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Integrating Sustainability and Project Management

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Sabini L. (2016) “Integrating Sustainability and Project Management. A systematic literary review”, BAM2016 Conference, Newcastle, UK, 6th – 8th September 2016.

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Integrating Sustainability and Project Management

  1. 1. A systematic literary review Luca Sabini, Newcastle University Business School BAM 2016 – SUSTAINABLE STRATEGY AND ORGANISATIONAL CHANGE 29/11/2016
  2. 2. 2  What is the role of PM in developing sustainable business practices? ◦ What is the influence of professional associations with regard to institutionalizing sustainability practices into PM tools & techniques? ◦ How do PM practitioners contribute to implementing sustainability practices within projects? PM: project management
  3. 3. 3  climate change, consumption of natural resources … ◦ accountants  sust. reporting tools ◦ engineers  ‘green’ technologies ◦ … project managers  diffusion of sust. practices  Projectification ◦ reorganization of tasks and activities as projects
  4. 4. It “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 realising benefits for stakeholders, and performed in a transparent, fair and ethical way that includes proactive stakeholder participation” (Silvius & Schipper, 2014b: 79) 4
  5. 5.  Systematic literature review ◦ explore how the concept of sustainability has entered into and evolved within the PM profession. ◦ books (32), book chapters (41), journal articles (189), proceeding and conference papers (112), other articles (97), and white papers (9) Analysis items Descriptive 480 Thematic Context 267 Methodology 140 General discussion 24
  6. 6.  Systematic literature review (480 items) ◦ books (32), book chapters (41), journal articles (189), proceeding and conference papers (112), other articles (97), and white papers (9) 6 -10 10 30 50 70 90 110 130 150 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Books Book chapters Journal articles Proc. and conf. papers Other articles White papers
  7. 7. 7 0 10 20 30 40 50 60 70 USA Netherla… UK China S. Africa Austria Germany Australia Italy France 1st autor country affiliation Books Book chapters Journal articles Proceeding and conf. papers Other articles White papers 0 5 10 15 20 25 30 Silvius (NLD) Brent (ZAF) Huemann (AUT) Gareis (AUT) Labuschagne (ZAF) Martinuzzi (AUT) Top 6 authors held accounts for 17% of the total sample Books Book chapters Journal articles Proceeding and conf. papers Other articles White papers
  8. 8. 8 Title # Description & discipline Journal of Cleaner Production 7 Transdisciplinary & international on research concepts, policies, and technologies ensuring progress towards making societies and regions more sustainable. Encourage implementation of new, cleaner structures, systems, processes, products and services. Project Management Journal 7 Shape world thinking on the need for and impact of managing projects by publishing research to advance theory and evidence-based practice. International Journal of Project Management 5 Offers wide ranging and comprehensive coverage of all facets of project management. Automation in Construction 4 Publishes material on aspects pertaining to the use of IT Information Technologies in Design, Engineering, Construction Technologies, and Maintenance and Management of Constructed Facilities. Journal of Construction Engineering and Management 4 Publishes papers aiming to advance the science of construction engineering, harmonize construction practices with design theories, and further education and research in construction engineering and management. PM World Journal 4 Non-refereed e-Journal, by PMI and containing an articles, papers and stories about project and programme management. Project Perspectives 3 Publishes articles are summaries of research results and project case studies which appeal to academics and project management decision-makers (by IPMA). South African Journal of Industrial Engineering 3 Publishes articles with emphasis on research, development and application within the fields of Industrial Engineering and Engineering & Technology Management
  9. 9. Top ten of most mentioned keywords in journal articles 9 24 18 16 16 15 12 12 11 11 11 0 5 10 15 20 25
  10. 10. 10 0 5 10 15 20 25 30 35 40 Qualitative - Single Case Study Framework proposition Qualitative - Multiple Case Studies Theoretical Qualitative - Extended Literature Review Qualitative - Exploratory/Descriptive Qualitative - Content Analysis Quantitative - Other Quantitative - Survey Combined Qualitative - Exploratory/Descriptive + Propositions Qualitative - Multiple Case Studies + Propositions Qualitative - Focus goup interaction Quantitative - Empirical Analysis Action Research Books Book chapters Journal articles
  11. 11. 11 0 10 20 30 40 50 60 Generic PR-Services PR-Construction PU-Services PR-Other infrustructure Joint public and Private PR-Manifacturing PU-Construction PR-Technology PR-ICT PR-Innovation PU-Other infrustructure PU-ICT PU-Innovation Books Book chapters Journal articles Proceeding and conf. papers Other articles
  12. 12.  WHY adopt sustainable PM?  WHAT extent PM has been affected by sustainability agenda?  HOW can sustainable PM be correctly applied? PMI AFRICA CONFERENCE 2016 Category name Description Associated words Underpinning logics Why (value) Describe and analyse value sustainable PM brings for organizations or society get; achieve; assess Establish benefits What (influence) Clarify the extent to which PM has been affected by sustainability agenda. Evaluating & integrating sustainability in PM define; describe; Exploration & clarification How (frame/suggest /recommend) Determinants for the correct implementation of sustainable PM improve; integrate; implement Suggestions for practitioners
  13. 13. Why adopt it? Long term performances (Russell & Shiang, 2012) Competitive advantage (Gareis et al., 2011) Capacity to operate over a long period of time (Perrini & Tencati, 2006) Align strategic and tactical plan (Herazo et al., 2012) Improving technological performances (Brent et al., 2007) Natural willingness to adopt it (Silvius et al., 2013) What is the impact on PM? Ambiguity and confusion over construct understanding (Gregersen, 1994) Knowledge gap at normative, managerial and academic level (Brones et al., 2014) Barriers to implementation (Al-Saleh & Taleb, 2010)(Pade-Khene et al., 2011) PM areas to be changed (Silvius & Schipper, 2014b) High implementation costs (Hwang & Tan, 2012) Modification of different practices (Robichaud & Anantatmula, 2010) Balance the imbalance between long vs short term (Talbot & Venkataraman, 2011) 13
  14. 14. What determines its correct implementa tion? In project phases Feasibility study (Shen et al., 2010) Identify criteria relevant to projects (Labuschagne et al., 2005) Stakeholder management (Eskerod & Huemann, 2013) Balance between all actors (Sánchez & López, 2010) After the closure (Fourie & Brent, 2006) In general Project lifecycle (Wang et al., 2013) Introduce social indicators (Brent & Labuschagne, 2006) Stress more environmental & social elements (Griffiths, 2007) Maturity model (Silvius & Schipper, 2010) Facilitating logistic in post disaster areas (Zuo & Potangaroa, 2009) 14
  15. 15. 1. Growth & novelty 2. Distribution of authors o Journals  no clear dominance o Geographic dispersion of authors 3. Different projects  Different Sust. PM practices 4. Explorative nature of conducted research 5. No clear evolutionary pattern 6. Underdevelopment of managerial implications
  16. 16. PROJECTS PROFESSIONAL ASSOCIATIONS  PM as “catalyst” of sustainability ◦ Career threatening; ◦ Instinctively; ◦ Need to put in the contract clauses;  Everyone is actively engaged  Professional associations are on ‘hold’  Many other actors contribute ◦ Surveyors, engineers, designers, architects, consultants… cabinet office. 16
  17. 17. luca.sabini@newcastle.ac.uk Luca Sabini 17

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