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Presentation 'Duurzaam Doen' 2012

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Workshop on Sustainability in Project Management by Ron Schipper and Gilbert Silvius, on the Duurzaam Doen conference at HU University of Applied Sciences, June 2012.

Workshop on Sustainability in Project Management by Ron Schipper and Gilbert Silvius, on the Duurzaam Doen conference at HU University of Applied Sciences, June 2012.

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  • John Elkington coined the conepet People Planet Profit. He is one of the most known authors who claim that businesses play an essential role for sustainable development and that they have to integrate social and environmental concerns into their operations, not only strive for profits.
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    • 1. WORKSHOP B2Sustainability in Project ManagementGilbert Silvius en Ron Schipper11.30 – 12.30 uur / zaal F1.26
    • 2. Sustainability in Projectsand Project Management
    • 3. What makes a project a project? • A temporary nature or temporary organization; • Most often across organizational structures and boundaries; • A defined deliverable or result, logically or preferably linked to the organization’s strategy or goals; • Specified resources and budget.Research Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 4. Projects as instruments of change Permanent organization Operations Management Goal Resources Operation Benefits Performance Strategic Management Setting Assets Performance Evaluation unsatisfactory Project Project Project ResourcesProject Delivery Project Outputs Project Project Delivery Project Resources Portfolio Mgt Resources Delivery Project Management Project Management Project Management Temporary organizationResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 5. Sustainability needs Change is organized inResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl Projects
    • 6. ‘In essence, sustainabledevelopment is aprocessof changein which the exploitationof resources, the directionof investments, theorientation of technologicaldevelopment andinstitutional changeare all in harmonyand enhance bothcurrent and futurepotential to meethuman Centre for Care Research needs and Innovations in Healthaspirations’ (UN, 1987) www.kenniscentrumivz.hu.nl
    • 7. The challenge How to live a comfortable life with 9 billion people on the planet?Research Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 8. Our businesses WASTE MAKE USE TAKE Digging up the earth to produce wasteResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 9. We need to change MAKE USE USE MAKE MAKE USEResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 10. We need to change USE USE USE USE USE USEResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 11. Sustainability needs Change is organized inResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl Projects
    • 12. Sustainability needs Change ? is organized inResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl Projects
    • 13. Sustainable development World Commission on Environment and Development (the Brundtland Commission): "forms of progress that meet the needs of the present without compromising the ability of future generations to meetResearch Centre forInnovations in Health Care their needs."www.kenniscentrumivz.hu.nl
    • 14. The Triple Bottom lineResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 15. People, Planet, ProfitResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 16. ISO 26000Research Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 17. The 6 key principles of Sustainability Sustainability is about… • …balancing or harmonizing social, environmental and economical interests • …both the short term and the long term • ...local and global • …consuming income, not capital • ...transparency and accountability • ...personal values and ethicsResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 18. Corporate Responsibility Producten Naar: Goed /diensten Business Model Business Processen Less poluting resources Van Business Resources Better isolated buildingsResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl Minder Better safety clothing slecht
    • 19. What is the implication of these principles for…. The content of The 6 key principles of Sustainability projects? Sustainability is about… • …balancing or harmonizing social, environmental and economical interests The management • …both the short term and the long term • ...local and global of projects? • …consuming income, not capital • ...transparency and accountability The competences • ...personal values and ethicsResearch Centre for of the projectInnovations in Health Carewww.kenniscentrumivz.hu.nl manager? Research Centre for Innovations in Health Care www.kenniscentrumivz.hu.nl
    • 20. What is the implication of these principles for…. The 6 key principles of Sustainability Sustainability is about… • …balancing or harmonizing social, environmental and economical interests • …both the short term and the long term • ...local and global • …consuming income, not capital • ...transparency and accountability • ...personal values and ethicsResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl Research Centre for Innovations in Health Care www.kenniscentrumivz.hu.nl What criteria?
