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The Sustainable Project Management
Gilbert Silvius - Ron Schipper Dortmund 2015
Maturity Model
Background
Why the SPM maturity model?
Design
Experiences
Gilbert Silvius - Ron Schipper Dortmund 2015
Sustainability
needs
Change
is organized in
Projects
Sustainability
needs
Change
is organized in
Projects
?
Sustainability in project
management
0
5
10
15
20
25
30
35
40
1993 -
1999
2000 2001 2002 2003 2004 2005 2006 2007 2008 200...
Sustainability in project
management
0
5
10
15
20
25
30
35
40
1993 -
1999
2000 2001 2002 2003 2004 2005 2006 2007 2008 200...
Sustainability in project
management
Sustainable management
of all projects
Sustainable Project Management is
the planning...
Sustainability in project
management
Sustainable management
of all projects
Sustainable Project Management is
the planning...
Sustainability in project
management
Sustainable management
of all projects
Sustainable Project Management is
the planning...
Sustainability in project
management
Sustainable management
of all projects
Sustainable Project Management is
the planning...
Sustainability in project
management
Sustainable management
of all projects
Sustainable Project Management is
the planning...
Sustainability in project
management
Sustainable management
of all projects
Sustainable Project Management is
the planning...
Sustainable Project
Management
> Why do it? √
> What is it? √
> How to do it?.....
»Understanding the impact
Impact of sustainability
on project management
Project context Business case
Stakeholder
identification
Project
specificat...
Sustainable Project
Management
> Why do it? √
> What is it? √
> How to do it?.....
»Understanding the impact
»Measuring an...
Measuring and monitoring
> The Sustainable Project
Management Maturity Model
(SPM3)
> Maturity models are suitable instrum...
Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘me...
Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘me...
Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘me...
Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘me...
Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘me...
Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘me...
Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘me...
Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘me...
Sustainability criteria for
projects??
Sustainability criteria for
projects??
Economic
Sustainability
Return on Investment - Direct financial benefits
- Net Pres...
Economic sustainability
indicators
> Return on Investment
> Business Agility
> Competitive potential
> (Business) Continui...
Environmental sustainability
indicators
> Transport
> Energy
> Water
> Eco system
> Waste and Packaging
> Materials and re...
Social sustainability
indicators
> Labor practices and decent work
> Human rights
> Ethical behaviour
> Society, customer ...
SPM3 conceptual model
Return on Investment
Business agility
Competitive potential
(Business) Continuity
Motivation and inc...
SPM3 example question
Return on Investment
Business agility
Competitive potential
(Business) Continuity
Motivation and inc...
SPM3 example question
Return on Investment
Business agility
Competitive potential
(Business) Continuity
Motivation and inc...
SPM3 reporting
Return on Investment
Business agility
Competitive potential
(Business) Continuity
Motivation and incentives...
Conclusion
> SPM3 offers a highly needed instrument for the
assessment of the consideration of sustainability in
projects ...
Background
Why the SPM maturity model?
Design
Experiences
Gilbert Silvius - Ron Schipper Dortmund 2015
The Sustainable Project Management
Gilbert Silvius - Ron Schipper Dortmund 2015
Maturity Model
Thank you for you
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attenti...
The Sustainable Project Management Maturity Model
The Sustainable Project Management Maturity Model
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Presented June 26th 2015 at the International Research Conference of the University of Applied Sciences Dortmund.

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The Sustainable Project Management Maturity Model

  1. 1. The Sustainable Project Management Gilbert Silvius - Ron Schipper Dortmund 2015 Maturity Model
  2. 2. Background Why the SPM maturity model? Design Experiences Gilbert Silvius - Ron Schipper Dortmund 2015
  3. 3. Sustainability needs Change is organized in Projects
  4. 4. Sustainability needs Change is organized in Projects ?
