Gilbert Silvius discusses sustainability in project management. He defines sustainability as balancing social, environmental, and economic interests over the long-term, including consideration for future generations. Key concepts are the three pillars of people, planet, profit and taking a lifecycle approach. Implications for project management include incorporating sustainability into processes, reporting, and developing competencies to meet this challenge.
2011 Lecture Sustainability In Projects And Project ManagementGilbert Silvius
This document discusses sustainability in projects and project management. It notes that sustainable development requires organizing change through projects. It outlines emerging signals around sustainability and project management from 2005 onward. It then discusses six key principles of sustainability and what their implications are for the content of projects, project management, and the competencies of project managers. It also discusses using sustainability criteria and metrics to measure sustainability. Finally, it analyzes how sustainability could potentially impact various areas of project management.
This document outlines a presentation on loss and damage (L&D) from climate change. It defines L&D, discusses the history of L&D in international climate negotiations, summarizes the Warsaw International Mechanism established to address L&D, and reviews research on conceptualizing and measuring L&D. Key findings from a nine country case study show L&D occurs when adaptation is insufficient or has unrecovered costs. Addressing L&D involves risk reduction, transfer, and retention strategies. Challenges to understanding L&D include attribution and differentiating direct and indirect impacts.
The document summarizes key points from a presentation about nutrition policy and food security in relation to the Sustainable Development Goals (SDGs). It discusses the SDGs which were adopted in 2015 and include 17 goals to end poverty, hunger, and promote health, education, gender equality, and more. The presentation focuses on SDG 2 to end hunger and promote nutrition, the indicators FAO is responsible for monitoring related to agriculture and food security, and Malaysia's commitment and progress toward implementing the 2030 SDG agenda.
January 2024. Sustainable IT (Information Technology), also called Green IT, includes the development, manufacturing, utilization, management, and disposal of Information Technology in ways that are resource-efficient and environmentally responsible.
Sustainable IT benefits: (1) Cost savings: energy, water, resources, materials, and waste management (2) Enterprise social image enhancement: many customers prefer to buy from businesses with sustainable practices (3) Positive environmental impact: less emissions and waste generation maximized by the use of clean renewable energy sources.
Sustainable IT challenges: (1) High initial costs (2) Lack of green software (3) Lack of coding standards (4) Lack of implementation experience (5) Difficulty in identifying optimum sustainable practices (6) High energy use and emissions during development.
Sustainable IT implementation steps using Artificial intelligence (AI): (1) Reduce emissions and water consumption (2) Improve energy efficiency (3) Monitor compliance (4) Benchmark sustainability efforts (5) Improve social impact and data governance.
A green data center is an enterprise-class data center that is entirely designed, run, and operated using green technologies to maximize energy efficiency and minimize the carbon footprint.
Examples of green technologies include software optimization, artificial intelligence, multi-site resilience, liquid cooling, renewable energy, waste heat utilization, idle time minimization, smart grids, and efficient lighting.
Policy wise, in September 2023, the SDG Digital Summit was launched with the aim of scaling digital SDG solutions through high impact initiatives. The SDG Digital Acceleration Agenda is a collaboration between the International Telecommunication Union (ITU) and the United Nations Development Program (UNDP) that highlights the importance of digital technologies in achieving 70% of the 169 Sustainable Development Goals (SDGs).
In this slideshow, you will learn about the definition, benefits, challenges, green data center, green technologies, UN policy, global statistics, and market value of the sustainable IT industry. For more slideshows on environmental sustainability, please visit s2adesign.com
Post Merger Integration Toolkit - Overview and 3-Phase Approach.pptxPeterFranz6
This document provides an overview of a post merger integration toolkit. The toolkit is presented as a 3-phase approach to help companies successfully integrate mergers and acquisitions. Phase I involves defining and communicating the integration strategy and high-level plan. Phase II develops and communicates detailed integration plans. Phase III implements and monitors the integration process. The toolkit includes frameworks, tools, templates and examples from each phase designed to increase M&A value creation and reduce integration failures.
This document provides an overview of sustainability reporting and ESG reporting standards. It discusses the differences between sustainability reporting and ESG reporting, and reviews some of the major reporting standards like IFRS, FASB, and SASB. It also defines the scopes of emissions (Scope 1, 2 and 3) and discusses initial steps organizations can take for sustainability and ESG reporting, including identifying data sources and developing reporting policies. The presentation aims to help organizations better understand sustainability reporting requirements and integrate reporting into budgeting and forecasting cycles.
The document discusses the findings of the IPCC's special report on the impacts of global warming of 1.5°C above pre-industrial levels. It notes that human activities have already caused around 1°C of warming and that the world is on track to reach 1.5°C of warming between 2030-2050 at the current rate of increase. Limiting warming to 1.5°C rather than 2°C would significantly reduce risks to ecosystems, livelihoods, food security and economic growth. However, rapid and far-reaching transitions would be needed across all sectors to reduce greenhouse gas emissions in line with this target.
