The document presents details about the Work Smarter Together event held at UCD on October 23, 2019, focusing on project management and sustainability initiatives. It includes a launch of the Project Management Community of Practice, sharing of experiences by various stakeholders, and highlights sustainability efforts at Dublin City University. The event aimed to foster knowledge sharing, professional development, and collaboration among participants from different sectors within the university.

1. WELCOME
to the Work Smarter Together October Event
www.slido.com http://worksmartertogether.ucd.ie/
#WST23OCT
23rd October 2019
The Fitzgerald Chamber, UCD Student Centre
http://www.ucd.ie/agile/
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2. Event Opening
Professor Mark Rogers
Registrar & Deputy President
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3. CONGRATULATIONS TO
UCD LEAN PRACTITIONERS
John Wyatt Student/Supervisor Allocation School of Veterinary Medicine
Giuliana Rocca Exam paper processing School of Agriculture and Food
Science
Ioanna Galeadi Graduate Studies workshops Graduate Studies
Dimitrios-Stavros Kapetanakis Bibliographic metrics UCD Research
Nicola Fortune Mock Interview Process UCD Careers Network
In absentia:
Joe Nankivell Handling new books UCD Library
Mark Coyne External lecturer’s notes School of Medicine
Áine Heffernan Running of experiments School of Medicine
Sinéad Lindsay Sample labelling consistency School of Medicine
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4. Launch of the Project
Management Community
of Practice
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5. UCD – Launch of PM Community of Practice
PMO & CoP - A Personal Perspective
John O’Sullivan
Director – Programme Management Organisation (PMO)
Date 23/10/19

6.  Early Career- Jacobs Engineering
• Electrical Design Engineer
• Power Calcs, Cable Calcs, Switchgear Calcs
Lighting Calcs, Draughting, Bills of Quantities …
Sent to Construction Project Site
• First taste of Project Management
• Progress, Quality, Quantity, Cost, Document
Management, Reporting…
 Moved to CRH – New Cement Plant - Limerick
• Large Plant, High Voltage, Ambitious Timeline, Large
Workforce, £ Big Budgets, Safety 1st,
• Planning, Scheduling, Coordinating, Monitoring,
Controlling, Reporting, Commissioning,
• First exposure to High Voltage (Drives/Switchgear)
Instrumentation, Automation, Process Control, early
computerisation
 Moved to Texas Instruments
• Responsible for Automation & Process Control Projects
• Introduction to Software Development Project
Management
• Exposure to complex manufacturing and automation
projects in the Pharma / Chemical / Healthcare / Food
and Beverage / Discrete Manufacturing and FMCG Sector
• Introduction to Validation / FDA / Regulated Industry
 Moved to Siemens Ltd (Ireland)
• Control Systems become more powerful, networked,
integrated to Management Information Systems
• Managed more complex System and Software Projects
• Moved into Pure IT (PCs /Networks/ Business Systems)
• Managed ERP Introduction (SAP R/3) Project
• First introduction to Managing Business Led Projects
• First introduction in Behavioural Change Management
 Moved to Siemens (Switzerland)
• Managing Business Change through Projects
• Worked on Acquisition / Divestment / Merger Projects
• Led BPR and Business Turnaround Projects
• Led Technology Enabled Transformation Projects
• Led Global Customer Complaint and NPS Project
• Led Knowledge Management Projects - CoP
• Part of Introduction of PM@Siemens - Portfolio /
Programme / Project Management
 Moved to Siemens (USA) LA/SF
• Operations Management – Large Capital Projects
• Leadership for Business Excellence in Large Projects incl.
Government Projects / Utilities Projects / Hospital
Projects / Data Centre Projects / Real- Estate
Projects Bio-Tech Projects / University Projects
• Introduction to US (CA) Construction Contract Law
 Currently with Trinity College Dublin
• Director of PMO (Programme Management Office)
• Role:- Develop PMO & Project Maturity in TCD
• Governance Role – Not Project Execution
• Enterprise Approach - from Free-Style to Franchise
• Contract Law & Contract Administration in Irish Public
Sector (Unique GCCC Contracts)
 In Summary
 I stumbled into Project Management… and liked it
 I was lucky throughout my career in that I worked for
large organisations going through change
 I invested in my development as a professional project
manager throughout me career
 I love change and challenge. I’m Sagittarian …

7. Thank You

8. http://www.ucd.ie/agile/
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Digital Media
Pr ojec t Management
C ommunity of Pr ac tic e
( C OP)