  5. 5. Sustainability in project management 0 5 10 15 20 25 30 35 40 1993 - 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2012 Conference papers Journal articles Book chapters Books
  6. 6. Sustainability in project management 0 5 10 15 20 25 30 35 40 1993 - 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2012 Conference papers Journal articles Book chapters Books Management of sustainable development projects Continuity of development projects Management of ‘green’ projects Sustainable management of all projects
  7. 7. Sustainability in project management Sustainable management of all projects Sustainable Project Management is the planning, monitoring and controlling of project delivery and support processes, with consideration of the environmental, economical and social aspects of the life-cycle of the project’s resources, processes, deliverables and effects, aimed at realizing benefits for stakeholders, and performed in a transparent, fair and ethical way that includes proactive stakeholder participation.
  8. 8. Sustainability in project management Sustainable management of all projects Sustainable Project Management is the planning, monitoring and controlling of project delivery and support processes, with consideration of the environmental, economical and social aspects of the life-cycle of the project’s resources, processes, deliverables and effects, aimed at realizing benefits for stakeholders, and performed in a transparent, fair and ethical way that includes proactive stakeholder participation.
  9. 9. Sustainability in project management Sustainable management of all projects Sustainable Project Management is the planning, monitoring and controlling of project delivery and support processes, with consideration of the environmental, economical and social aspects of the life-cycle of the project’s resources, processes, deliverables and effects, aimed at realizing benefits for stakeholders, and performed in a transparent, fair and ethical way that includes proactive stakeholder participation. Having a people/planet/profit perspective
  10. 10. Sustainability in project management Sustainable management of all projects Sustainable Project Management is the planning, monitoring and controlling of project delivery and support processes, with consideration of the environmental, economical and social aspects of the life-cycle of the project’s resources, processes, deliverables and effects, aimed at realizing benefits for stakeholders, and performed in a transparent, fair and ethical way that includes proactive stakeholder participation. Having a people/planet/profit perspective Having a life cycle perspective
  11. 11. Sustainability in project management Sustainable management of all projects Sustainable Project Management is the planning, monitoring and controlling of project delivery and support processes, with consideration of the environmental, economical and social aspects of the life-cycle of the project’s resources, processes, deliverables and effects, aimed at realizing benefits for stakeholders, and performed in a transparent, fair and ethical way that includes proactive stakeholder participation. Having a people/planet/profit perspective Having a life cycle perspective Managing of and for stakeholders
  12. 12. Sustainability in project management Sustainable management of all projects Sustainable Project Management is the planning, monitoring and controlling of project delivery and support processes, with consideration of the environmental, economical and social aspects of the life-cycle of the project’s resources, processes, deliverables and effects, aimed at realizing benefits for stakeholders, and performed in a transparent, fair and ethical way that includes proactive stakeholder participation. Having a people/planet/profit perspective Having a life cycle perspective Managing of and for stakeholders With transparency and accountability
  13. 13. Sustainable Project Management > Why do it? √ > What is it? √ > How to do it?..... »Understanding the impact
  14. 14. Impact of sustainability on project management Project context Business case Stakeholder identification Project specifications Project succes Project planning Resource use Project communication Procurement Learning organization Stakeholder involvement. Acceptance Project reporting Risk management Human capital Sustainable change - Broader perspective - Supply chain - Local and Global - Related to organization strategy and society - Extent with social and ecological factors - Related to organization vision and business case - Multi criteria investment analysis multi criteria - Based on people, planet, profit - Short term and long term - Local and global - Take supply chain(s) into account - Based on ecological and