paper about Sustainable PM: our world is changing. Organizations evolve in a moving socio-political context so they must understand the impact and influence of this context on their own performance and competitiveness. But organizations are also part of the global "system" and thus interact with their environment. These interactions require a real social and environmental responsibility. This responsibility leads companies to work in link with stakeholders and society, interact with each other, or influence them in a common respect...

1. KEYWORDS f Program Management f Agile f Sustainability f Human
f Corporate Social Responsibility
COLLECTIVE INTELLIGENCE
r A B S T R A C T
Our world is changing. Organizations evolve in a moving socio-political context so they
must understand the impact and influence of this context on their own performance and
competitiveness. However, organizations are also part of the global “system” and thus in-
teract with their environment. These interactions require a real social and environmental
responsibility. This responsibility leads companies to work in cooperation with stakehold-
ers and society, interact with each other, or influence them in a common respect. Each
manager or project manager has his job transformed and gets new responsibilities. He
becomes a facilitator/coach or a program manager. He must then develop specific skills
to support these changes. The key-skills that have been identified in both Agile meth-
ods and standardization work on Social Responsibility propose to recover the sense of
cooperation, collective work and sharing. We speak about “Collective Intelligence” where
Human is the heart of the process. Innovation and creativity are also necessary to assure
success in change management. Would competition become collaboration?
MAY – AUGUST 2015 | THE JOURNAL OF MODERN PROJECT MANAGEMENT A 29
SUSTAINABLE
PROJECT MANAGEMENT:
A WHOLE PROGRAM INDEED!
approach of Program Management, and to work
in the long term, in a context in which these
three dimensions “sustainability, traceability and
flexibility” appear as new “chapters” in which the
project manager, became a program manager, and
must acquire new skills. The sustainable develop-
ment approach has, of course, an impact on the
project processes and governance, especially on
human resources.
We propose to describe these new key skills of
project managers. We first begin by defining the
new project management pillars, before show-
ing how to grasp the program management in
this new dimension. We will then analyze how
sustainable development is a process of change.
It relies on the Corporate Social Responsibility
principles, which we will discuss.
In fact, it is more complicated that just adding
a “meta-layer” to encapsulate project management
level in Program Management, as it is defined
by the standardization and certification bodies
such as the Project Management Institute (PMI)
association (that we know well). However, we must
develop a real field approach carrying out special
recommended everyday tasks to integrate these
new values. The project manager needs to verify
the financial and operational project viability
throughout the project life cycle, in all the specific
phases, from design to the fence. He must also en-
sure the dialogue with social, cultural and policies
actors, he guarantees the ecological environment
protection and uses appropriate innovation tools
and technologies.
This approach of sustainable development
makes sense in a wider global economy, with
projects in which the international dimension is
omnipresent, where development teams are mul-
ticultural. It is a big challenge for future genera-
tions that must be shared by all the stakeholders.
We must first change the way of thinking be-
fore changing the way of acting. There is no uni-
versal model, but the matter is to clearly identify
the stakeholders’ expectations, to understand the
economic, ecological and socio-political context.
Could we propose breaking innovation by
“merely” putting Human and Solidarity in the
heart of procedures?
This presentation will be based on lessons
learned during professional programs and pro-
jects.
1. Newbusinessneeds
Traceability
The concept of traceability emerged during
the after-war reconstruction period, facing mass
production. It is imperative to quickly and easily
find the origin of defective products series, with
respect to quality requirements, and to identi-
fy those products to remove them from sale if
needed. In a new context where organizations are
spread over larger territories, with an internation-
al dimension, it became crucial to have a perfect
product and transaction objects identification
that meets national and international standards.
We can notice a global awareness of ecology and
sustainable development, an increase in traceabil-
ity requirements and new parameters and indica-
tors are proposed to ensure environment respect.
Traceability techniques have evolved (geolocation,
bar code ...) and can easily track, for example, a
parcel or domestic waste recycling. This individu-
alization of the phenomenon should not, however,
harm individuals and their privacy respect.
Inside the companies, a global traceability can
be implemented in close collaboration with all the
stakeholders (suppliers, carriers, customers, but
also consumer protection associations, environ-
mental associations, etc.). The starting point of
any traceability process consists in analyzing the
project context and environment in terms of reg-
ulation, needs definition, technical and economic
constraints, expected performance and defining
the project issues.