Gilbert Silvius discusses sustainability in project management. He defines sustainability as balancing social, environmental, and economic interests over the long-term, including consideration for future generations. Key concepts are the three pillars of people, planet, profit and taking a lifecycle approach. Implications for project management include incorporating sustainability into processes, reporting, and developing competencies to meet this challenge.
2011 Lecture Sustainability In Projects And Project ManagementGilbert Silvius
This document discusses sustainability in projects and project management. It notes that sustainable development requires organizing change through projects. It outlines emerging signals around sustainability and project management from 2005 onward. It then discusses six key principles of sustainability and what their implications are for the content of projects, project management, and the competencies of project managers. It also discusses using sustainability criteria and metrics to measure sustainability. Finally, it analyzes how sustainability could potentially impact various areas of project management.
This document outlines a presentation on loss and damage (L&D) from climate change. It defines L&D, discusses the history of L&D in international climate negotiations, summarizes the Warsaw International Mechanism established to address L&D, and reviews research on conceptualizing and measuring L&D. Key findings from a nine country case study show L&D occurs when adaptation is insufficient or has unrecovered costs. Addressing L&D involves risk reduction, transfer, and retention strategies. Challenges to understanding L&D include attribution and differentiating direct and indirect impacts.
The document summarizes key points from a presentation about nutrition policy and food security in relation to the Sustainable Development Goals (SDGs). It discusses the SDGs which were adopted in 2015 and include 17 goals to end poverty, hunger, and promote health, education, gender equality, and more. The presentation focuses on SDG 2 to end hunger and promote nutrition, the indicators FAO is responsible for monitoring related to agriculture and food security, and Malaysia's commitment and progress toward implementing the 2030 SDG agenda.
January 2024. Sustainable IT (Information Technology), also called Green IT, includes the development, manufacturing, utilization, management, and disposal of Information Technology in ways that are resource-efficient and environmentally responsible.
Sustainable IT benefits: (1) Cost savings: energy, water, resources, materials, and waste management (2) Enterprise social image enhancement: many customers prefer to buy from businesses with sustainable practices (3) Positive environmental impact: less emissions and waste generation maximized by the use of clean renewable energy sources.
Sustainable IT challenges: (1) High initial costs (2) Lack of green software (3) Lack of coding standards (4) Lack of implementation experience (5) Difficulty in identifying optimum sustainable practices (6) High energy use and emissions during development.
Sustainable IT implementation steps using Artificial intelligence (AI): (1) Reduce emissions and water consumption (2) Improve energy efficiency (3) Monitor compliance (4) Benchmark sustainability efforts (5) Improve social impact and data governance.
A green data center is an enterprise-class data center that is entirely designed, run, and operated using green technologies to maximize energy efficiency and minimize the carbon footprint.
Examples of green technologies include software optimization, artificial intelligence, multi-site resilience, liquid cooling, renewable energy, waste heat utilization, idle time minimization, smart grids, and efficient lighting.
Policy wise, in September 2023, the SDG Digital Summit was launched with the aim of scaling digital SDG solutions through high impact initiatives. The SDG Digital Acceleration Agenda is a collaboration between the International Telecommunication Union (ITU) and the United Nations Development Program (UNDP) that highlights the importance of digital technologies in achieving 70% of the 169 Sustainable Development Goals (SDGs).
In this slideshow, you will learn about the definition, benefits, challenges, green data center, green technologies, UN policy, global statistics, and market value of the sustainable IT industry. For more slideshows on environmental sustainability, please visit s2adesign.com
Post Merger Integration Toolkit - Overview and 3-Phase Approach.pptxPeterFranz6
This document provides an overview of a post merger integration toolkit. The toolkit is presented as a 3-phase approach to help companies successfully integrate mergers and acquisitions. Phase I involves defining and communicating the integration strategy and high-level plan. Phase II develops and communicates detailed integration plans. Phase III implements and monitors the integration process. The toolkit includes frameworks, tools, templates and examples from each phase designed to increase M&A value creation and reduce integration failures.
This document provides an overview of sustainability reporting and ESG reporting standards. It discusses the differences between sustainability reporting and ESG reporting, and reviews some of the major reporting standards like IFRS, FASB, and SASB. It also defines the scopes of emissions (Scope 1, 2 and 3) and discusses initial steps organizations can take for sustainability and ESG reporting, including identifying data sources and developing reporting policies. The presentation aims to help organizations better understand sustainability reporting requirements and integrate reporting into budgeting and forecasting cycles.
