The document discusses the integration of sustainability into project performance measurement through the development of sustainable key performance indicators (KPIs). It outlines the importance of new metrics beyond traditional measures like cost and quality to assess project sustainability effectively. The conclusion emphasizes the need for a collaborative approach and new governance in project management to foster sustainability.

1. Chris DELEPIERRE
SUSTAINABLE PROJECT MANAGEMENT:
THE SUSTAINABLE KEY PERFORMANCE INDICATORS
Tutor: Philippe VAESKEN
Sponsoring organization :
Réseau Alliances – World Forum Lille

2. Problem
In the project management
circumstance, what is the
methodology to use so as to
integrate sustainability in
measuring of the project
performance?
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3. Scope of the thesis
• At the project level ≠ strategic level
• About Sustainable Project Management ≠ Management of
sustainable projects
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4. The Sustainable Project Management
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5. According the project life cycle
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6. Some definitions
• «A project is a temporary endeavour undertaken in order to
create a unique product, service or deliverable. » PMI
• An indicator is an assessment tool and a decision support
(management, monitoring, controlling) thanks to we will be able
to measure a situation or trend relatively objectively, at a given
time, or in time and / or space.
• In the task execution, performance in the field of
management, describes the end result produced by the company
overall effort or project team.
• A performance indicator or key performance indicator (KPI) is
a type of performance measurement.
• Critical Success Factors (CSF) is what must exist or be created
for a project to be successful.
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7. « The stronger the metrics,
the stronger the business case. »
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8. "Efficiency is doing things right; effectiveness is
doing the right things.” Peter F. Drucker
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9. Sustainable KPI : a new definition of value
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« This is sustainable development as diet: one that progresses to
what is measured ». Ben Cohen
SKPI are measures of how a project is meeting the sustainability
targets set by the organization and for the project itself. There are
new indicators not only based on cost, delay and quality.

10. Regular reporting process
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Choice of the indicators and guidelines
Test of the indicators
Data collection and validation
Consolidation of data
Data analysis
Set of objectives and actions plan
Diffusion and communication

11. Measuring sustainability in project management
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Inspiration from standards &
Best Pratices
Stakeholders expectations
Focus on some criteria and
SKPI
Creation of a
piloting tool

12. Inspiration from standards & Best Pratices
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“What you cannot measure, you cannot manage, what you
cannot manage, you cannot change.” GRI’s vision
!
"ASAP”
As for Sustainable As Possible
• Examples of SKPI

13. Stakeholders expectations
« An individual, group or organization who may affect, be
affected by, or perceive itself to be affected by a decision,
activity or outcome of the project. » PMBOK, 5th edition
Strategic Management: A Stakeholder Approach, Freeman
Dynamic analysis tool: theory of stakeholder identification and
Salience, Mitchell, Agle and Wood – 1997
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14. Focus on some criteria and SKPI
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15. Creation of a piloting tool
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16. Conclusion : sustainability in project management
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"In business, there are many believers but not many practitioners."
• Need of new indicators and measurements
• Responsibility should apply to people who manage it
• Prefer debates than the certainty of figures
• Choose a complex multidimensional evaluation, relying on in-
depth interviews
• Prefer collective performance to individual performance
• New fields : circular project management
• A new governance of project more opened and collaborative
• An evaluating system to evaluate the maturity of the
organization about sustainable project management

17. Questions & Answers
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