Projects traceability also allows to capital-
ize on past experiences in order to perpetuate
acquired knowledge and skills and reuse them in
future projects. It ensures the effectiveness of the
projects while establishing a trust relationship
with all stakeholders.
Durability and sustainable development
In its primary meaning, the durability is the
quality of what is durable, regarding the period
during which a company is able to satisfy a special
need, or the time beyond which it is no longer
gainful to maintain equipment.
r MarcBURLEREAUX
Program Manager in a
Swiss private bank
Founding member of PMI
France, Pôle Pays de Savoie
PMP, PgMP, PMI-RMP,
PMI-ACP, ITIL certified
marc.burlereaux@pmi-france.org
r ChristineRIEU
Lecturer in Computer
Sciences, LISTIC, Savoie
Mont Blanc University,
Annecy, France
Founding member of PMI
France, Pôle Pays de Savoie
christine.rieu@univ-smb.fr
r HélèneBURLEREAUX
Marketing and Project
Management student,
HEC Montréal, Canada
Intern in Switzerland,
PMI France Member
helene.burlereaux@hec.ca
INTRODUCTION
The project management domain is always evolving and follows the new needs
of our changing world whose pillars become traceability, sustainability and flex-
ibility. We are far away from the “quality, cost, time” project management glory
years triangle. In a global crisis economy, organizations face a new challenge and
have to develop strategic innovation to sustain their structure and to simply sur-
vive. Companies need to make profits preserving the economy and the environ-
ment and ensure responsibility towards local communities. This new responsibili-
ty has to be part of a “win - win” approach.
How to integrate new sustainable methods that are often synonymous of break
or change without loosing the confidence of project teams and stakeholders, par-
ticularly the local interest groups (citizens, politics, associations)?
In terms of methodology, the success of new projects is obtained by applying
an Agile approach that already includes a sustainable approach in its founda-
tions. But it seems important to us to integrate such an analysis in a more global

2. MAY – AUGUST 2015 | THE JOURNAL OF MODERN PROJECT MANAGEMENT A 3130 B THE JOURNAL OF MODERN PROJECT MANAGEMENT | MAY – AUGUST 2015
COLLECTIVE INTELLIGENCE /// SUSTAINABLE PROJECT MANAGEMENT: A WHOLE PROGRAM INDEED!
Since the 1990s, the sustainability term refers
more broadly to the sustainability of the human
society. This deals with an economic development
that ensures a livable environment for the entire
world, based on an equitable social organization.
The transition toward durability can be achieved
through “sustainable development”. This was
defined in the Brundtland Report (Brundtland,
1987), officially entitled, “Our Common Future”.
A publication written in 1987 by the World Com-
mission on Environment and Development of the
United Nations gives the following definition:
ff “Sustainable development is development
that meets the needs of the present as well as
those of the future generations. Two concepts
are inherent to this definition: the concept
of needs, in particular essential needs of
poor countries are a priority, and the idea of ​​
limitations imposed by the state of technologies
and social organization on the environment
ability to meet present and future needs.”
Sustainable development is international-
ly a subject of debate and negotiation, it is also
declined at different territorial levels (nations,
regions…) and leads to changes in practices and
standards in a number of industries. We are in
an awareness period about vital needs of our
planet. Our society became a throwaway socie-
ty, we are still in a period of electronic products
overconsumption (phone, tablet, etc.), but we can
note more and more that companies and people
refuse this consumer society and propose many
alternatives to build a new economy. Sharing and
solidarity are the new filters in such an econo-
my. Among new collaborative initiatives we can
mention, for example, new services where use
overrides property (carpool), recirculation of
second-hand goods (“the Boncoin” website), or
services to connect people (exchange of expertise).
From an operational point of view, sustainable
development in business projects can be han-
dled through means of new change management
strategies.
Flexibility
Flexibility refers to the quality of something
that can easily adjust to any particular circum-
stance. This reflects the ability of an economy, a
company, etc., to adapt quickly and effectively to
cyclical market changes (demand fall, customer
expectations changes, etc.).
In Economics, flexibility characterizes the
possibility for organizations to adapt their
strategy and their production tools according to
the change in the customer’s demand and the
economic environment. In such an economy of
turbulence, competitive and successful companies
are those that are flexible and responsive. They
must be able to react very quickly and propose
changes to satisfy customers’ expectations.
Project Management Agile methods praise
flexibility as they place the customer at the heart
of the project development process.