The document discusses the findings of the IPCC's special report on the impacts of global warming of 1.5°C above pre-industrial levels. It notes that human activities have already caused around 1°C of warming and that the world is on track to reach 1.5°C of warming between 2030-2050 at the current rate of increase. Limiting warming to 1.5°C rather than 2°C would significantly reduce risks to ecosystems, livelihoods, food security and economic growth. However, rapid and far-reaching transitions would be needed across all sectors to reduce greenhouse gas emissions in line with this target.
Adaptive Strategy Combining OKR and Lean Portfolio ManagementEmiliano Soldi
Uncertainties and market volatility are today the norm
Setting a vision and strategic plans able to survive to such a situation is a complicated exercise for any companies
C-Levels must navigate this continual and perpetual changes; they must provide themselves with tools capable of tackling this complexity, adapt quickly, engage and keep the whole company connected
Exploiting the huge potential of OKRs and Lean Portfolio Management and then connecting them to exploit each other, is the best response to face these challenges
Enabling sustainable transformation, Gary O'Brien, Global Advisory Lead, Thou...Thoughtworks
In this presentation Gary discussed why creating continuous relevance with the markets is becoming business-critical. He shared how companies can perpetually tune their strategy, structure and operations to perform effectively in a changing business environment. He also talked about the hurdles that must be overcome in order to become responsive and value-driven.
Gary is Global Advisory Lead at ThoughtWorks and works with large enterprises to drive change to the culture, planning, governance, and structure to better align with customers’ needs. He has over 20 years of experience in helping teams to build humanistic organisations more capable of responding to the increasing pace of change.
Integrating the UN Sustainable Development Goals into sustainability performance requires new organizational approaches and methods.
Presentation given to Society of Petroleum Engineers, Gulf Coast Section Study Group, Houston, TX October, 2016
This document discusses green growth as an approach to economic development that considers environmental sustainability. It defines green growth as low-carbon economic growth that integrates economic, social, and environmental pillars of sustainable development. The document outlines green growth paths like eco-efficiency and eco-effectiveness, and strategies to address climate change through investments in infrastructure, cleaner production, and environmental laws. It also discusses promoting green growth in the Philippines through the Clean Development Mechanism and challenges to implementing green strategies.
Theme 4 - Climate Change Mitigation and AdaptationCIFOR-ICRAF
This presentation by Christopher Martius, Henry Neufeldt, Glenn Hyman and Laura Snook focuses on the objectives and structure of the climate change adaptation and mitigation program of the FTA Research Program, their evolution over time, the major accomplishments and the main obstacles and challenges.
This document outlines the agenda and content for a three-day training program on project management principles and processes for BMW employees in Rosslyn. The training will cover fundamental concepts in project management including defining projects, characteristics of projects, and the project management triple constraint of time, cost and scope. Methodologies such as PMBOK and PRINCE2 will be examined. Participants will evaluate BMW's current project processes, learn the generic four-phase project lifecycle, and participate in activities to identify causes of project failure and recommend improvements.
Green Economy and Sustainable DevelopmentAkshita Jain
The document discusses green economy and sustainable development. It defines a green economy as one that reduces pollution and carbon emissions through investments in clean energy and resource efficiency. The goals of a green economy are shared prosperity and societal resilience through economic, social and environmental pillars of inclusive growth. Key areas of a green economy include renewable energy, green buildings, clean transportation, land and water management, and waste reduction through recycling and reuse. Transitioning to a green economy can help achieve the goals of sustainable development.
The document discusses sustainability and sustainable practices for businesses. It defines sustainability as meeting present needs without compromising future generations' ability to meet their own needs. Strong sustainability embraces renewable energy, treats waste as a resource, and values diversity and ecosystem resilience. Key aspects of strong sustainability are systems thinking, a principled definition, and backcasting to understand sustainability and practice it effectively.
Presentation Training on Result Based Management (RBM) for M&E StaffFida Karim 🇵🇰
Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
This is the 7th lesson the course - Climate Change & Global Environment taught at the Faculty of Social Sciences and Humanities of the Rajarata University of Sri Lanka
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
ISO 20400:2017 is the world's first International Standard for sustainable procurement. The standard provides guidelines for integrating sustainability into an organization's procurement processes.
Aimed at top managers and directors of the purchasing function, it helps to align procurement with an organization's goals and objectives and create a culture of sustainability.
By implementing ISO 20400, your organization will contribute positively to society and the economy through making sustainable purchasing decisions and encouraging suppliers and other stakeholders to do the same.
This presentation can be used to create awareness of your organization's sustainable procurement processes and practices in support of the U.N. Sustainable Development Goals (SDGs).
