Global Green

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Global Development Group is launching the Global Green initiative to educate 50% of business leaders through presentations on sound environmental practices, with the goal of bridging information gaps and encouraging businesses to transition to more sustainable workplace practices. Global Green also aims to foster collaborations between businesses, encourage new green technologies and products, and advocate for further environmental improvements on behalf of businesses and the world.

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Human Resources Critical Role in Sustainability

Linda Morris Kelley

As the CEO and co-founder of the Greenwich, Connecticut-based investment banking boutique Redwood Capital Group, Harvard graduate Gregory Bedrosian plays a key role in advising companies in mergers and acquisitions.Gregory Bedrosian’s Connecticut firm has provided guidance to companies such as Legris Industries, a group that is making a positive impact on industrial sustainability through its compliance with the U.N. Global Compact.

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Public sector infrastructure and services generally do not have a major impact on mitigating or adapting to climate change or sustainability (exceptions exist). A cycleway or a public bus service does not mitigate or adapt to climate change, in fact their construction often accelerates climate change. It is us riding our bikes on the cycleway or using the bus service instead of using our cars that mitigates climate change. A cycleway being used for recreational purposes is not contributing to climate mitigation unless the riders would otherwise be using their cars for recreation. This presentation will use ‘PRUB-Logic’ to demonstrate that any actions project managers take to address climate change and sustainability must not just enable and empower users but also inspire us and our communities to change our behaviours. This means that project managers need to consider how the results of their projects will better inspire changed user behaviours.

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Webinar para la región 13 de PMI: Nicaragua Chapter por Mónica González, 20 de Abril de 2016 Nuestros conocimientos y habilidades deben ser colocados (en palabras y en acciones) para abordar los temas de interés mundial, tales como: Ética, el Cambio Climático, la Paz, el Desarrollo Sostenible, las Cadenas de Suministro, entre otros. En septiembre de 2015, la Organización de las Naciones Unidas lanzó los 17 Objetivos de Desarrollo Sostenible. Se estableció un plazo de 15 años para movilizar los esfuerzos globales en torno a un conjunto común de objetivos y metas, aspiraciones y prioridades. Mi pregunta ahora es: Como PMs, ¿cuáles son los impactos de nuestras decisiones sobre objetivos de desarrollo sostenible? Tal vez, algunos de nosotros utilizamos diferentes herramientas y plantillas de identificar y evaluar los impactos de los productos y procesos del proyecto sobre el planeta, las personas y las ganancias. Sin embargo, nuestro análisis es lo suficientemente profundo? Es sólo para cumplir con la ley? Desarrollamos un Plan de Gestión de la Sostenibilidad para hacer frente a esos impactos positivos y negativos? En esta presentación, vamos a aprender acerca de la Metodología PRiSM TM y del Estándar P5TM de GPM Global para la Sostenibilidad en la Dirección de Proyectos para abordar realmente los desafíos globales en favor del Desarrollo Sostenible.

Sustainable project management and the transformational vision of our world

Mónica González, MBA, PMP, GPM-m

SB'14 San Diego Ron Allen, Chief Sustainability Officer, YFYJupiter and Mobius105 Christopher Bradlee, Biopolymers - Market Development Manager, BASF North America Jonathan Parry, Business Development Manager, Ecovative Design Tony Somers, COO, Impact Economics Jim Kopp, VP Sales and Marketing, Truett-Hurst, Inc. Meet top-notch solution providers in this category and talk to them directly in this highly interactive, no-stage, freestyle-conversation session.

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Human Resources Critical Role in Sustainability

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Building with the Planet in Mind: Accelerating Green Software Delivery using SustainAgility Sandeep Joshi, Managing Director - Massivue Apidays Singapore 2024: Connecting Customers, Business and Technology (April 17 & 18, 2024) ------ Check out our conferences at https://www.apidays.global/ Do you want to sponsor or talk at one of our conferences? https://apidays.typeform.com/to/ILJeAaV8 Learn more on APIscene, the global media made by the community for the community: https://www.apiscene.io Explore the API ecosystem with the API Landscape: https://apilandscape.apiscene.io/

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In BC’s nearly-decade-old “new” curriculum, the curricular competencies describe the processes that students are expected to develop in areas of learning such as mathematics. They reflect the “Do” in the “Know-Do-Understand” model. Under the “Communicating” header falls the curricular competency “Explain and justify mathematical ideas and decisions.” Note that it contains two processes: “Explain mathematical ideas” and “Justify mathematical decisions.” I have broken it down into its separate parts in order to understand--or reveal--its meaning. The first part is commonplace in classrooms. By now, BC math teachers—and students—understand that “Explain mathematical ideas” means more than “Show your work.” Teachers consistently ask “What did you do?” and “How do you know?” This process is about retelling, not just of steps but of thinking. The second part happens less frequently. Think back to the last time that you observed a student make—a necessary precursor to justify—a mathematical decision. “Justify” is about defending. Like “explain,” it involves reasoning; unlike “explain,” it also involves opinion and debate. In order to reinterpret the curricular competency “Explain and justify mathematical ideas and decisions,” I will continue to take apart its constituent part “Justify mathematical decisions” and carefully examine the term “mathematical decisions.” What, exactly, is a “mathematical decision”? Below, I will categorize answers to this question. These categories, and the provided examples, may help to suggest new opportunities for students to justify.

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