2. ChangeManagement
challenges
Agile methods contribution
Agile methods, originally defined for software
development, renew product development in
favor of customer satisfaction and project team
motivation. It has always been very difficult to
match costs and delays in traditional project man-
agement methods, because uncertainty causes
various excesses. Agile methods, created in the
1990s, try to address this problem using the eight
following pillars:
ff Involve the client throughout the development
ff Accept uncertainty and change (including
changes in client’s expectations)
ff Promote teamwork
ff Deliver step by step results as building blocks
ff Move forward iteratively
ff Develop collaboration with all project partners
ff Refine product quality
ff Formalize as less as possible (limit
unnecessary documentation).
Agile methods provide various tools and an
approach that values the ​​client relationship, takes
into account change and puts the focus on people
as the main concern (Burlereaux, Gauthier, Rieu,
2012). They can be applied to any project, what-
ever the context, IT applications development or
production of new innovative products (Lebouc,
2012).
We noticed that the product quality is a con-
stant concern and it must be controlled recur-
sively during the project. Therefore, traceability
and sustainability concepts defined above are also
associated with Agility.
The role of the project manager has changed.
In traditional methods, the manager develops and
implements, with his team, “rational” diagrams
(dashboards, budget, business plans, objectives,
organization). The new agile manager becomes an
entrepreneur, he dares change, he can challenge
the organization and he is mobile. Turbulence
is his daily life; with his team he must cope with
new methods to satisfy the customer or the end
user but also provide better working conditions
for employees, in harmony with suppliers, com-
petitors and the environment.
We are in a strategy of cooperation rather
than competition. The added value comes from
the Human work and imagination rather than
technologies (Barrand, 2010). Agile Manager
is a guardian, he works like a “radar” using the
anthropologist’s tools to detect weak signals
(the real needs of clients); he is like a guide who
supports his team members, organized as a
network and leads collaborative dynamics. With
the support of the human resources services, the
Agile Manager enhances the employees’ skills and
suggests common values to share with the team.
Thus, this contributes to the corporate social re-
sponsibility and complements the role of human
resources that are sometimes confined in “guard
slave drivers” or “cleaners” functions.
The Corporate Social Responsibility
Humanity wonders about the end of economic
activity and its long-term consequences for gen-
erations to come. Companies, being main agents
of this activity, are held accountable for it, all the
attention is driven towards their activity but also
on their behaviour with employees, the society in
general and our natural environment.
The Corporate Social Responsibility (CSR) is
an incentive for companies to align development
strategy with the implementation of concrete
actions proving their concerns about social and
environmental responsibility. To do so, we need to
design proper indicators in order to measure the
willingness and capacity of a company to engage
in an economically viable, fair and environ-
ment-friendly project.
To establish themselves as legitimate with
relation to these new social and environmental
challenges companies often give humanitarian
and ecological discourse. But this speech will be
credible only if it comes together with concrete
methods and plans such as codes of business
ethics, codes of conduct, social and environmen-
tal certification, audits. What stands out from this
search for legitimacy is its international per-
spective (involvement in worldwide programs on
themes such as climate change, AIDS research…)
(Capron, 2010). It is in this context of shared
international values that the ISO 26000 standard
was created and published in late 2010.
It defines an organization’s responsibility for
the impact of its decisions and activities on socie-
ty and environment resulting in transparent and
ethical behaviour that:
ff contributes to sustainable development
including health and well-being of the society,
ff takes into account the stakeholders’ expectations,
ff complies with the current laws and is
consistent with international standards,
ff is fully integrated within the organization
and is implemented in its interactions.
It describes two fundamental practices for
social responsibility:
ff the identification of the organization’s
decisions and activities impacts with regard
to the central questions of the ISO 26000,
ff the identification of the stakeholders and
the dialog with them (Gouiran, 2011).
ISO 26000 standard does not describe
the management system itself but gives a
methodology and directive lines to bring meaning
and consistency to the management system. It is
an ethical and strategical standard that develops
autonomy and one’s responsibility for comfort
and well-being at work through value sharing as
well as co-construction with the stakeholders
(Provost Vanhecke, 2013). The starting point
of every dialogue with stakeholders consists
in identifying their interests. To do so, we can
develop an expectations matrix around three
axes: environmental expectations, economical
expectations and social expectations. Then, it is
necessary to enrich this booklet of requirements
in order to foster a real dialogue and a mutual
commitment to accurately evaluate the mutual
interests. For this purpose, different ways
of communication can be used: meetings,
interviews, surveys, conferences, on-site visits,
monitoring, social networks, group workshops,
etc. …
Managers become guides and guardians of the
balanced functioning of the interrelationships.