LEARNING OBJECTIVES
1. Acquire knowledge on sustainability management
2. Gain an overview of the ISO 20400 standard and its contents
3. Gather practical tips on how to get started with ISO 20400
CONTENTS
1. Introduction to Sustainability
2. Overview of ISO 20400 Sustainable Procurement
3. Contents of ISO 20400
4. Getting Started with ISO 20400
This document discusses sustainable development. It begins with a brief history of sustainable development, noting key publications and agreements from 1987 to the present. It then defines sustainable development as meeting present needs without compromising future generations' ability to meet their own needs. The document outlines the main goals of sustainable development, including economic development, social inclusion, environmental sustainability, and good governance. It also discusses some of the main challenges to sustainable development, such as population growth, resource overuse, and environmental problems, as well as potential pathways and solutions. Finally, it examines the roles of various actors - including governments, private sector, technology, civil society - in working towards sustainable development.
This document discusses climate change impacts in India and the country's policy responses. It notes increasing surface temperatures and variable regional impacts on rainfall and drought. It outlines India's National Action Plan on Climate Change and its national missions to promote renewable energy, energy efficiency, sustainable habitats, water management, ecosystem protection, agriculture and strategic climate research. The document discusses how rural livelihoods dependent on natural resources are highly vulnerable to climate impacts. It defines concepts of vulnerability, adaptation and the UNFCCC and its role in coordinating the global response to climate change.
The document discusses sustainable innovations in technology and business. It defines sustainable innovation as integrating environmental, social and financial considerations into product development and business models. Some examples of sustainable innovations discussed include transparent solar film that can turn windows into solar panels, 3D printers that use plastic waste to create new materials, and devices like the Seabin that remove floating ocean trash. The document also provides examples of sustainable initiatives by various companies and some innovations occurring in India, such as solar air conditioning and green roof projects.
This document provides an overview of sustainability, including: the history of sustainability emerging in response to environmental issues in the 1980s; the triple bottom line approach incorporating social, environmental and economic impacts; the three dimensions of sustainability being environmental, social and economic; ways sustainability is practiced in business, academics and at UNT; and resources for further information.
The pmo strategy discipline execution valueOrlando Lugo
The document discusses how a PMO (Project Management Office) can provide strategic leadership, follow best practices, ensure project execution, and realize business benefits. It argues that a PMO should focus on strategic goals, implement discipline through proven methods, and maximize value by ensuring projects deliver benefits. A PMO oversees a company's portfolio of projects to ensure they are aligned with strategy and priorities.
This document discusses theory of change and its importance for evaluation. It begins by introducing theory of change and explaining that it is a process for exploring how change happens in a particular context. It then discusses building a theory of change by defining a program, its outcomes and intermediate steps, and identifying assumptions. The document explains that theory of change is important for evaluators to consider process and for programmers to be results-oriented. It also notes a common criticism is that theory of change can oversimplify programs.
Dynamic Capabilities and Innovation: Capability Building and Strategic Manage...David Teece
Professor David Teece presented on dynamic capabilities and innovation. He discussed the need for a capabilities perspective in strategic management theory given deep uncertainty in today's global economy. He introduced the dynamic capabilities framework, which includes sensing opportunities, seizing opportunities through asset orchestration, and transforming an organization. Closing capability gaps requires identifying technology, market, and business model gaps, which can be difficult to recognize. Dynamic capabilities emphasize advanced agility through redeployment capacity to effect organizational change.
The document describes a project called "Project Sustainability" funded by the Australian Flexible Learning Framework to build the e-learning capabilities of staff at TNQ TAFE. The project aimed to reflect on current e-learning competencies, refine resources and strategies for a sustainability unit for e-learning, and reinvigorate professional learning using a workplace action learning model. Key barriers to e-learning implementation identified in previous research such as time constraints and lack of management support would be investigated. The project was managed according to the "Ripples Model" and involved several TNQ TAFE staff participating in reflection, refinement, and review activities to strengthen e-learning practices.
This document provides information about Green Project Management (GPM), including their certifications, courses, methodology, partners, and growth since 2009. It summarizes testimonials about how GPM's PRiSM methodology helps integrate sustainability into projects. Courses are now available in over 40 countries, and their certifications like GPM-b and GPM are recognized globally and comply with ISO standards.
Adaptive Strategy Combining OKR and Lean Portfolio ManagementEmiliano Soldi
Uncertainties and market volatility are today the norm
Setting a vision and strategic plans able to survive to such a situation is a complicated exercise for any companies
C-Levels must navigate this continual and perpetual changes; they must provide themselves with tools capable of tackling this complexity, adapt quickly, engage and keep the whole company connected
Exploiting the huge potential of OKRs and Lean Portfolio Management and then connecting them to exploit each other, is the best response to face these challenges
Enabling sustainable transformation, Gary O'Brien, Global Advisory Lead, Thou...Thoughtworks
In this presentation Gary discussed why creating continuous relevance with the markets is becoming business-critical. He shared how companies can perpetually tune their strategy, structure and operations to perform effectively in a changing business environment. He also talked about the hurdles that must be overcome in order to become responsive and value-driven.
