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GPM: PRiSM Practitioner
PRiSM is a project sustainability methodology that integrates sustainability initiatives into project delivery to reduce environmental impact while achieving business objectives. It highlights five areas of sustainability and core project phases. PRiSM incorporates sustainability best practices and tools to practically apply sustainability concepts to projects. Key features include a sustainability management plan to measure impacts on people, planet and profit, and an impact analysis to assess risk from project start to end. The PRiSM methodology challenges participants to use sustainability and project management tools through case studies.
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GPM: PRiSM Practitioner
- 2. PRiSM is shortfor (Projects integrating Sustainable Methods) PRISM is the de facto sustainability based project delivery method. It was developed for organizations to integrate project processes with sustainability initiatives in order to achieve business objectives while decreasing negative environmental impact. PRISM is a Process-based, structured project management methodology that highlights five areas of sustainability and for core project phases, when understood and effectively addressed, can reduce environmental impact in all types of projects. PRISM is based in the same ground as the PMBOK® 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 apply these concepts in my projects?”
- 3. PRISM has severalfeatures that are new to project management thus easily distinguishing it from other project management methodologies. Its true strength lies in its ease of use approach. Each of the following features supplements what each body of knowledge provides - through a practical, environmentally conscious, and repeatable approach. One of the most significant of PRISM's features is the concept of the sustainability management plan. This is a set of controls that govern aspects of a project to consider five measureable elements (People, Planet, Profit) and how they relate to the delivery of projects. Each are measured individually and as a complete package. Another important aspect of PRiSM is the Impact analysis. This is a new method for calculating risk as it measures it on five levels and takes into account the product of the project from cradle to grave rather than from initiation/pre-project to close/hand-off. The key points to PRiSM lie in a project manager’s personal values and ethics, accountability, ability to think beyond the scope without gold plating, and using leadership based on the global impact of the project.
- 4. In PRiSM Practitioner,participants are challenged in a case-study driven environment using GPM’s unique EnVex methodology. The course is designed to prepare participants to use tools that integrate project and sustainability management and uses best practices and competencies derived from the PMI® PMBOK® Guide, APM Bok®, IPMA ICB® 3.0, and PRINCE2® method. Participants gain a working knowledge of the PRiSM project delivery method which includes: Knowledge Areas and Process Groups Leadership vs. Management Stakeholder Management An adaptive Sustainability framework developed from the ISO:14001 Why take a PRiSM Practitioner Course?
- 5. Sustainability Management Plandevelopment and implementation Environmental Impact Assessments Sustainable/Ethical Procurement Cradle to Grave Risk Analysis P5 Integration* EnVex What does PRiSM Practitioner offer that no other PM course does? *The five areas of sustainability
- 6. Sustainability Best Practices Hintsand Tips Direction and Guidance 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.
- 7. PRiSM Business Operation Cost ofDoing Business Revenue Hard Soft Environmental Impact Business Operation Cost of Doing Business Five Separate and Measrable Bottom Lines Hard Soft Environmental Impact Visible differences In a standard project, principles will achieve business objectives and produce results most often targeted to improving the bottom line or adding a new service The effects of the project if external to the impact on the bottom line are often ignored or left as a secondary concern.
- 8. Managing in anIntegrated Manner while involving all stakeholders Aligning Social Responsibility with Corporate Strategy Rationalizing harmony with economy, compliance, and ethical responsibility Managing Risk to Brand and Reputation Integrating Eco-Design into Product and Service Offerings
- 9. Policy ? Rules andAims ? Targets ? Sustainable Development Program Economic Development Environmental Protection Quality of Life Reduce Green House Emissions Reduce Waste Reduce Water Usage Organizational Health and longevity Profitability
- 10. Successful Change Business Objectives Product Delivery Management Processes ContinuousImprovement Footprint Reduction
- 11. Examples of longterm benefits that projects will make to business objectives Reducing cost of production Reducing cost of delivery Reducing the dependency on non-renewable resources Improved business processes Increased revenue
- 12. In order toalign long term environmental goals to project management processes Project Management needs to evolve. By using a Project Sustainability Management Plan, you can leverage the governance of a corporate Environmental Management Systems to provide parameters by which the project is managed.
- 13. How does PRiSMflow from a process standpoint?
- 17. Understand the threeelements Cause, Event and Impact Look for the Opportunities Can the risk give a Sustainability Benefit ? Plan the Response to risk in detail Watch and React
- 18. Year 1 Year3 Year 4 Year 5Year 2 Prevention Failure Appraisal Cost
- 19. The green vendorscorecard can augment your standard procurement process by adding criterion for selection that will support your corporate goals.
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- 22. GPM Instructor Led Practicaland Method Based Hands on Andragogical Retention focuses
- 23. If you havequestions or would like a custom course, contact us: training@greenprojectmanagement.org
Editor's Notes
- #5 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.
- #6 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.
- #7 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.
- #8 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;
- #12 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.
- #14 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.
- #15 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.
- #16 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.
- #17 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.