    • 21. Sustainability criteria You cannot change what you cannot manage you cannot manage what you cannot measureResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 22. TheGlobal Reporting InitiativeResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 23. - Direct financial benefits Return on Investment Economic - Net Present ValueSustainability criteria?? Sustainability Business Agility - Flexibility / Optionality in the project - Increased business flexibility - Local procurement - Digital communication Transport - Traveling - Transport Environmental Energy - Energy used - Emission / CO2 from energy used Sustainability - Recycling Waste - Disposal - Reusability Materials and resources - Incorporated energy - Waste - Employment - Labor / Management relations Labor Practices and - Health and Safety Decent Work - Training and Education - Organisational learning - Diversity and Equal opportunity - Non-discrimination - Freedom of association Human Rights - Child labour Social - Forced and compulsory labor Sustainability - Community support - Public policy / Compliance - Customer health and safety Society and Customers - Products and services labeling - Market communication and AdvertisingResearch Centre for - Customer privacyInnovations in Health Care - Investment and Procurement practiceswww.kenniscentrumivz.hu.nl Ethical behaviour - Bribery and corruption - Anti-competition behaviour
    • 24. What is the implication of these principles for…. The 6 key principles of Sustainability Sustainability is about… • …balancing or harmonizing social, environmental and economical interests • …both the short term and the long term • ...local and global • …consuming income, not capital • ...transparency and accountability • ...personal values and ethicsResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl Research Centre for Innovations in Health Care www.kenniscentrumivz.hu.nl What is the scope?
    • 25. Labuschagne and BrentResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 26. Projects as a ‘system’ of realisingorganizational change Permanent organization Operations Management Goal Resources Operation Benefits Performance Strategic Management Setting Assets Performance Evaluation unsatisfactory Project Project Project ResourcesProject Delivery Project Project ResourcesProject Delivery Outputs Project Portfolio Mgt Resources Delivery Project Management Project Management Project Management Temporary organizationResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 27. Projects as a ‘system’ of realising organizational change Permanent organization Operations Management Goal Resources Operation Benefits Performance Strategic Management Setting Assets Performance Evaluation unsatisfactory Project Project Project ResourcesProject DeliveryProject Outputs Project Project Delivery Project Resources Portfolio Mgt Resources Delivery Project Management Project Management Project Management Temporary organizationResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 28. Projects as a ‘system’ of realising organizational change Permanent organization Operations Management Goal Resources Operation Benefits Performance Strategic Management Setting Assets Performance Evaluation unsatisfactory Project Project Project ResourcesProject Delivery Project Outputs Project Project Delivery Project Resources Portfolio Mgt Resources Delivery Project Management Project Management Project Management Temporary organizationResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 29. Projects as a ‘system’ of realising organizational change Permanent organization Operations Management Goal Resources Setting Operation Benefits Performance Strategic Management Assets Performance Evaluation unsatisfactory Project Project Project ResourcesProject Delivery Project Outputs Project Project Delivery Project Resources Portfolio Mgt Project ManagementDelivery Resources Project Management Project Management Temporary organizationResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 30. Projects as a ‘system’ of realising organizational change Permanent organization Operations Management Goal Resources Operation Benefits Performance Strategic Management Setting Assets Performance Evaluation unsatisfactory Project Project Project ResourcesProject Delivery Project Outputs Project Project Delivery Project Resources Portfolio Mgt Resources Delivery Project Management Project Management Project Management Temporary organizationResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 31. Projects as a ‘system’ of realising organizational change Permanent organization Operations Management Goal Resources Operation Benefits Performance Strategic Management Setting Assets Performance Evaluation unsatisfactory Project Project Project Project ResourcesProject Delivery Project Outputs Portfolio Resources Project Delivery Project Mgt Resources Delivery Project Management Project Management Project Management Temporary organizationResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 32. Potential areas of impact• Project context• Stakeholders• Project content• Business case• Materials and procurement• Project reporting• Risk management• Project team• Organizational learningResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 33. Praktische toepassingSmartRemote
    • 34. Case SmartRemoteWie heeft er meer dan 4remotes?Wie heeft er eenuniversele remote?Wie heeft er meer dan 3remotes in de kast?Ligt uw smartphone(s)naast u tijdens TV-kijken?