9. “…groups of people who share
a concern or passion for
something they do and learn
how to do it better as they
interact regularly” (Etienne
Wenger-Trayner and Beverly
Wenger-Trayner)
What is a Community of Practice (COP)?
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10. • Enable knowledge sharing
• Accelerate professional development
• Support better communication
• Build networks and break down
organisational silos
COP Principle Benefits
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11. PM COP Vision
In simple terms, this is to create a group of
people who play a role in managing projects in
UCD, for the purpose of helping the group
members to gain knowledge by coming
together and sharing information and
experiences with other people in the group.
The idea is that the members of the CoP learn
from each other and have an opportunity to
develop and better their level of
understanding or improve their way of
working.
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12. Building
Better
Practice
COP –Members
Meeting Frequency
Every 2 Months
14 Members from a diverse group
Agile
Arts and Humanities
Human Resources
IT Services
Library
Registry
Student Services
University Secretariat
Next Meeting
Mon 11 Nov 2019 2:30pm – 4pm
UCD Agile
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13. 23rd October 2019 13
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14. For me?
Bringing together a diverse group of people
that share the same challenges, but have
different experiences thus creating a wider
pool of knowledge
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Teaching
ChallengesPurpose
Learning
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15. Contact Us
bridin.walsh@ucd.ie
iseult.osiochain@ucd.ie
marian.oconnor@ucd.ie
Frank.desmond@ucd.ie
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16. 23rd October 2019 16
Question & Answer Session
www.slido.com
#WST23OCT
The questions on the right are
the main Slido questions asked
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What has been the value-add or benefits to Trinity in having a centralised project
approach for coordinating large-scale university initiatives?
Many people do some projects as part of their role but are not professional PMs. Is
the system you have developed in TCD work for these “occasional “ PMs?
What was the big change when you moved to higher education- to Trinity?
Would you like to have the ability to oversee projects in the teaching and research
space? Or do you think the administration/academic PM boundary has value?
Is Project Management a business or is a business tool?
What would be your top three tips for a new project manager?
How do Trinity define what is a 'Project'
How incentivise tacit knowledge sharing in the university

17. Lean Green and UCD
brought to you by UCD Agile
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18. Dublin City University –
Sustainability
WST Event, UCD
23 October 2019
Samantha Fahy,
Director of Sustainability

19. Outline
• Overview & Challenges
• Interventions & Outcomes
• Role of HEIs & Sustainability

21. The Numbers
• Top ‘50 under 50’ •Top ‘100 under 50’
2,500
Established in 1980, DCU has 80 Programmes across Five Faculties
 DCU Business School,
 DCU Institute of Education,
 Faculty of Science and Health,
 Faculty of Engineering and Computing
 Faculty of Humanities and Social Sciences
Staff
+ 40,000 additional
students by 2030

22. The Old 1838 : Albert College,
Glasnevin Campus
1726 : Drumcondra House,
All Hallows Campus
1660 : Belvedere House & Chapel,
St Patricks Campus

23. The New

24. Ice Age
Organised
Human
Existence
Not compatible
with Human
Existence
The Big
Challenge

25. Sustainability at DCU
－Initial Sustainable Development Policy in 2010/2011
－Created Sustainability Position in 2013
－RCE Dublin 2014
－FEE/An Taisce Green Campus Programme
－First Green Campus Flag in 2014
－Renewed and extended in 2017
－2017 : Sustainability at the Core

26. Strategic Plan : Sustainability at Core
－Institutional Sustainability Council
－Roadmap for a healthier & more sustainable University
－Metrics and Footprints
－Carbon Neutral Exemplar Campus
— Integrate Sustainability Principles,
Literacy and Awareness into the
student curriculum.
— Stakeholder Engagement

27. Sustainability @ DCU
An Taisce Green Campus
First Flag : July 2014
Re-awarded : Nov 2017
Core to the our 2017-2022 Strategic Plan

28. International Rankings

29. Energy
SEAI Scorecard 2018
43% towards the 2020 33% target

30. Hot Water Project
－Building Regs/HSA – 60deg for Legionaries
－Hygiene : The WHO, HSE, and CDC – not necessary
－Potential Energy and Water Savings
－KCL 7-8% of Carbon Footprint
－Survey
－90% reported washing hands! (Recent report – 3%!)
－Hot Water : 40% Perceived Hygiene 40% Comfort
－Behaviour Change !