social requirements to results and goal - Requirements based on all stakeholders - Holistic view - Based on project life cycle including deliverables and effects - Different approach to realize efficiency and reduction of waste - What is the negative impact of the resources used in the project - Take the life cycle of resources (and harmful effects) into account - Based on transparency and accountability - Open, pro-active communication with stakeholders - Taking responsibility - Sustainability requirements in supplier selection - Local procurement - Prevent waste caused by project mistakes - Involve stakeholders (and their stakes) active with the project - Make sure project results are really used - Reporting about ecological, social and economical factors of delivery and outcome - Also observe ecological and social risks - Risks during and after the project - Involve stakeholders - Life-work balance - Equal opportunities - Fit for the project-job - Fit for after-project job - Change of behavior - Change of attitude
  15. 15. Sustainable Project Management > Why do it? √ > What is it? √ > How to do it?..... »Understanding the impact »Measuring and monitoring
  16. 16. Measuring and monitoring > The Sustainable Project Management Maturity Model (SPM3) > Maturity models are suitable instruments to assess the implementation of complex concepts and to raise awareness for potential development (Dinsmore, 1998)
  17. 17. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi)
  18. 18. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi) > Most models ‘measure’ process maturity Having a people/planet/profit perspective Having a life cycle perspective Managing of and for stakeholders With transparency and accountability
  19. 19. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi) > Most models ‘measure’ process maturity, but not all Application area Business Supply networks (network design) Information management Business Project management Manufacturing Information and communication technology Maturity level1 Ad hoc Accidental/ initial Ad hoc Ad hoc Not existing Initial Initial Maturity level2 Planned in isolation Repeatable Conscious Defined, documen- ted and architected Resources Repeatable Basic Maturity level3 Managed with no integration Defined Established Repeatable and governed Business processes Defined Intermediate Maturity level4 Excellenceat corporate level Managed Quantitatively controlled Optimized and extensible Business model Quantitatively managed Advanced Maturity level5 High performance sustainability net Mastered/optimized Optimized Demonstrable ROI of green initiatives Products and services Optimizing Optimizing Cagnin et al. (2011) Kirkwood et al. (2008) Zarnekow and Erek (2008) Object Management Group (2009) Silvius and Schipper (2010) Curry and Donnellan (2012) Mani et al. (2010)
  20. 20. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi) > Most models ‘measure’ process maturity, but not all
  21. 21. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi) > Most models ‘measure’ process maturity, but not all reactive proactive Stage 1 Pre- compliance Outlaws: disobey social and environmental regulations; only focus on short-term profits Stage 2 Compliance Compliers: take a minimalist approach,reactively do what they legally have to do Stage 3 Beyond compliance Case-makers: move from defence to offence; sustainability initiatives increase butare still marginalized in different departments Stage 4 Integrated strategy Innovators: company transforms and fully integrates sustainability into its corporate strategy; captures value-added fromsustainability initiatives Stage 5 Purpose & Passion Trailblazers: driven by a passionate, value- based commitment to improve well- being of the company, society and environment (Silvius et al., 2012, adapted from Willard, “The Next Sustainability Wave”, 2005)
  22. 22. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi) > Most models ‘measure’ process maturity, but not all > Characteristics – Levels
  23. 23. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi) > Most models ‘measure’ process maturity, but not all > Characteristics – Levels – Domain
  24. 24. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi) > Most models ‘measure’ process maturity, but not all > Characteristics – Levels – Domain • Project process: Including the resources used in the project processes and the way the processes are organized and executed. • Project product: The deliverables of the project and their effects on various stakeholders and society.
  25. 25. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi) > Most models ‘measure’ process maturity, but not all > Characteristics – Levels – Domain – Dimensions
  26. 26. Sustainability criteria for projects??