While monitoring and controlling the internal
and external information flows, managers are
developing a new transversal skill to which they
can link and then align governance and opera-
tions; this adds to their traditional competencies
of supporting their collaborators.
They are like conductors who constantly seek
balance point and harmony. Their job consists in
regulating, verifying, validating and activating,
internally and externally, the communication

3. MAY – AUGUST 2015 | THE JOURNAL OF MODERN PROJECT MANAGEMENT A 3332 B THE JOURNAL OF MODERN PROJECT MANAGEMENT | MAY – AUGUST 2015
COLLECTIVE INTELLIGENCE /// SUSTAINABLE PROJECT MANAGEMENT: A WHOLE PROGRAM INDEED!
links. This requires defining dashboards and
new indicators, based on what we want to show.
ISO 26000 norm provides lists of environmental,
social, economic and societal factors that can be
put into perspective. Its aim is not certification
itself as it is in qualities standards, but is rather
to provide a shared global standard on social
responsibility. (Capron, Quairal-Lanoizelée, Tur-
cotte, 2011).
CSR applies to all types of organization. Even
if the society tends to always look at the biggest
companies to see how they are dealing with this
global issue, small and medium businesses have
their own role to play, they will use adapted tools
to suit their specifications. Jean-Marie Courrent
shows in (Courrent, 2012) how small and medi-
um businesses can also meet the requirements
of the CSR. The Association of Young Managers
(Centre des Jeunes Dirigeants – CJD) that gath-
ers directors of small and medium businesses,
recently drafted a log book of recommendations
to build a competitive and long-lasting responsi-
ble corporate strategy (CJD, Boras, 2014). These
practical recommendations, in the form of 100
questions/answers, are based on a shared vision
with collaborators and stakeholders, quality
partnerships with suppliers and other providers,
in close relation with local communities and they
enhance innovation and creativity. It is also in the
form of 100 questions / answers that Emilie Brun,
secretary of the Standards Commission offers her
experience to guide organizations in their CSR
implementation (Brun, 2011).
Towards a collective intelligence
Over the past years, management methodolo-
gies have been evolving tremendously, in par-
ticular within the process control, but especially
in our ability to engage employees and use their
specific competencies.
CSR made us aware that the “trust capital”, the
male / female parity, the social equity, are major
issues for any organization that wants to remain
competitive. A collective approach is built taking
into account the diversity of profiles. Innovation
is everyone’s business, not just the concern of the
SME (Subject Matter Experts). We must capitalize
on experience, make continuous improvement
and consultation on projects, with a shared
responsibility (Ollivier, 2012).
Agile Methods and Corporate Social Re-
sponsibility propose to recover the sense of
cooperation, collective and sharing. This is called
Collective or Cooperative Intelligence resulting
from the sharing of ideas. The term “collective
intelligence” also appeared in the 1990s along
with Agile methods and the beginning thinking
on CSR. Many definitions exist. We propose to
retain the following one developed by a collective
intelligence composed of a group of seven experts
from various fields (social psychologist, biochemist
engineer, lawyer, designer, geographer, biologist)
(Marsan and al, 2014):
ff “Co-intelligence is the cross-fertilization of multiple
intelligences in a group where everyone manifests
the desire to contribute and cooperate equitably for
the life service. To support its emergence, postures
and facilitation process to open and maintain
this “live differently” space, where grow trust,
authenticity, creative energy, interrelationships
and interdependencies. Cooperative intelligence
embodies sustainable projects that combine
relational innovation and sustainable results.”
In a more and more complex world, where
changes happen quickly, where we collapse
under information, “the information overload or
obesity is from now on one of the biggest prob-
lem to be solved by organizations for the next ten
years” (Sauvajol-Rialland, 2013). Managers must
develop and foster the collective intelligence so
the organization can grow and change in harmo-
ny with its environment. Olivier d’Herbemont,
specialist of complex projects management
applies a systematic analysis to show that any or-
ganization can be transformed more easily when
all the employees share the same values and the
same mission.
The challenge for managers here is to align
and communicate the collective vision so it reso-
nates with individual goals (D’Herbemont, 2012).
In a study conducted by Opinion Way in 2010,
66% of surveyed executives consider that the
world economic crisis deeply questions the cur-
rent economic model of their market and for 88%,
the social dimension will turn out to be crucial in
the value creation.
