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Analysis of the coverage of sustainability aspects in the pmbok


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Taken from the book "Sustainability in Project Management" by Gilbert Silvius, Ron Schipper, Julia Planko, Jasper van den Brink and Adri Köhler (Gower Publishing, 2012)

Published in: Business, Technology

Analysis of the coverage of sustainability aspects in the pmbok

  1. 1. Analysis of the coverage of sustainability aspects in the PMBOK® Guide version 4.Area of PMBOK® Guide Sustainable PMimpactProject Section 1.8, Enterprise Environmental Factors, mentions the The context of the project iscontext organization’s human resources and marketplace conditions addressed in relationship to as “internal or external environmental factors that surround the organizations strategy, but or influence a project’s success”. But the section fails to more also in relationship to society explicitly identify potential social or environmental interest as a whole. resulting from sustainability policies as factors of influence.Stake- In Section 2.3, Stakeholders, or the definition of stakeholders In the identification ofholders in the Glossary, any reference to typical sustainability potential stakeholders, explicit stakeholders as environmental protection pressure groups, notion is made of potential human rights groups or nongovernmental organizations are stakeholders representing the lacking. In fact, chapter 10, Project Communications environmental and/or social Management, also fails to recognize these potential aspects of the project. stakeholders when it discusses stakeholder communication. Communication with stakeholders includes proactive engagement with potential stakeholders.Project In the introduction of chapter 3 Project Management The content, intended resultcontent Processes, the PMBOK® Guide mentions a few criteria for a and success criteria are based successful project. Here it is mentioned that the project on a holistic view of the manager should be able to “balance the competing demands project, including sustainability of scope, time, cost, quality, resources and risk”. In this perspectives as economical, section the PMBOK® Guide fails to recognize the social and environmental and social, environmental aspects as relevant factors in project success. short term and long term and local and global.Business Section 4.1.1., Develop Project Charter, mentions “Ecological The business case addressescase impacts” and “Social needs” as potential benefits of a project the triple bottom line of when it discussed the business case. economic, social and environmental benefits. Investment evaluation is done based on a multi-criteria approach of both quantitative and qualitative criteria.
  2. 2. Project As stated earlier, the PMBOK® Guide mentions compliance The definition and perceptionsuccess with the project’s requirements and objectives and specifically of project success take into the demands of scope, time, cost, quality, resources and risk account the triple bottom line as aspects of the project’s success. No mention is made of of economic, social and social or environmental aspects, unless included in the environmental benefits as laid project’s requirements or objectives. out in the business case, both in the short term as in the long term. This implies that the success of the project is assessed based on the life cycle of the project and its result.Materials Processes related to the selection of materials and In the selection of materialsand procurement can be found in different sections of the and suppliers for the project,procure- PMBOK® Guide. For example section 3.4.20 Plan these decisions are also based procurements, section 3.5.8. Conduct procurements, chapter on environmental and socialment 12 Project Procurement Management. None of these sections considerations. include any references to sustainability aspects in for example the selection of suppliers or the selection of materials.Project Project reporting processes can be found in the PMBOK® Project reporting is pro-activereporting Guide in section 3.6.8. Report Performance and section 10.5 and transparent. Project Report Performance. In these sections, project reporting progress is reported on focuses on progress and changes in the areas scope, schedule, different aspects of the cost and quality of the project. Reporting on sustainability project, including aspects is not explicitly addressed, nor is the principle of environmental and social transparency. aspects.Risk Chapter 11, Project Risk Management, of the PMBOK® Guide, The risk identification and riskmanage- does mention a process and several techniques to identify management processesment risks. However, these techniques do not mention the include the identification and possibility of environmental and/or social risks. management of environmental and/or social risksProject Chapter 9 of the PMBOK® Guide, Project Human Resource The management andteam Management, shows little consideration of social development of project team sustainability aspects such as life-work balance, equal members is aimed at preparing opportunity, part time job opportunities, etc. Section 9.2.2., them for their role in the however, pays attention to ‘virtual teams’ and links this to project and keeping them fit team members working from home offices, potentially with for this role. But also considers mobility limitations or disabilities. Also the personal the effectiveness of team development of team members is addressed. The objective members in their personal and for this development, however, is the performance of the professional life after the project team, without considering the effectiveness of team project. members in their professional life after the project.Organisa- Section 2.4.3 mentions Historical information and lessons Lessons learned and previoustional learned as part of the Corporate Knowledge Base of the experiences are explicitlylearning organization. However, this section lacks a more explicit captured during project reference to organizational learning or knowledge execution and closing and are
  3. 3. management in order to improve an organizations made to use in the initiation competence in doing projects. and start-up of new projects. This is done to improve an organizations competence in doing projects.Excerpt taken from the book Sustainability in Project Management by Gilbert Silvius, Ron Schipper,Jasper van den Brink and Adri Köhler (Gower Publishing, 2012)