  27. 27. Sustainability criteria for projects?? Economic Sustainability Return on Investment - Direct financial benefits - Net Present Value Business Agility - Flexibility / Optionality in the project - Increased business flexibility Environmental Sustainability Transport - Local procurement - Digital communication - Traveling - Transport Energy - Energy used - Emission / CO2 from energy used Waste - Recycling - Disposal Materials and resources - Reusability - Incorporated energy - Waste Social Sustainability Labor Practices and Decent Work - Employment - Labor / Management relations - Health and Safety - Training and Education - Organisational learning - Diversity and Equal opportunity Human Rights - Non-discrimination - Freedom of association - Child labour - Forced and compulsory labor Society and Customers - Community support - Public policy / Compliance - Customer health and safety - Products and services labeling - Market communication and Advertising - Customer privacy Ethical behaviour - Investment and Procurement practices - Bribery and corruption - Anti-competition behaviour
  28. 28. Economic sustainability indicators > Return on Investment > Business Agility > Competitive potential > (Business) Continuity > Motivation and incentives > Risk reduction
  29. 29. Environmental sustainability indicators > Transport > Energy > Water > Eco system > Waste and Packaging > Materials and resources > Emissions
  30. 30. Social sustainability indicators > Labor practices and decent work > Human rights > Ethical behaviour > Society, customer and product responsibility > Participation > Human capital development > Corporate governance
  31. 31. SPM3 conceptual model Return on Investment Business agility Competitive potential (Business) Continuity Motivation and incentives Risk reduction Economic sustainability Environmental sustainability Transport Energy Water Eco system Waste and Packaging Materials and resources Emissions Spatial planning Nuisance Social sustainability Labor practices and decent work Human rights Ethical behaviour Soc, cust and prod responsibility Participation Human capital development Corporate governance Level 2 Reactive Level 1 Compliant Level 3 Proactive Level 4 Purpose Sustainabilityindicators Integration of sustainability ‘do no harm’ ‘positive contribution’
  32. 32. SPM3 example question Return on Investment Business agility Competitive potential (Business) Continuity Motivation and incentives Risk reduction Economic sustainability Environmental sustainability Transport Energy Water Eco system Waste and Packaging Materials and resources Emissions Spatial planning Nuisance Social sustainability Labor practices and decent work Human rights Ethical behaviour Soc, cust and prod responsibility Participation Human capital development Corporate governance Level 2 Reactive Level 1 Compliant Level 3 Proactive Level 4 Purpose Sustainabilityindicators Integration of sustainability ‘do no harm’ ‘positive contribution’
  33. 33. SPM3 example question Return on Investment Business agility Competitive potential (Business) Continuity Motivation and incentives Risk reduction Economic sustainability Environmental sustainability Transport Energy Water Eco system Waste and Packaging Materials and resources Emissions Spatial planning Nuisance Social sustainability Labor practices and decent work Human rights Ethical behaviour Soc, cust and prod responsibility Participation Human capital development Corporate governance Level 2 Reactive Level 1 Compliant Level 3 Proactive Level 4 Purpose Sustainabilityindicators Integration of sustainability ‘do no harm’ ‘positive contribution’
  34. 34. SPM3 reporting Return on Investment Business agility Competitive potential (Business) Continuity Motivation and incentives Risk reduction Economic sustainability Environmental sustainability Transport Energy Water Eco system Waste and Packaging Materials and resources Emissions Spatial planning Nuisance Social sustainability Labor practices and decent work Human rights Ethical behaviour Soc, cust and prod responsibility Participation Human capital development Corporate governance Level 2 Reactive Level 1 Compliant Level 3 Proactive Level 4 Purpose Sustainabilityindicators Integration of sustainability in the project process ‘do no harm’ ‘positive contribution’
  35. 35. Conclusion > SPM3 offers a highly needed instrument for the assessment of the consideration of sustainability in projects and project management > SPM3 provides guidance for development > SPM3 connects to the (sustainability) strategy of the organization > SPM3 is developed based on a thorough analysis of the concepts of and literature on sustainability
  36. 36. Background Why the SPM maturity model? Design Experiences Gilbert Silvius - Ron Schipper Dortmund 2015
  37. 37. The Sustainable Project Management Gilbert Silvius - Ron Schipper Dortmund 2015 Maturity Model Thank you for you r attention! Feel free to connect us on linkedin.
  • AndrLuizCaetanodaSil

    Mar. 13, 2020
  • VAP13

    Aug. 16, 2015

Presented June 26th 2015 at the International Research Conference of the University of Applied Sciences Dortmund.

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