31. Single use plastics (March 2018)

32. Biodiversity
－Community Garden w/ Apiary
－Celebration space !
－DCU Biodiversity & Pollinator Plan
－Vertical Garden ???
－Urban Garden/Market
－Food to DCU Restaurant
－Garden Gnomes
－Grow Dome
－Men’s Shed

33. Transport
－90% Sustainable form of transport
－Active Transport
－Public Connectivity
－Virtual Meetings

34. Role of HEIs

35. Sustainability in HEIs
－Environmental Sustainability
－Education for Sustainability
https://www.stockholmresilience.org/research/planetary-boundaries.html https://unesdoc.unesco.org/ark:/48223/pf0000247444

36. Systems thinking
competency Anticipatory
competency/futures
thinking
Normative
competency
Strategic
competencyCollaboration
competency
Critical thinking
competency
Self-awareness
competency
Integrated problem-
solving competency
Key Competencies
for Sustainability
for ALL SDGs

37. Key Competencies for Sustainability
－Systems thinking competency: the abilities to recognize and understand relationships; to analyse
complex systems; to think of how systems are embedded within different domains and different scales; and to deal with
uncertainty.
－Anticipatory competency/futures thinking: the abilities to understand and evaluate multiple
futures – possible, probable and desirable; to create one’s own visions for the future; to apply the precautionary principle; to
assess the consequences of actions; and to deal with risks and changes.
－Normative competency: the abilities to understand and reflect on the norms and values that underlie
one’s actions; and to negotiate sustainability values, principles, goals, and targets, in a context of conflicts of interests and
trade-offs, uncertain knowledge and contradictions.
－Strategic competency: the abilities to collectively develop and implement innovative actions that further
sustainability at the local level and further afield.
－Collaboration competency: the abilities to learn from others; to understand and respect the needs,
perspectives and actions of others (empathy); to understand, relate to and be sensitive to others (empathic leadership); to
deal with conflicts in a group; and to facilitate collaborative and participatory problem solving.
－Critical thinking competency: the ability to question norms, practices and opinions; to reflect on own
one’s values, perceptions and actions; and to take a position in the sustainability discourse.
－Self-awareness competency: the ability to reflect on one’s own role in the local community
and (global) society; to continually evaluate and further motivate one’s actions; and to deal with one’s feelings and desires.
－Integrated problem-solving competency: the overarching ability to apply different
problem-solving frameworks to complex sustainability problems and develop viable, inclusive and equitable solution options
that promote sustainable development, integrating the abovementioned competences.

39. Carbon Footprint 2010 – 2015
100% Energy
focused

40. Carbon Footprint 2017*
24,659 tCO2e
*Not Fully Comprehensive – no procurement……
55% Scope 1 & 2

41. DCU Carbon Footprint 2018 : 64,212 tCO2eq
Grainne McIvor, ESH Final Yr Thesis : A. Morrissey/S. Fahy Supervisors
Scope 1&2 : Energy & Heat : 20%
Scope 3 : Transport : 28%
Scope 3 : Procurement : 27%
Scope 3 : Construction : 22%
Scope 3 : Other Operations : 3%

42. 2018 % 2018 (tCo2e)
SBT to Reduce per
annum (tCO2e)
Natural Gas 8.94% 5,739 241
DCU Owned Vehicles 0.02% 16 1
Fugitive Emissions 3.53% 2,266 95
Purchased Electricity 11.17% 7,174 301
Staff & Student Commuting 19.14% 12,291 516
Business Travel 3.56% 2,284 96
Student Academic Travel 3.58% 2,300 97
Waste 0.08% 52 2
Water 0.37% 237 10
Purchased Goods & Services 49.60% 31,851 1,338
64,212 2,697
DCU Carbon Footprint 2018 : 64,212 tCO2eq

43. Credit: Seth Wynes/Kimberly Nicholas, Environmental Research Letters, 2017

44. Thank You

45. Sustainability Partnerships
－Partnership & Collaboration

46. Climate Action Regional Office

47. Lean Green and UCD
Presented by Ciaran Bennett, UCD Estate Services

48. Green Campus
Programme
Sustainable
Development Goals
(SDG`s)
Sustainable Energy
Community
SPARC (Supporting
Partnerships And
Realising Change)
Students Union and
Student Societies
UCD in the Community
Healthy UCD Staff Student Network
Individual School and
Unit groups, e.g.
Registry, SBBS,
Sutherland, Social
Policy
How canI getinvolved?

49. Biodiversity
Management
–
All -Ireland Pollinator
Plan
Reduce the frequency of mowing of selected grassed areas
on campus
Pollinator Friendly planting
Provide opportunities for wild pollinator nesting habitats
Manage and control use of pesticides
Raise awareness of pollinators amongst our community.