Gary is Global Advisory Lead at ThoughtWorks and works with large enterprises to drive change to the culture, planning, governance, and structure to better align with customers’ needs. He has over 20 years of experience in helping teams to build humanistic organisations more capable of responding to the increasing pace of change.
Integrating the UN Sustainable Development Goals into sustainability performance requires new organizational approaches and methods.
Presentation given to Society of Petroleum Engineers, Gulf Coast Section Study Group, Houston, TX October, 2016
This document discusses green growth as an approach to economic development that considers environmental sustainability. It defines green growth as low-carbon economic growth that integrates economic, social, and environmental pillars of sustainable development. The document outlines green growth paths like eco-efficiency and eco-effectiveness, and strategies to address climate change through investments in infrastructure, cleaner production, and environmental laws. It also discusses promoting green growth in the Philippines through the Clean Development Mechanism and challenges to implementing green strategies.
Theme 4 - Climate Change Mitigation and AdaptationCIFOR-ICRAF
This presentation by Christopher Martius, Henry Neufeldt, Glenn Hyman and Laura Snook focuses on the objectives and structure of the climate change adaptation and mitigation program of the FTA Research Program, their evolution over time, the major accomplishments and the main obstacles and challenges.
This document outlines the agenda and content for a three-day training program on project management principles and processes for BMW employees in Rosslyn. The training will cover fundamental concepts in project management including defining projects, characteristics of projects, and the project management triple constraint of time, cost and scope. Methodologies such as PMBOK and PRINCE2 will be examined. Participants will evaluate BMW's current project processes, learn the generic four-phase project lifecycle, and participate in activities to identify causes of project failure and recommend improvements.
Green Economy and Sustainable DevelopmentAkshita Jain
The document discusses green economy and sustainable development. It defines a green economy as one that reduces pollution and carbon emissions through investments in clean energy and resource efficiency. The goals of a green economy are shared prosperity and societal resilience through economic, social and environmental pillars of inclusive growth. Key areas of a green economy include renewable energy, green buildings, clean transportation, land and water management, and waste reduction through recycling and reuse. Transitioning to a green economy can help achieve the goals of sustainable development.
The document discusses sustainability and sustainable practices for businesses. It defines sustainability as meeting present needs without compromising future generations' ability to meet their own needs. Strong sustainability embraces renewable energy, treats waste as a resource, and values diversity and ecosystem resilience. Key aspects of strong sustainability are systems thinking, a principled definition, and backcasting to understand sustainability and practice it effectively.
Presentation Training on Result Based Management (RBM) for M&E StaffFida Karim 🇵🇰
Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
This is the 7th lesson the course - Climate Change & Global Environment taught at the Faculty of Social Sciences and Humanities of the Rajarata University of Sri Lanka
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
ISO 20400:2017 is the world's first International Standard for sustainable procurement. The standard provides guidelines for integrating sustainability into an organization's procurement processes.
Aimed at top managers and directors of the purchasing function, it helps to align procurement with an organization's goals and objectives and create a culture of sustainability.
By implementing ISO 20400, your organization will contribute positively to society and the economy through making sustainable purchasing decisions and encouraging suppliers and other stakeholders to do the same.
This presentation can be used to create awareness of your organization's sustainable procurement processes and practices in support of the U.N. Sustainable Development Goals (SDGs).
LEARNING OBJECTIVES
1. Acquire knowledge on sustainability management
2. Gain an overview of the ISO 20400 standard and its contents
3. Gather practical tips on how to get started with ISO 20400
CONTENTS
1. Introduction to Sustainability
2. Overview of ISO 20400 Sustainable Procurement
3. Contents of ISO 20400
4. Getting Started with ISO 20400
This document discusses sustainable development. It begins with a brief history of sustainable development, noting key publications and agreements from 1987 to the present. It then defines sustainable development as meeting present needs without compromising future generations' ability to meet their own needs. The document outlines the main goals of sustainable development, including economic development, social inclusion, environmental sustainability, and good governance. It also discusses some of the main challenges to sustainable development, such as population growth, resource overuse, and environmental problems, as well as potential pathways and solutions. Finally, it examines the roles of various actors - including governments, private sector, technology, civil society - in working towards sustainable development.
This document discusses climate change impacts in India and the country's policy responses. It notes increasing surface temperatures and variable regional impacts on rainfall and drought. It outlines India's National Action Plan on Climate Change and its national missions to promote renewable energy, energy efficiency, sustainable habitats, water management, ecosystem protection, agriculture and strategic climate research. The document discusses how rural livelihoods dependent on natural resources are highly vulnerable to climate impacts. It defines concepts of vulnerability, adaptation and the UNFCCC and its role in coordinating the global response to climate change.
