The aim of this course is to provide you with an overview of what Green Project Management is and what the benefits are of employing it.
Throughout the course you will see this symbol and this slide appearing.These slides are designed to highlight to you best practice methods or hints and tips to you so that you can take away practical advice from many senior members of the GPM and from SME’s around the world.
Example: You are a hired by a company with 1,000 employees in their main office to determine how to increase profit margins in order to avoid layoffs. You complete the project analysis and are able to increase the profit margin by 2% by sourcing materials from different vendors and reshaping some contracts. Unfortunately, unless the company can realize a 5% increase the layoffs will occur. A GPM is hard wired to take the environment into consideration on all facets of a project. Rather than limiting the scope to what revolves around the physical product, try to determine additional factors into what is part of the product development. This problem could be solved by analyzing support systems for the product which include infrastructure, both brick and mortar and technology, natural resource consumption, and HR practices, in other words addition by subtraction.If a company has 1,000 employees in one location you can do an analysis of how much water is used in a single toilet flush to what kind of light bulbs are used or what the policy is for leaving PCs in the evening. By reducing the consumption of natural resources, money that is used to keep the lights on can be reallocated to other parts of the business.
Key challenges in Sustainability management include: ·managing in an integrated manner the full lifecycle of strategy formulation, implementation, evaluation and evolution incorporating stakeholder participation; ·aligning responsibility strategy to corporate strategy focusing on: -rationalising and harmonising the economic, compliance, ethical, and sustainability dimensions of corporate responsibility and sustainability in the context of stakeholder requirements; -managing non-financial risk, particularly to brand, reputation, local licence to operate and to performance instability as an integral part of corporate sustainability management; -integrating eco-design and other sustainability requirements into product and service offerings; ·managing the sustainability performance optimisation process to continually increase stakeholder satisfaction; ·developing strategic responsibility and sustainability capabilities;
A benefit is most usually gained after the project has been delivered and the project team has disbanded.It is due to this fact that the benefits and their management is controlled and the responsibility of the Sponsor. They will have identified the long term contributions that the project may be able to provide to the business. An example of a benefit to the business could be the reduction in the production costs or an increase in market share.It is important that the benefits are identified in the early stages and that they are closely monitored throughout the whole project life cycle.
The pre project phase is one where the ideas are formulated and the business reviews whether this is a feasible project or element of a project to be included within the portfolio of projects that it is currently running.The key deliverable within this phase is the Project Charter or Business Case that will show the value of the sustainability element within the full project document. In addition, to support the charter, the delivery has to be leveled against the organisation’s environmental management system allowing it therefore to develop further its Sustainability Management Plan for the future.
The planning phase is the moment when the project starts to come life. Here the project manager needs to gain a real understanding of what the client or organisation is looking to achieve so that they can plot the best way to deliver the project, its main deliverables and the envisaged benefits in the most sensible and safest manner to benefit all parties involved.
The Delivery and Controlling phase within the project is when the project manager truly shows their worth and ensures that what was finally agreed in the Project Plan in Phase Two is carried out most efficiently. This phase includes all the progress reporting and the change and configuration control of the products to make sure all stay within the specifications, time, cost and quality as was requested by the customer.A close control of the delivery and efficient handling of risks and issues within this phase help the project manager towards successful delivery.
The final phase of the project is the closure phase. The project manager has many activities to deliver in this phase and must ensure that they have planned the closure in a structured and organized manner to make sure that everything is truly accounted for within the project.Carrying out a review of the project once it has been delivered is essential for learning for future development. The green matters of the project should be included as part of the project review, however early maturity or highly mature organizations may choose to hold the sustainability element of the review separately from the remainder of the post project review. This is a personal choice, however the most important thing is that a review is carried out, the lessons are captured and that the organization then use these lessons to develop in the future.
PRiSM is short for (Projects integrating Sustainable Methods)PRISM is the de facto sustainability based project delivery method. It was developed fororganizations to integrate project processes with sustainability initiatives in order to achievebusiness objectives while decreasing negative environmental impact.PRISM is a Process-based, structured project management methodology that highlights five areasof sustainability and for core project phases, when understood and effectively addressed, canreduce environmental impact in all types of projects. PRISM is based in the same ground as thePMBOK® Guide, APM Bok, and the ICB 3.0 with a framework of activities derived from ISO:14001,it focuses on specific areas and incorporates best practices to practically answer "how do I applythese concepts in my projects?”
PRISM has several features that are new to project management thuseasily distinguishing it from other project management methodologies. Itstrue strength lies in its ease of use approach. Each of the followingfeatures supplements what each body of knowledge provides - through apractical, environmentally conscious, and repeatable approach.One of the most significant of PRISMs features is the concept of thesustainability management plan. This is a set of controls that governaspects of a project to consider five measureable elements (People,Planet, Profit) and how they relate to the delivery of projects. Each aremeasured individually and as a complete package.Another important aspect of PRiSM is the Impact analysis. This is a newmethod for calculating risk as it measures it on five levels and takes intoaccount the product of the project from cradle to grave rather than frominitiation/pre-project to close/hand-off.The key points to PRiSM lie in a project manager’s personal values andethics, accountability, ability to think beyond the scope without goldplating, and using leadership based on the global impact of the project.
Why take a PRiSM Practitioner Course?In PRiSM Practitioner, participants are challenged in a case-study drivenenvironment using GPM’s unique EnVex methodology. The course isdesigned to prepare participants to use tools that integrate project andsustainability management and uses best practices and competenciesderived from the PMI® PMBOK® Guide, APM Bok®, IPMA ICB® 3.0, andPRINCE2® method.Participants gain a working knowledge of the PRiSM projectdelivery method which includes:Knowledge Areas and Process GroupsLeadership vs. ManagementStakeholder ManagementAn adaptive Sustainability framework developed from the ISO:14001
What does PRiSM Practitioner offer that no otherPM course does? Sustainability Management Plan development and implementation Environmental Impact Assessments Sustainable/Ethical Procurement Cradle to Grave Risk Analysis P5 Integration* EnVex *The five areas of sustainability
Sustainability Best PracticesHints and TipsDirection and GuidanceThroughout the course you will see thissymbol and this slide appearing.These slides are designed to highlight toyou best practice methods or hints andtips to you so that you can take awaypractical advice from many seniormembers of the GPM and from SME’saround the world.
Visible differencesBusiness Operation Business Operation Five Separate Revenue and Measrable Bottom LinesCost of Doing Business PRiSM Hard Soft In a standard project, principles will achieve business objectives and produce results most often targeted Cost of Doing Business to improving the bottom line or adding a new service Hard Soft The effects of the project if externalEnvironmental Impact to the impact on the bottom line are often ignored or left as a secondary Environmental Impact concern.
Managing in an Integrated Manner while involving allstakeholdersAligning Social Responsibility with Corporate Strategy Rationalizing harmony with economy, compliance, andethical responsibilityManaging Risk to Brand and ReputationIntegrating Eco-Design into Product and Service Offerings
Policy ? Rules and Aims ?Targets ? Sustainable Development Program Economic Development Environmental Protection Quality of LifeReduce Green House EmissionsReduce WasteReduce Water UsageOrganizational Health and longevityProfitability
Examples of long term benefits that projects will maketo business objectives Reducing cost of production Reducing cost of delivery Reducing the dependency on non-renewable resources Improved business processes Increased revenue
In order to align long termenvironmental goals to projectmanagement processes ProjectManagement needs to evolve.By using a Project SustainabilityManagement Plan, you canleverage the governance of acorporate EnvironmentalManagement Systems toprovide parameters by whichthe project is managed.