50. UCD Energy

51. Energy
Work towards the 2015 - 2020 Goal of
becoming 33% more Sustainable By 2020
– We have currently reached 32%
ISO50001 Certification for Energy and
water Management
Solar PV, Fenestration, Insulation
upgrades, CHP
BREEAM Excellent – O’Brien Centre for
Science; Passiv House- Roebuck Student
Residences

52. WasteReduction
Initiatives
Battery Recycling
Cartridge recycling
Price reduction when purchasing hot drinks with
your own cup
Waste Characterisation Study
Reusable cups, biodegradable straws, napkins,
cutlery
Furniture Re-use Scheme ‘WARP IT’
Pilot best practice of office waste management
with the ‘Binless’ office –e.g. Tierney Open Plan

53. UCD Commuting -staff and students
2018

54. Promoting
Sustainable Travel
options
• Annual travel Survey- Approx. 7,000
respondents
• 11,000 journeys on Dart shuttle bus
• Installation of Bicycle Repair Stations
• Bike Awareness Day.
• Reduced prices at the Belfield Bikes pop up
shop at the village market

55. Water Management
33% Reduction in potable water consumption since 2012
Monthly Consumption Reports
Water Meter Upgrade and Replacement Works - Improved monitoring and controls of the water
network throughout campus to assist in consumption analysis
Infrastructure upgrades and leak detection programme
SUDS- Upper Lake

57. Lean and Green
Projects
Pia Polotto
UCD Estate Services

58. UCD SmartFurniture
Reuse programme
When a leanerprocess is a greenerprocess
Challenges:
• Increased pressure in storage space
• What we keep? What we dispose? Who will reuse it?
• The reuse process was time consuming for Estate
Services staff and for the customer
What we want to do:
• Reduce the waste going to landfill
• Increase capacity of furniture reuse by making the
furniture more visible to staff and greater community.
• Life-Cycle assessment: Identify reuse trends: size,
quality, type of furniture. etc

59. When a leaner processis a greenerprocess -
assessment
What we knew:
• Sustainability was the lean answer.
• The connection between lean and green was beyond waste
reduction.
What happened :
• The fact that both ideas lean and green were implemented
simultaneously unfolded greater benefits: in this case
increased the customer satisfaction and the impact in the
UCD greater community.

60. Focus
Waste reduction: Improve the ecological
efficiency of the process
(diverting from landfill)
while reducing costs= leaner and greener
furniture storage, transportation and life
cycle.
The new process from removal to
donation/reuse/disposal to be long term
sustainable
People and Organisation:
Lean and Green projects require high level
of customer involvement:
active engagement with the UCD
community.
Customer satisfaction: Being greener while
reducing procurement costs.

61. What wedid
Identify
Identify trends
• Optimise storage space
• Increase the quality of the
furniture stored for reuse.
• Identify waste
• Identify the summer as the highest
reuse time and plan for it
• Improve customer satisfaction
Divert
Divert from landfill
• Reduce waste and costs
• Improve the efficiency of the
waste streams (metal, bulky items,
WEEE)

62. Engage
• We put in place a proactive
approach for engaging with charitable
organisations and the UCD Community
that has been win-win for all involved

63. Challenges
The reuse programme had
very little visibility within
the University.
The selection of suitable furniture
was a time-consuming process,
requiring staff to meet in the
storeroom, with often several
interactions before the collection of
the items.
Reaching NGOs and non-
profit organisations was
based on personal
connections and again, time
consuming.
Metrics were not available;
in terms of C02 emissions
savings, waste diverted from
landfill and money saved in
procurement.

64. 64
Increased the
programme’s
visibility
Helped us to
reached the
community
Provided
metrics

65. Conclusion
The integration of
Lean and Green
practices into the
process design of the
UCD Furniture Reuse
Programme in order
to prolong the life
cycle of the furniture
Enabling easy
recycling of items as
well as making
processes more
efficient, i.e. less
wasteful

66. http://www.ucd.ie/agile/
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Lean Green and UCD
… the UCD Agile contribution
Michael Sinnott, UCD Agile

67. 67https://leanngreen.net/

68. 68
From the Green Economy Coalition https://www.greeneconomycoalition.org/

69. 69

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77. Lean
– making systematic improvements
Principles:
• Respect for people
• Focus on value
• Reduce waste
• Identify causes
• Find creative solutions
• Bring about sustainable change
Lean – a systematic approach to asking
and answering questions
How do we avoid
wasting resources,
energy, time,
good will,
collaboration…?
How do we make
things better?
How do we start?
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78. Discussion
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Discussion panel:
Samantha Fahy, DCU
Ciaran Bennett, UCD
Pia Pollotto, UCD
Michael Sinnott, UCD
Please feel free to contact
UCD Agile to discuss the
Lean Green agenda
and more…
Email: agile@ucd.ie
Is there merit in allowing staff to work from home
(when possible) to cut down on transport carbon
costs?
Do you include flights taken by staff on official
business as part of the overall carbon footprint?
Any plans at DCU to encourage/incentivise staff to
reduce airline travel
From your experience, what are the key
characteristics of successful (and unsuccessful)
initiatives to promote sustainability?
If you could give one piece of advice to us in UCD..
besides the green flag.. what would it be?
How do you stop getting overwhelmed?
From Slido:

79. THANK YOU
for joining us at the Work Smarter Together
October Event
- UCD Agile team
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