Alison Holder presented on integrating green project management (GreenPM) into the project management process groups. She discussed how GreenPM supports sustainability and environmental standards. She outlined how GreenPM can be incorporated into initiating, planning, executing, monitoring and controlling, and closing processes. For example, requirements gathering can include sustainable practices and risk responses can consider environmental impacts. A case study of the BP Deepwater Horizon project showed how applying GreenPM may have prevented the environmental disaster. The implications of the spill for the Caribbean region, which relies on tourism, were also discussed.
In the past decades, lean production philosophy has influenced deeply the way many manufacturing business work today. However, lean philosophy can also be adapted and applied to project work, and influence project management approaches with the ultimate goal of reducing/eliminating waste of all forms.
Examples of reducing waste in projects are reducing material waste, process waste, minimizing work in process, eliminating idle workforce, minimizing unused workforce skills, minimizing rework due to poor quality or spec changes). The lean approach is applied both to projects’ processes but also to the whole project value chain.
Adopting a Lean approach aims to reduce project costs while maximizing value for clients or users. However, it usually achieves this within the defined project boundaries, that is, the defined value chain of the project (i.e. suppliers, project team, customer or users).
Borrowing, however, the basic principles of green management and applying them to project management, one would tend to consider more the interrelation & interdependence between the systems of projects, the environment, economy and society, and therefore influence the project scope, deliverables, and project management approach to become “friendlier” to the surrounding systems/environments. Such systems (or sub-systems) are other projects, programs, corporate portfolios, the organization at large, society, and the natural environment.
This presentation offers an overview of the current developments in lean and green approaches as applied to project management, and proposes the consideration of the broader social and natural environments in the definition of projects. Green project management should include green objectives in the definition of the project scope, and apply a greener approach in managing project work. The purpose is to minimize any negative impact to project environments (negative by-products) while maximizing positive impact (positive by-products) by applying a less fragmented and longer-term holistic thinking, thus moving towards a more sustainable project management model.
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.
Lean to be Green is a concept that involves implementing lean thinking to achieve paradigm shift levels of performance improvement. This type of thinking will enable us to eliminate wasteful project delivery practice that is estimated to be 10% of the total cost of delivering a project, and turn this waste into truly green and sustainable buildings, developments and communities.
There are a number of organizations that are taking this approach as outlined in this short presentation.
Sustainability in Organisations: a key contribution by Project Managers. An i...Laurent Janssens
Organisations have to start their sustainability journey. Project Management is an important skill for managing this journey. But exist there a way to do green Project Management? Here awareness and introduction to PRISM from GPM presented during a PMI Belgium Roundtable.
Презентация использовалась во время выступления Джоела Карбони, ключевого спикера международного ЭКОФОРУМА "Мир управления проектами" и представил тему "Зеленое" управление проектами
The presentation was used during the Joel Carboni's speech, who was the keynote speaker of the International ECOFORUM "World of project management" and present the topic Green Project Management.
In the past decades, lean production philosophy has influenced deeply the way many manufacturing business work today. However, lean philosophy can also be adapted and applied to project work, and influence project management approaches with the ultimate goal of reducing/eliminating waste of all forms.
Examples of reducing waste in projects are reducing material waste, process waste, minimizing work in process, eliminating idle workforce, minimizing unused workforce skills, minimizing rework due to poor quality or spec changes). The lean approach is applied both to projects’ processes but also to the whole project value chain.
Adopting a Lean approach aims to reduce project costs while maximizing value for clients or users. However, it usually achieves this within the defined project boundaries, that is, the defined value chain of the project (i.e. suppliers, project team, customer or users).
Borrowing, however, the basic principles of green management and applying them to project management, one would tend to consider more the interrelation & interdependence between the systems of projects, the environment, economy and society, and therefore influence the project scope, deliverables, and project management approach to become “friendlier” to the surrounding systems/environments. Such systems (or sub-systems) are other projects, programs, corporate portfolios, the organization at large, society, and the natural environment.
This presentation offers an overview of the current developments in lean and green approaches as applied to project management, and proposes the consideration of the broader social and natural environments in the definition of projects. Green project management should include green objectives in the definition of the project scope, and apply a greener approach in managing project work. The purpose is to minimize any negative impact to project environments (negative by-products) while maximizing positive impact (positive by-products) by applying a less fragmented and longer-term holistic thinking, thus moving towards a more sustainable project management model.