The document discusses sustainable innovations in technology and business. It defines sustainable innovation as integrating environmental, social and financial considerations into product development and business models. Some examples of sustainable innovations discussed include transparent solar film that can turn windows into solar panels, 3D printers that use plastic waste to create new materials, and devices like the Seabin that remove floating ocean trash. The document also provides examples of sustainable initiatives by various companies and some innovations occurring in India, such as solar air conditioning and green roof projects.
This document provides an overview of sustainability, including: the history of sustainability emerging in response to environmental issues in the 1980s; the triple bottom line approach incorporating social, environmental and economic impacts; the three dimensions of sustainability being environmental, social and economic; ways sustainability is practiced in business, academics and at UNT; and resources for further information.
The pmo strategy discipline execution valueOrlando Lugo
The document discusses how a PMO (Project Management Office) can provide strategic leadership, follow best practices, ensure project execution, and realize business benefits. It argues that a PMO should focus on strategic goals, implement discipline through proven methods, and maximize value by ensuring projects deliver benefits. A PMO oversees a company's portfolio of projects to ensure they are aligned with strategy and priorities.
This document discusses theory of change and its importance for evaluation. It begins by introducing theory of change and explaining that it is a process for exploring how change happens in a particular context. It then discusses building a theory of change by defining a program, its outcomes and intermediate steps, and identifying assumptions. The document explains that theory of change is important for evaluators to consider process and for programmers to be results-oriented. It also notes a common criticism is that theory of change can oversimplify programs.
Dynamic Capabilities and Innovation: Capability Building and Strategic Manage...David Teece
Professor David Teece presented on dynamic capabilities and innovation. He discussed the need for a capabilities perspective in strategic management theory given deep uncertainty in today's global economy. He introduced the dynamic capabilities framework, which includes sensing opportunities, seizing opportunities through asset orchestration, and transforming an organization. Closing capability gaps requires identifying technology, market, and business model gaps, which can be difficult to recognize. Dynamic capabilities emphasize advanced agility through redeployment capacity to effect organizational change.
The document describes a project called "Project Sustainability" funded by the Australian Flexible Learning Framework to build the e-learning capabilities of staff at TNQ TAFE. The project aimed to reflect on current e-learning competencies, refine resources and strategies for a sustainability unit for e-learning, and reinvigorate professional learning using a workplace action learning model. Key barriers to e-learning implementation identified in previous research such as time constraints and lack of management support would be investigated. The project was managed according to the "Ripples Model" and involved several TNQ TAFE staff participating in reflection, refinement, and review activities to strengthen e-learning practices.
This document provides information about Green Project Management (GPM), including their certifications, courses, methodology, partners, and growth since 2009. It summarizes testimonials about how GPM's PRiSM methodology helps integrate sustainability into projects. Courses are now available in over 40 countries, and their certifications like GPM-b and GPM are recognized globally and comply with ISO standards.
Presentation Happy Projects 2010 on Sustainability in Project ManagementGilbert Silvius
The document discusses sustainability in project management. It notes that sustainability involves balancing social, environmental, and economic interests over both the short and long term. While major companies have increasingly incorporated sustainability into their operations, questions remain about how sustainability applies specifically to projects and the responsibilities of project managers. The document explores how sustainability could be integrated within the project life cycle, project manager competencies, processes, methodologies, and reporting. It argues that sustainable project management involves managing change through projects in a way that considers both current and future economic, social, and environmental impacts.
Introduction on Sustainable Project Management for IPMA-NL Special Interest G...Gilbert Silvius
This document provides an overview of sustainability in project management by Gilbert Silvius and Ron Schipper. It includes brief biographies of the authors, noting their experience in project management and sustainability. Graphs show Gilbert Silvius' increasing publications on sustainability over time and topics within sustainable project management. The document discusses how sustainability needs are addressed through organized change in projects and lists organizations and individuals working in sustainable project management around the world. It reflects on perspectives and criteria added by considering sustainability and notes sustainability impacts many areas of project management.
Overview of literature on Sustainability in Project ManagementGilbert Silvius
The August 2014 update of this overview. With additions from the recent PMI® Research and Education conference, a book from Paola Morgese and some new journal articles. In total now listing some 250 publications on the topic.
Gilbert silvius sustainability in project managementPMInstituteIndia
Sustainability in Project Management:A Responsibility of Project Managers?
This document discusses whether sustainability is the responsibility of project managers. It defines sustainability as meeting present needs without compromising future generations' ability to meet their own needs. The document outlines that sustainability involves balancing social, environmental, and economic interests in both the short and long term. It argues that as projects are tools for organizational change and innovation, and innovation and change are needed for sustainability, project managers should take responsibility for sustainability by considering sustainability criteria and impacts over the full project life cycle and with their competencies, processes, and reporting.
