, inculcated and perfected.
  • Training and monitoring is a commitment to ensure change at different levels of an organisation. Knowledge alone is insufficient. A project is a genuine engine for introducing change in real life, and the commitment of the consulting team is vital for achieving the goal of sustainability in the society which is served by the building and infrastructure.

Finally, a number of factors have been have been of crucial importance for the appearance of a segment of companies providing construction project management and technical services:

(i) the firm conviction and responsible self-education of an existing generation of Spanish architects and engineers,

(ii) the market’s demand for professional management services,

(iii) investors’ need for a bold response to ensure that projects would be better managed in order to avoid delays, excess costs and poor quality

(vi) the creative response of businesses to the needs of governments and companies that, thanks to good practices, were able to increase the amount of work entrusted to them.