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.
Lean to be Green is a concept that involves implementing lean thinking to achieve paradigm shift levels of performance improvement. This type of thinking will enable us to eliminate wasteful project delivery practice that is estimated to be 10% of the total cost of delivering a project, and turn this waste into truly green and sustainable buildings, developments and communities.
There are a number of organizations that are taking this approach as outlined in this short presentation.
Sustainability in Organisations: a key contribution by Project Managers. An i...Laurent Janssens
Organisations have to start their sustainability journey. Project Management is an important skill for managing this journey. But exist there a way to do green Project Management? Here awareness and introduction to PRISM from GPM presented during a PMI Belgium Roundtable.
Презентация использовалась во время выступления Джоела Карбони, ключевого спикера международного ЭКОФОРУМА "Мир управления проектами" и представил тему "Зеленое" управление проектами
The presentation was used during the Joel Carboni's speech, who was the keynote speaker of the International ECOFORUM "World of project management" and present the topic Green Project Management.
The approach of Social Responsibility, which all Organizations are urged to adopt, that is proposed in this paper is based on five (5) key areas: The environmental aspect, the social aspect, the economic aspect, the governance aspect and the technical aspect. The PRiSM™ framework (Projects integrating Sustainable Methods) provides a comprehensive methodology who integrates sustainability in project management, by an effective fusion of best practices from the Standards Families for Quality ISO 9000 for the Environment ISO 14000, from the Standards for Energy ISO 50001, for Project Management ISO 21500, for Social Responsibility ISO 26000 and from the International Competence Baseline of the International Project Management Association. By adopting this framework and its proposed tools and methods, organizations can achieve balance between scarce resources, Social Responsibility and sustainable results in their projects.
Managing Risk for Sustainable Business by Dr David HillsonPMIUKChapter
Everyone agrees that “Sustainability is A Good Thing”, reinforced by the UN Sustainable Development Goals, the current emphasis on climate change, and the drive for green business. But our ability to achieve sustainability is uncertain, which has led to the development of Sustainability Risk Management (SRM).
If SRM is to be more than a label or the latest management fad, we need practical guidelines. In this keynote presentation, David Hillson describes a proven framework for SRM, based on the Five Capitals for Sustainability. Discover how a structured vulnerability assessment can be combined with the standard risk process to deliver sustainable projects, green businesses, and a better future for us all.
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.
DRIVE | organising for the product that lastCLICKNL
What are the organizational challenges to designing and selling circular products? How can these challenges be overcome? What to do within your company and how to arrange your network cooperation? Professors and researchers at Groningen University and Radboud University decided to combine forces on the subject of sustainable and circular innovation, as a result of the IOP IPCR research program. They started working on a practical guidelines for companies, addressing questions like: This session reveals a tip of their research ‘iceberg’ and shows the main conclusions of their book ‘How to organize for the products that last?’ (expected early 2016)
Knowing your taxonomy project goals and having a detailed understanding of the process you will be using help ensure that your taxonomy program can be implemented in the smoothest way possible and in the least amount of time.
Projektværktøjsdagen 2013 - Peter Weihe Wolfsberg, Managing Consultant, PA Consulting group.
PA Consulting Group har udviklet et nyt koncept for programledelse, som kaldes Visual Program Leadership. Konceptet ændrer radikalt vores måde at kommunikere og giver et langt bedre beslutningsgrundlag. Vores koncept er baseret på et programstyringssoftware fra Marstrand Innovation, kaldet Marstrand Planning Intelligence (MPI). Softwaret understøtter bl.a. produktbaseret planlægning. Det er et krav i Visual Program Leadership, at risici og problemer relateres direkte til leverancer eller produkter, dette krav understøttes af MPI. MPI er et meget effektivt værktøj i både planlægnings- og eksekveringsfaserne.
Få inspiration af denne video:
http://youtu.be/tm6SbLodofI
Jo Jolly & Donnie Mac Nicol: The Race to Net Zero - are you on track with you...PMIUKChapter
“It’s not as bad as you think – it’s worse.” Sir James Bevan, Chief Executive, Environment Agency
The Project Data Analytics Task Force recently launched an initiative to prompt and inform project and data professionals on the actions they can take in relation to climate change, and how they can leverage their influence.