Most analyses and methods about change
management highlight the need to value people,
whether they are employed inside the company or
outside with the external network of stakeholders.
We can mention as examples the PRISM methods
(PRojects Integrating Sustainable Methods) and
the Green Project Management (GPM); GPM
advocates a 5P approach: Project, People, Planet,
Product, Process, where Human is one of the
five pillars, at the same level as sustainable
development to safeguard the planet, and at
the same level as the Product. This approach
emphasizes that the goal of any organization
should not be only profit and performance,
but also the well-being of people, sharing and
trust. Therefore, performance will be naturally
positively impacted (Chapelle, 2014).
These specific concerns about human resource
management greatly complicate the task of
project leaders who have not necessarily all been
properly trained in to human dimension of their
work. The concept of leadership is shattered;
structural changes, massive emergence of Web
2.0 tools, integration of Generation Y members
require the questioning of the vision of power.
Using managerial innovation and creativity “give
the keys to build together a collective dynamic
that will meet the demands of international
competition!” (Ollivier, 2012).
This need of new competencies for managing
people, not always supported by human resourc-
es, is even more relevant in the matter of global
projects when multicultural environment makes
interactions and communications more complex;
and considering the next challenge at a program
management level, the mission can quickly be-
come a real headache!
3. Sustainableprogram
management
How can program management
facilitate sustainable approach in
the management of projects?
We limit ourselves to illustrate two aspects of
program management that seem essential for sus-
tainable management projects: the management
of stakeholder commitment and the vision of the
program, taking into account overall business
strategy and adjustments.
We recall the program definition given by the
Project Management Institute as a standard on
Program Management (PMI-1, 2013): “A program
is a group of related projects, sub-programs and
other activities that are managed in a centralized
and coordinated way to obtain benefits that could
not be achieved if the projects and sub-programs
were managed in a separate way.”
We are going to focus more on the essential
action of Program Manager in the engagement
of stakeholders to support a sustainable manage-
ment of projects while illustrating the point with
lessons learned.
According to PMI, the stakeholder manage-
ment has similarities to risk management: stake-
holders must be identified, studied, categorized
and monitored; they can be internal or external
and may have a positive or negative influence on
the program. Nevertheless, unlike the risks, the
stakeholders cannot be managed: we talk instead
about manage expectations and needs of stake-
holders.
Although the management of stakeholders’ en-
gagement allows the project manager to increase
their support, to minimize resistance and sig-
nificantly increase the chances of success of the
project, according to PMI’s Project Management
Body of Knowledge Guide (PMI-2, 2013), program
management involves more frequent contact with
the highest level of responsibility and on a longer-
term basis: this allows the Program Manager a
better stakeholder engagement in a sustainable
approach.
In his book, “Program Management”, Michel
Thiry summarizes the importance of leadership
and communication “marketing” Program Man-
ager in the management of stakeholder engage-
ment (Thiry, 2010):
“In terms of stakeholders’ management, the PMI
PgMP standards defines the role of the program man-
ager as communicating a vison of the need for change,
specific program objectives and resources required,
as well as setting clear goals, assessing readiness
and planning for the whole monitoring of the change
impact...
... The PMI PgMP (Program Management Profession-
al Credential) standards explicitly identifies a range of
stakeholders and puts the emphasis on sound commu-
nication; it also introduces the concept of Marketing.
MSP (Managing Successful Programs International
APMG) uses the term “stakeholder engagement” and
states that “stakeholders are people with feelings, per-
ceptions, desires and influences. MSP describes stake-
holder’ engagement as a way of achieving influence
through the effective management of relationships...
... We need to identify the contribution of the stake-
holders to each project and the setting of milestones for
each key deliverable. These are the two main elements
of the successful engagement of stakeholders: the first
will ensure ongoing commitment of the key stakehold-
ers, the second will foster their motivation through
marketing and proof of benefits being realized through
the key deliverables.”
These are indeed important concepts to better
manage people and fears associated with change.
But it is sometimes difficult for the program man-
ager to put the human at the heart of programs.