Course design sustainability in project managementGilbert Silvius
This document outlines the course design for a lecture series on sustainability in project management. It includes 5 lectures that cover topics such as the relationship between sustainability and projects, the impact of sustainability on project management, interesting sustainability practices, the role of the project manager in sustainability, and integrating sustainability. Each lecture lists relevant readings from textbooks and academic papers on sustainability in project management.
2016 Update on sustainability in project management by Gilbert SilviusGilbert Silvius
This document discusses trends in sustainability and corporate social responsibility (CSR). Some key points discussed include:
- Large companies lead the way in sustainability transparency and reporting, though CSR reporting is growing among small- and medium-sized enterprises.
- Terminology around sustainability and CSR is evolving, with CSR seen more as a strategic opportunity rather than burden.
- Standards and definitions around sustainability in project management are improving but remain lacking, as do practical tools and linking sustainability to organizational strategy.
- The role of the project manager is important in driving sustainability, requiring a mindset shift towards responsibility for sustainable development.
This document summarizes a study that examined the interrelationships between project management, organizational sustainability, and knowledge management. The study conducted a systematic review of literature on these topics in the Scopus database. The review resulted in 70 publications being identified. Charts in the results section show the concentration areas and yearly distribution of publications. The concluding remarks indicate that knowledge management and project management with a focus on sustainability can provide competitive advantages and that understanding the relationships between these topics is important for continuous organizational improvement.
Organizational behavior is a field that studies how individuals, groups, and structure influence behavior within organizations. It draws from various behavioral science disciplines like psychology, sociology, and anthropology. OB aims to apply knowledge to improve organizational effectiveness. Some key points covered in the document include:
- OB examines influences on behavior at the individual, group, and organizational level as well as from the external environment.
- Major managerial roles and functions are planning, organizing, leading, and controlling. Effective managers allocate more time to human resource management and communication.
- Several perspectives can be used to view organizations, such as machines, organisms, cultures, and political systems.
- Studying OB provides insights into managing people and
Sustainability in project management literature overview 28062015Gilbert Silvius
This document provides a literature review on sustainability in projects and project management. It lists over 50 books and book chapters, as well as journal articles, on the topic. The literature covers how sustainability can be integrated into project management processes and project delivery. It also examines stakeholder perspectives and how to manage sustainability in projects, programs and portfolios. The literature aims to help project managers and organizations better consider sustainability in their work.
Sustainable development and project managementOmar Latif
The document summarizes a seminar on sustainable development principles and project management. The seminar aims to highlight the principles of sustainable development and its relationship to the project management process. It will provide an overview of key concepts like the triple constraints of project management, developing a work breakdown structure, and how applying sustainable development principles can benefit projects. The document also discusses how green building techniques can help reduce environmental impacts and provide economic and social benefits.
Lean thinking literature review and suggestions for future researchWorld-Academic Journal
The research provides a literature overview from a timespan of more than 60 years with articles historically and thematically organized about the application of “Lean thinking” (LT) concept and the main research findings through different industries. Lean thinking is an important but yet still under researched aspect of strategic management. By collecting research records from ISI web of knowledge naming directly the lean thinking issue; 34 Web of science records, 10 Medline records and 2 Chinese citation database records were found. Results show that the main focus areas on lean thinking researches are mainly applied in health care industry (with the 48% of the collected records) followed by manufacturing industry (17%), construction (10%), product development (7%), training and education (7%) and supply chain (2%). Other industries (9%) are also starting to apply lean thinking philosophy according to the particularities of their domain. We find research gaps and provide directions for further investigation.
Enhancing Project Management Efficiency using Lean ConceptsIOSR Journals
One of the increasing and most significant concerns with projects is that, projects are behind
schedule, over budget and show unsatisfactory performance in terms of quality and customer satisfaction. Lean
Thinking is important because it can reduce error rates to maximum extent. The evidence from Toyota (Japan)
and other companies who have successfully implemented the Toyota Production System (TPS) or Lean
Principles confirms this. It also significantly reduces the time taken to deliver new products while substantially
reducing cost. This paper first introduces the general overview about Project Management and the Lean
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Case study
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This article provides a systematic review of Lean Six Sigma (LSS) within the manufacturing industry. It explores common themes in LSS implementation, including benefits, motivation factors, limitations, and impeding factors. The review analyzed 19 case studies in manufacturing that identified significant benefits from LSS. However, the review also found gaps in the current literature around fully understanding LSS as a holistic strategy. The review developed an agenda for future research on LSS themes to help both researchers and practitioners better understand and apply LSS.