On the basis that you cannot control what you cannot measure, the Task Force has developed a Carbon Self-Evaluation tool. This allows benchmarking in and across sectors. The tool encourages bottom-up action while providing data that will challenge the effectiveness of top-down strategies and policies.
A key point is that the biggest untapped potential to contribute is through using data analytics to drive out waste in every aspect of project delivery. The objective is an environment in which ‘climate’ is inherent in every decision we make – to maximise the benefit for the environment and people, and to minimise detrimental impact. The challenge however is to overcome human and commercial barriers to this.
Sustainability is… “development that meets the needs of the present without compromising the ability of future generations to meet their own needs” You can check more from this link;
https://bit.ly/2NStcZ9
Highlights of a 4 hour- 90 slides invited lecture at the hellenic management association - Introduction to PRiSM - Projects Integrating Sustainable Methods
UMass Boston Emerging Leaders Program Team Project PresentationAndrea Wight
The fellows in the Center for Collaborative Leadership's Emerging Leaders Program practice collaborative leadership skills by working together in peer-led teams on projects that involve multiple stakeholders and have a civic impact. On June 22, 2016 the fellows presented their team findings working with the following sponsor organizations: Mass Business Roundtable, Retailers Association of Massachusetts, Boston Municipal Research Bureau, Tech Networks of Boston, Italian Home for Children, Generation Citizen, Boston Athletic Association, and the Center for Social Policy.
The approach of Social Responsibility, which all Organizations are urged to adopt, that is proposed in this paper is based on five (5) key areas: The environmental aspect, the social aspect, the economic aspect, the governance aspect and the technical aspect. The PRiSM™ framework (Projects integrating Sustainable Methods) provides a comprehensive methodology who integrates sustainability in project management, by an effective fusion of best practices from the Standards Families for Quality ISO 9000 for the Environment ISO 14000, from the Standards for Energy ISO 50001, for Project Management ISO 21500, for Social Responsibility ISO 26000 and from the International Competence Baseline of the International Project Management Association. By adopting this framework and its proposed tools and methods, organizations can achieve balance between scarce resources, Social Responsibility and sustainable results in their projects.
Managing Risk for Sustainable Business by Dr David HillsonPMIUKChapter
Everyone agrees that “Sustainability is A Good Thing”, reinforced by the UN Sustainable Development Goals, the current emphasis on climate change, and the drive for green business. But our ability to achieve sustainability is uncertain, which has led to the development of Sustainability Risk Management (SRM).
If SRM is to be more than a label or the latest management fad, we need practical guidelines. In this keynote presentation, David Hillson describes a proven framework for SRM, based on the Five Capitals for Sustainability. Discover how a structured vulnerability assessment can be combined with the standard risk process to deliver sustainable projects, green businesses, and a better future for us all.
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.
DRIVE | organising for the product that lastCLICKNL
What are the organizational challenges to designing and selling circular products? How can these challenges be overcome? What to do within your company and how to arrange your network cooperation? Professors and researchers at Groningen University and Radboud University decided to combine forces on the subject of sustainable and circular innovation, as a result of the IOP IPCR research program. They started working on a practical guidelines for companies, addressing questions like: This session reveals a tip of their research ‘iceberg’ and shows the main conclusions of their book ‘How to organize for the products that last?’ (expected early 2016)
Knowing your taxonomy project goals and having a detailed understanding of the process you will be using help ensure that your taxonomy program can be implemented in the smoothest way possible and in the least amount of time.
Projektværktøjsdagen 2013 - Peter Weihe Wolfsberg, Managing Consultant, PA Consulting group.
PA Consulting Group har udviklet et nyt koncept for programledelse, som kaldes Visual Program Leadership. Konceptet ændrer radikalt vores måde at kommunikere og giver et langt bedre beslutningsgrundlag. Vores koncept er baseret på et programstyringssoftware fra Marstrand Innovation, kaldet Marstrand Planning Intelligence (MPI). Softwaret understøtter bl.a. produktbaseret planlægning. Det er et krav i Visual Program Leadership, at risici og problemer relateres direkte til leverancer eller produkter, dette krav understøttes af MPI. MPI er et meget effektivt værktøj i både planlægnings- og eksekveringsfaserne.