On one program, we worked for an
outsourcing company to implement a banking
software package. It was difficult to gain a shared
view about the program status and which features
to implement because of different understandings

4. MAY – AUGUST 2015 | THE JOURNAL OF MODERN PROJECT MANAGEMENT A 3534 B THE JOURNAL OF MODERN PROJECT MANAGEMENT | MAY – AUGUST 2015
COLLECTIVE INTELLIGENCE /// SUSTAINABLE PROJECT MANAGEMENT: A WHOLE PROGRAM INDEED!
between the bank’s client, the banking software provider,
the outsourcing company leading the program and the
project teams in charge of the implementation. In spite
of trying to reconcile the program status among all these
groups, we were forced to accept a challenging delivery
timeline.
We had to delay the go-live date more than four times,
which meant a costly project review each time. During the
assessment status and rescheduling, we stopped all the work,
and the team sat idle. When you ask a program team four
times to walk the extra mile to achieve a deadline, you have
to make sure the last time is a good one. The final rollout
went very well, but a more sustainable pace and approach
would have been better and less costly to implement.
As program manager we would have to convince the
bank’s management to adopt, from the start, an implemen-
tation plan in 3 years, agreed upon by a large number of
people on the implementation team rather than aim for this
year setting up and having to delay the go-live 4 times with
a huge impact on costs. However, the Bank management
was not ready to hear it as the objective was to sale the Bank
anyway ... It was pretty devastating in human terms, al-
though very educational and rewarding when we eventually
succeeded.
It is interesting to note that this approach to set unrealis-
tic goals occurs in many other similar contexts or transfor-
mation programs: it is an ideal humus for creating instability
in teams such as the sudden ouster of the Program Manager
or resignations chain and finally, the most severe manifes-
tation, burnout. Some programs might be considered as
burnout factory …
The Program Manager’s duty is to detect warning signs
in order to take corrective action, provided that the govern-
ance of the program agrees to hear the messages. This can be
facilitated either by the external audit of the program which
allows a factual assessment or by the self-assessment of the
state of the program by the teams. We had the opportunity
to practice both and have been very successful in the weight
and credibility given to this status.
These examples describing failures show that if the Pro-
gram Manager function is essential to manage the human
sustainably, the middle manager is caught between a rock
and a hard place and he can only succeed with the support of
Senior Management.
Another important contribution of the program ap-
proach is that program management allows driving strategic
initiatives over several years by being closer to the business
objectives and providing the flexibility to adapt the imple-
mentation of the ongoing strategy to fit in a changing and
uncertain environment.
This will meet the two requirements for sustainability
and flexibility.
Sustainability in the sense that the choices made in the
framework of the program activities are consistently follow-
ing the same governance, with the same business sponsors
and that interactions, dependencies, risks and opportunities
are managed in a coordinated manner.
However, it is sometimes difficult to regroup, in large
organizations, even those with a maturity recognized in
program management, business initiatives belonging to the
same field in one program, for the following reasons: unwill-
ingness to create “behemoths” programs likely unmanagea-
ble, collisions of global and local programs, lack of program
managers, impairment of the role of sponsor and other good
reasons. But this is detrimental to the effectiveness of the
organization not to consolidate business initiatives related to
a same sector and strongly dependent under a single “pro-
gram governance”. This prevents a clear communication of
the strategic business vision, it creates double work, and it
generates “Kleenex” deliverables. The adoption of agility in
program management is a path to explore that would per-
haps solve these pitfalls.
Flexibility in the sense that one of the characteristics of
program management is to facilitate the adjustment of ben-
efits delivery to changes in business strategy: the Program
authors
r MarcBurlereaux
holds engineering degrees
in computer sciences
(Methodology & Database)
from the C.U.S.T in Cler-
mont-Ferrand, France. Marc
is volunteering for PMI (Pro-
ject Management Institute) since 2003: he
is a founding member of PMI Pôle des Pays
de Savoie (PMI France Chapter) and holds
several PMI credentials: PMP®, PMI-RMP®,
PgMP®, PMI-ACP®. He has spent almost
all his career in the Private Banking field
in Switzerland and has been a key player
in several large transformation programs.
He is currently a change agent part of the
Change Delivery team of a Private Bank
based in Geneva, Switzerland.
r ChristineRieuis a
Ph.D Professor of Project
Management, Savoie Mont
Blanc University, France.
She works on Knowledge
Management and Project
Management since about
15 years in the LISTIC Laboratory. She is
the head of the International Relations at
the University Institute of Technology, IUT
Annecy. She is a founding member of PMI
“Pôle des Pays de Savoie”, France Chapter.
r HélèneBurlereaux
studied Project Manage-
ment and International
Marketing (Bachelor in
Business Administration)
at HEC Montreal, Canada.