    • 35. Case SmartRemote
    • 36. Praktische toepassing - issues• 1. Duurzaamheid wordt niet meegenomen in het project• 2. Teveel project oriëntatie• 3. Corporate identiteit bepaalt de realistische acties
    • 37. Stappen Identiteit Alle Analyse Selectie van Inzichtorganisatie mogelijkheden bevindingen interventies De werkelijke Korte / lange MVO Visie Interne scope Interne scope verandering termijn Waarden en Life cycle & Verantwoordelijk Externe scope Externe scope normen Waardeketen / beïnvloeden
    • 38. Identiteit organisatie Amsterdam Beijing• Missie: “We help our customers achieve long lasting competitive benefits by successfully implementing best of breed IT-solutions• MVO: They help charity foundation by donating 700 hours of software development• Four core values are listed: Smart, Balanced, Dedicated and Reliable
    • 39. Van identiteit naar sustainability principles• Passende principes: • A balance in People, Planet and Profits aspects; • Both a short term and long term view; • An emphasis on personal values and ethics; • Transparency and accountability.
    • 40. Inzicht: Werkelijke verandering
    • 41. Inzicht: Life cycle “old remote” Collect Waste Final destroytransport waste ment Natural resources Transport Waste and produce Disposal by TV + remote consumer Distributi Use by on to consumer retailer Buying by consumer Seperate (integrated ) remote
    • 42. Inzicht: Life cycle “SmartRemote” Design & Design and Application engineer engineer including remote service infrastructure service opperation Use Open Delete open Remote remote Download applicationapplication by application by consumer consumer
    • 43. Interne oriëntatie Smart Remote Broader angle Agile approach to cope with BusinessEconomical uncertainty and complexity agility Use of digital communication Transport to prevent travellingEnviron-mental Material Reusability of (generic built) and software components resources Possibility for positive diversity in staff hire Transferring Possibility for employement of Employ- knowledge work from knowledge workers ment Europe to Asia means Good potential problem forSocial labor Express leadership on social European staff. practise working circumstances Organizational learning for future projects Training and eductation possibilities for staff including combining individual learing goals with project task assignments
    • 44. Externe oriëntatie SmartRemote Broader angle Profitable sustainable smartphone service with less Manufacterers offer no ROI waste Business flexibility agilityEconomical Possibility to enhance service into more services Business making life easier agility No cradle to cradle for old OpenRemote gives no waste (except the used remotes smartphone and the IT- Infrastructure of the service) Manufacterers offer no flexibility resulting in Possibility of eco-friendly waste design of the IT infrast Waste WasteEnvironment Less energy used to produce al each instance Smartphone addiction, no Less transportation for cradle to cradle concept; Transport consumers to obtain the results in waste remote Society and Privacy aspects should be Social Labor customer taken into account with use of accessible smartphone employ- Reduction of ment manufacturers labor
    • 45. Selecteren van realistische actie Alle mogelijke sustainability interventiesSustainability Verantwoordelijkprinciples van vs beïnvloedbaarde organisatie Realistische interventies
    • 46. Selecteren van realistische opties Alle mogelijke sustainability interventies Balance TBLShort term & Long term Verantwoordelijk vsValues and ethics BeïnvloedingTransparency and accountability Delivery of the SmartRemote service. Generic software components ECO-friendly ICT infratsructure Privacy protection Express leadership Use digital communication techniques
    • 47. Sustainability needs Change is organized inResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl Projects
    • 48. The 6 key principles of Sustainability Sustainability is about… • …balancing or harmonizing social, environmental and economical interests • …both the short term and the long term • ...local and global • …consuming income, not capital • ...transparency and accountability • ...personal values and ethicsResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 49. Scope shift Paradigm shift Mind shift Taking responsibility for sustainable development Having a holistic perspective on managing change Managing social, environmentalResearch Centre for and economical impactInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 50. We need to change the way we view things In order to change the way we do thingsResearch Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl Nelmara Arbex
    • 51. Sustainability in Projectsand Project Management• Are we taking responsibility?• Should we take responsibility?Research Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl
    • 52. Sustainability in Projectsand Project Management

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