Få inspiration af denne video:
http://youtu.be/tm6SbLodofI
Jo Jolly & Donnie Mac Nicol: The Race to Net Zero - are you on track with you...PMIUKChapter
“It’s not as bad as you think – it’s worse.” Sir James Bevan, Chief Executive, Environment Agency
The Project Data Analytics Task Force recently launched an initiative to prompt and inform project and data professionals on the actions they can take in relation to climate change, and how they can leverage their influence.
On the basis that you cannot control what you cannot measure, the Task Force has developed a Carbon Self-Evaluation tool. This allows benchmarking in and across sectors. The tool encourages bottom-up action while providing data that will challenge the effectiveness of top-down strategies and policies.
A key point is that the biggest untapped potential to contribute is through using data analytics to drive out waste in every aspect of project delivery. The objective is an environment in which ‘climate’ is inherent in every decision we make – to maximise the benefit for the environment and people, and to minimise detrimental impact. The challenge however is to overcome human and commercial barriers to this.
Sustainability is… “development that meets the needs of the present without compromising the ability of future generations to meet their own needs” You can check more from this link;
https://bit.ly/2NStcZ9
Highlights of a 4 hour- 90 slides invited lecture at the hellenic management association - Introduction to PRiSM - Projects Integrating Sustainable Methods
UMass Boston Emerging Leaders Program Team Project PresentationAndrea Wight
The fellows in the Center for Collaborative Leadership's Emerging Leaders Program practice collaborative leadership skills by working together in peer-led teams on projects that involve multiple stakeholders and have a civic impact. On June 22, 2016 the fellows presented their team findings working with the following sponsor organizations: Mass Business Roundtable, Retailers Association of Massachusetts, Boston Municipal Research Bureau, Tech Networks of Boston, Italian Home for Children, Generation Citizen, Boston Athletic Association, and the Center for Social Policy.
Cùng với sự phát triển của thế giới và xu hướng hội nhập kinh tế quốc tế, đất nước ta đang đổi mới và bước vào thời kỳ công nghiệp hóa, hiện đại hóa; vừa xây dựng cơ sở vật chất kỹ thuật, vừa phát triển nền kinh tế đất nước. Hiện nay nước ta đang xây dựng và phát triển các khu công nghiệp, khu đô thị, văn phòng và nhà ở… Gắn liền với các công trình xây dựng đó là các công trình mộc xây dựng và trang trí nội thất cũng không kém phần quan trọng, chính vì vậy ngành mộc xây dựng và trang trí nội thất đóng vai trò rất quan trọng quá trình phát xây dựng và hoàn thiện không gian sinh hoạt, làm việc từ lớn đến nhỏ phục vụ nhu cầu thiết yếu cho con người.
A presentation looking at trends, drivers, actions, strategy and business ethics, why they matter, who does them well and what the business case is today
Module 4/Unit 2 Digital Sustainability – taking actionSMKCreations
Module 4 Unit 2 Digital Sustainability – Taking Action aims to provide inspirational action focused learning to support company strategy to adopt environmental practices. Looking at sustainability trends is important – how can we learn from new environmental trends? We have got you covered!
APM Webinar held on 28 April 2021. Organised by the Thames Valley Branch.
Speakers:
Dr Nigel L Williams
Dr Karen Thompson
Project managers have begun to embrace the concept that they have a responsibility beyond financial value creation for a narrow group of shareholders. This webinar was held on 28 April 2021.
Responsible project management (PM) seeks to encourage project managers (PMs) to create multiple forms of value for stakeholders (human, social and environmental) in addition to financial value. Responsible PMs take ownership for delivery of these types of value and ensure that they enact them in their daily practice in an ethical manner.
In this way, Responsible PM is differentiated from corporate social responsibility which is focused on organisational level representations and processes of enacting societal and community responsibility.
In this session, we discussed the agency of PMs (what is our role and scope of action), the nature of responsibility managed (when should we act?), the extent of PM responsibility (to whom are we responsible/where are we responsible) and activities (what practices can we adopt that deliver our idea of responsibility).
https://www.apm.org.uk/news/responsible-project-management-webinar-1/
https://youtu.be/ZMt8hJAsg50
International Project Financing: Environmental Social Governance (ESG)
How do the Revised Equator Principles (EP4) Apply?