She is currently working
as a one year intern in Sports Industry in
Geneva, Switzerland.
Barrand, J., (2010). L’entreprise Agile, Agir pour une
performance durable, DUNOD.
Brun, E. (2011). 100 questions pour comprendre et agir,
Comprendre ISO 26000, AFNOR Editions.
Brundtland (1987). Rapport Brundtland, Notre avenir
à tous (Our Common Future), World Commission
on Environment and Development, United Nations
Organisation.
Burlereaux, M., Gauthier, S., & Rieu, C. (2012). Agil-
ité : une main de fer dans un gant de velours. First
International Conference of Project Management.
University of Québec in Trois Rivières.
Capron, M., & Quairal-Lanoizelée F. (2010). La re-
sponsabilité sociale d’entreprise. La découverte.
Capron, M., Quairal-Lanoizelée, F., & Turcotte,
M. F. (2011). ISO 26000 une norme hors norme?
Vers une conception mondiale de la responsabilité
sociétale. Economica Éditions.
Chapelle, G., & al. (2014). L’intelligence collective.
Yves Michel Éditions.
CJD, & Boras, K. (2014). Le carnet de bord du dirigeant
responsable, comment piloter sa Performance
globale en 100 itinéraires. Eyrolles.
Courrent, J. M. (2012). RSE et développement durable
en PME. Comprendre pour agir. De Boeck Éditions.
D’Herbemont, O., (2012). Booster l’intelligence col-
lective, La stratégie agile de transformation durable
des organisations. Armand Colin Éditions.
Gouiran, M. (2011). Responsabilité sociétale & res-
sources humaines. AFNOR Éditions.
GPM. (2012). PRISM PRojects Integrating Sustainable
Methods. Green Project Management Association.
http://greenprojectmanagement.org/standards/
prism
Lebouc, D. (2012). Développer un produit innovant
avec les méthodes agiles. Eyrolles, Éditions d’Or-
ganisation.
Ollivier, D. (2012). Management 2.0 Performance
économique et capital humain! Afnor Éditions.
Palazzo, G., & Wentland M. (2011). Pour un man-
agement responsable au 21e siècle. UNIL HEC
Lausanne, France : Pearson.
PMI-1. (2013). PMI standard for program management,
3rd edition. Project Management Institute.
PMI-2. (2013). PMI guide du corpus des connaissances
en management de projet. 5e édition. Project Man-
agement Institute.
Provost Vanhecke, E., & Sibille F. (2013). Osez man-
ager ISO 26000. AFNOR Éditions.
Sauvajol-Rialland, C. (2013). Infobésité, comprendre
et maîtriser la déferlante d’information. Vuibert.
Thiry, M. (2010). Program management. Gower Edi-
tions.
referencesreferences
Manager is attentive to internal and external changes and is
ready to manage them by adapting program components to
these changes. This can lead to abruptly stopping projects in
the program or, on the contrary, to begin new initiatives.
Conclusion
Humanity wonders about the purpose of economic activ-
ities, about the long-term consequences for the generations
to come. We first judge the companies, as main agents of this
activity, and ask them to be responsible and accountable, not
only for their economic activities but also for their behavior
with the individuals and the natural environment. The man-
agers, the program managers and the project managers have
to deal with new challenges:
ff Complexity increases, the manager cannot
decide on his own anymore,
ff Rise of individuality, the manager becomes a leader in charge
of the personal development of all the team members,
ff Rise of the uncertainty, the manager has to deal with
paradoxes and risks, anticipate the actions and their
consequences at an economic and societal level,
ff Rise of interdependence, which commits the
managers to position themselves as equal
with their partners and collaborators.
Agile manager tries to balance the business, the human
being, and the environment, with respect to human values,
in order to reconcile economic and social objectives. He
must deploy three kinds of skills:
ff Active (make and prove he can do)
ff Reactive (take advantage of the opportunities)
ff Proactive (innovate, dare, go ahead).
But he also needs to acquire new skills and qualifications
in the areas of human resource management; he must mobi-
lize human capital and develop talent by inspiring people to
subscribe to strong values. The assertion of a clear identity
(vision, mission, values) in steering an organization is vital to
ensure its continued existence.
Faces to upset and uncertain environments, the manage-
ment trends for the future are definitely: ethics, transversal-
ity, innovation, collaboration and interactivity with all the
stakeholders. A whole program indeed!