This paper developed an analytical background to scientific development conducted on the use of
Lean Manufacturing in the industries. Regarding the methodological approach to this research is exploratory and
did a literature review with a sample survey using technological resources search as a tool to perform the search
in this case, the component data bases Journals Portal Coordination and Training of Personnel Higher Level. For
this study bibliometric analysis and the selection of journals were made and the results show that the topic is
Lean Manufacturing on the rise internationally and that is a methodology mentioned in leading journals. The
scientific literature on the topic is not predominantly done by a single magazine or a single industry segment.
The contribution is in identifying the gaps of the segments of the industries with the greatest opportunities for
the application of Lean Thinking so that future studies can deepen effectively is opportunity.
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Agile Project Management A Systematic Literature Review Of Adoption Drivers ...Jeff Nelson
This document summarizes a literature review that investigated adoption drivers and critical success factors for Agile Project Management (APM). The review analyzed peer-reviewed articles between 2015-2020 from several academic databases. It identified 11 drivers for adopting APM and 13 critical success factors related to three project dimensions: project, team, and culture. The findings outline the current state of APM and are relevant for both practitioners and researchers in project management.
The document summarizes several pilots conducted as part of the NewWoW project, which examined new ways of working. Six main pilots are described:
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Conference Paper - The influence of Lean Six Sigma Green Belt course on Europ...ESTIEM
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Towards a Software Engineering Research Framework: Extending Design Science R...IRJET Journal
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Project type Profiling (PtP) based on the Ideal Company ProjectEli Ehrman
This document discusses project type profiling (PtP) based on identifying a company's "ideal project" to serve as a model. It introduces the Diamond Model for analyzing projects based on novelty, technology, complexity, and pace. It then provides details on each dimension and appropriate management styles. The document presents a case study of a company that used its best "WOW" project as analyzed through the Diamond Model to define organizational best practices and management guidelines to increase success on other projects.
This document summarizes a study examining the relationship between project management and productivity through a systematic literature review. It describes searching academic databases for papers related to project, program, and portfolio management and productivity, finding a total of 146 relevant studies. The studies were then coded based on factors like sector, research method, and whether they addressed topics like target setting and monitoring. Most studies were empirical and focused on the construction industry. Many used case studies or surveys and provided weak to moderate evidence. Definitions of productivity varied across the literature. The review provides a synthesis of the current state of research at the intersection of project management and productivity.
This document summarizes a study on business catalysts that enable circular economy business within industrial networks. The study identifies six key types of business catalysts: 1) exchange catalysts that create supply and demand, 2) value creation catalysts, 3) competence catalysts, 4) business model catalysts, 5) collaboration catalysts, and 6) market creation catalysts. These catalysts can initiate and enhance circular economy technology and innovation business by addressing barriers identified in previous research. The findings contribute to research on business networks, sustainability, and the transition to a circular economy by providing a comprehensive set of drivers to accelerate circular business models and sustainable growth across industries.
This document summarizes a research article that developed a Lean Assessment Tool (LAT) to measure the effectiveness of lean implementation across entire organizations. The LAT uses both quantitative and qualitative measures. The quantitative section assesses eight key performance dimensions - time effectiveness, quality, process, cost, human resources, delivery, customer, and inventory - using measurable ratios and fuzzy logic. The qualitative section evaluates five dimensions - quality, process, customer, human resources, and delivery - through 51 items assessing individual perceptions, also using fuzzy logic. The LAT aims to provide an overall assessment of an organization's lean efforts through an integrated analysis of objective metrics and stakeholder views.
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1. A systematic literary review
Luca Sabini,
Newcastle University Business School
BAM 2016 – SUSTAINABLE STRATEGY AND ORGANISATIONAL CHANGE
29/11/2016
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
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. 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. 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. 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
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
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. 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
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
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. 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. 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. 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. 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. 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
While a large body of work has focused on macro-level sustainability issues (e.g.: climate change, consumption of natural resources), less
emphasis on more practical, micro-level concerns.
role of professional and knowledge workers as key intermediaries in building a sustainable economy and society has received far less consideration.
Focus on the role of project management (PM), as an example of a prominent professional occupation, in building a sustainable economy and society.
professionals such as (project managers) possess the technical skills, competences and knowledge required to successfully implement sustainability initiatives.
In the same way that accountants have been involved in developing sustainability reporting tools
engineers in developing sustainable ‘green’ technologies,
… project managers been responsible for the development and diffusion of sustainable practices.
growing trend towards ‘projectification’
(i.e. the reorganization of tasks and activities as projects) places project managers in a prominent economic and societal position.
An interesting initiative led by the Australian Government's National Action Plan for Education for Sustainability (AIRES) aims at fostering sustainability in business and industry through education and learning with a focus on Sustainability in the Key Professions (http://aries.mq.edu.au/projects/accountancy).
(attending conferences and meetings, looking at minutes, deliverables and all other project-related documents).