LR Consultants
Dubai
UAE
March 2021
Similar to 2015 PMI SCC GreenPM in the process groups - Alison C Holder (20)
2015 PMI SCC GreenPM in the process groups - Alison C Holder
1. 1
INTEGRATING GREEN-PM INTO
THE PROJECT MANAGEMENT
PROCESS GROUPS
Presenter: Alison C. Holder
Date: September 22, 2015
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
Dr Joao Havelange Centre of Excellence
Macoya, Trinidad
2. 2
Presenter’s Bio
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
ALISON C. HOLDER, PMP, MSc. BSc. (hons), Strategic and Project Management Specialist, has
been involved in entrepreneurial start-ups as well as medium sized firm turn around projects.
She was the Caribbean agent for Heinz-Orieda and for Fortessa Inc.
Ms. Holder was the project manager for a direct marketing program for Scotiabank in
Barbados, Jamaica and the Virgin Islands that required the development and execution of a
training series for staff.
She is the Managing Director of Ten Step Eastern Caribbean Ltd; the regional office for Ten
Step Global – a leading project management training and consulting firm. Currently
providing project management training for the IDB steering committees in Barbados.
In her research consulting practice, Alison Holder has facilitated stakeholder consultations as
an input to the development of strategic plans. Most recent strategic plans were:
•Barbados Competiveness Strategy and Action Plan (consortium)
•Revitalization Strategy for the Caribbean Spa and Wellness Association
•Barbados Coalition of Services Industries’ Quality Service Mark Framework
•A Study of the Professional Services Sectors of Barbados identifying the Service Sector
Skills for the Future
•DFID and Colleges and Institutes Canada Caribbean Education for Employment
Alison Holder is the current President of the Project Management Institute – Barbados Branch.
3. 3
Presentation
Objectives
• Introduce the participants to Green PM
• Articulate the foundations of Green Project Management
• Highlight the integration of Green PM into the process
groups
• Case Review: How Green PM could have been used in
the BP Deep Water Horizon Project
• Plenary
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
4. 4
Introduction to
Green PM
• Environmentally friendly and sustainability were
considered were voluntary
• Enron’s fall and BP’s oil spill, caused focus to be given to
sustainability, ethics, social responsibility and
supply chains
• Corporate sustainability starts with a company’s value
system
• It means operating in ways that, at a minimum, meet
fundamental responsibilities in the areas of human
rights, labour, environment and anti-corruption
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
5. 5
Introduction to Green PM
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
6. 6
Introduction to
Green PM
The challenge for regional project managers
is that many of the organizations lack a well-
defined and easily implementable
Environmental Management System (EMS)
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
7. 7
Foundations of Green
Think
“GreenPM” (green project
management), coined by
Tom Mochal and Andrea
Krasnoff
“GreenPM” or green think
supports ISO 14000
standards through project
management processes
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
• ISO 14001:2004 sets out the criteria
for an environmental management
system and can be certified to. It
maps out a framework that a
company or organization can follow
to set up an effective environmental
management system.
• Sustainability is the ability to use a
resource without it being completely
used up or destroyed. (Merriam
Webster)
8. 8
Integrating into the
process groups
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
Client company or sponsor prioritize sustainability
in approval criterion for projects
Business cases would have to include a section that
addresses the environmental value of the project
Stakeholders should include an environmental
expert in the particular industry
9. 9
Integrating into the
process groups
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
10. 10
Integrating into the
process groups
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
• Gathering of requirements requires the inclusion of sustainable
practices in the elicitation methods thresholds for avoiding
environmental hazards or exploiting opportunities to acquire a
measure of sustainability
• Defining the activities, the work methods and quality assurance
aspects should specify the environmental elements
• Communications plan is a great functional area in which to
incorporate green-pm particularly in the age of cloud computing
and video chats that can reduce the carbon foot print
• Risk responses developed should consider all implications to
environmental safety and a preference for eco-friendly risk
responses
11. 11
Integrating into the
process groups
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
12. 12
Integrating into the
process groups
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
• reduced the cost of gathering work performance data by
implementing an integrated system software that utilizes tablets as
the source point. greater efficiency as the information needed to
make decisions is being received and analysed in near real time
• conducting procurement, the project manager can easily source a
listing of green compliant suppliers and their agents
• sensitizing the project team on the how to perform responsible
purchasing
• Risk responses developed should consider all implications to
environmental safety and a preference for eco-friendly risk
responses
13. 13
Integrating into the process
groups
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
14. 14
Integrating into the
process groups
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
15. 15
Integrating into the
process groups
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
Integrated change control is one of
the places where GreenPM can occur
since the environment can be
factored into every change discussed
in integration change control
16. 16
Integrating into the
process groups
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
Formal project closure is an area often
overlooked for many projects. With
GreenPM, environmental learnings are
evaluated. Ultimately, there could be a
process improvement leap based on these
findings
17. 17
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
A vital consideration for project sponsors
and managers is: can they really afford
not to adopt a GreenPM approach?
This imperative can be evidenced by
excerpts from the January 29, 2007
article “Beyond the Green Corporation” by
Pete Engarido.
18. 18
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
“Serious money is lining up behind the
sustainability agenda.
Assets of mutual funds that are designed to invest in
companies meeting social responsibility criteria have
swelled from $12 billion in 1995 to $178 billion in
2005, estimates trade association Social Investment
Forum.
Boston's State Street Global Advisors alone handles
$77 billion in such funds. And institutions with $4
trillion in assets, including charitable trusts and
government pension funds in Europe and states
such as California, pledge to weigh sustainability
factors in investment decisions.”
19. 19
BP DEEPWATER
HORIZON & GREEN PM
CASE REVIEW OF
MITSloan Management Report
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
20. 20
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
21. 21
History of Safety and
Sustainability Failures
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
March 23, 2005 when an explosion at BP’s Texas City
Refinery killed 15 people and injured another 180,
and resulted in financial losses exceeding $1.5
billion. The James Baker Investigative Report determined
that it was company’s cut backs on maintenance
and safety measures at the plant in order to curtail
costs that cause the explosion.
In March 2006Alaska’s Prudhoe Bay, where more
than 200,000 gallons of oil poured into the bay from
a corroded hole in the pipeline, making it the largest
oil spill in Alaska.
Inspectors found that several miles of the steel
pipe had corroded to dangerously thin levels.
Alaskan state regulators had been warning BP
since 2001
22. 22
Better People Solution
Switch CEO’s
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
• Dramatically shrank the Alternative Energy division
• Reduced headcount at both managerial and lower staff
levels.
• Desired to transform BP’s culture to one that was less
risk averse; he believed that there was extreme
cautiousness. “Assurance is killing us,” he told U.S.
staff in September of 2007.
23. 23
Management Pressure:
Behind Schedule
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
1. The decision to use a well design with few
barriers to gas flow;
2. The failure to use a sufficient number of
"centralizers" to prevent channelling during the
cement process;
3. The failure to run a cement bond log to evaluate
the effectiveness of the cement job;
4. The failure to circulate potentially gas bearing
drilling muds out of the well;
5. The failure to secure the wellhead with a
lockdown sleeve before allowing pressure on the
seal from below.
24. 24
BP’s approach vs. Green-PM
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
25. 25
BP’s approach vs. Green-PM
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
26. 26
Implications for the Caribbean
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
The National Wildlife
Federation’s report, “Five Years
and Counting – Gulf wildlife in
the aftermath of the Deepwater
Horizon disaster”, deems the
environmental “blowout” as
been catastrophic on the ecology
and the businesses.
The American Sport Fishing
Association reports that prior to
the blowout, the Gulf region
benefited from US$41 billion in
revenues from recreational
fishing and the sector employed
300,000 persons.
• 5 years after the BP Deepwater
Horizon well blowout, the
company has spent US$54.6
billion (Q1 2015)
• This surpasses the combined
GDP of Barbados, Guyana,
Jamaica and the Eastern
Caribbean.
• BP sold US$40 billion in assets to
pay for fines and other costs
• The company is vulnerable to
hostile takeovers.
• Not only did the well blowout
BUT BP’s finances as well.
• The sustainability of BP is said to
be questionable.
27. 27
Implications for the Caribbean
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
As a region, tourism is a major
source of revenue and foreign
exchange earnings.
In light of the fallout to the Gulf
region’s tourism, the Caribbean
has a greater degree of exposure
to significant declines in our
economic activity should a major
environmental disaster occur
Can the region afford an absence
of a sustainability or Green Think
approach to the execution of
projects.
28. 28
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
29. 29
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery