The central finding of this report is that organizations have adopted sustainability strategically and are executing sustainability initiatives, but their project managers do not have the resources they need to competently manage this process. Their challenges range from project methodology gaps to specific needs in achieving organizational change. This report was not produced or vetted by the PMI Market Research Team. It reflects the results of a survey conducted by leading members of the ProjectManagement.com community who are concerned about project management sustainability.
Sustainability and the circular economy are fast becoming a reality, impacting all business entities. As a result, the industrial realm has been working hard to improve its historic reputation and change operating and management practices. But, particularly when many sectors continue to experience extended market fluctuations and economic impacts, it can be difficult to engage and sustain momentum on improvement initiatives.
Evidence is showing high rates of natural resource project failure, where stakeholders’ conflicts, regulatory and policy-related challenges, and unfavourable external environments are cited as primary causes. These often stem from environmental performance concerns and legacy issues of past practices. And beyond that, breakdowns in communications, and an incomplete identification of relevant risks and requirements, have been recognized as root causes.
Join Kris to learn how Sustainable Strategy adds Value, Engagement and Power. Gain new skills in how to assess your organizational readiness to adopt sustainable strategy including a better understanding of the different stages of the sustainability journey. Join Kris to learn how Sustainable Strategy adds Value, Engagement and Power. Gain new skills in how to assess your organizational readiness to adopt sustainable strategy including a better understanding of the different stages of the sustainability journey. Learn how to engage the Board and the C Suite through demonstrating alignment between sustainable strategy and business value creation.
An expert on leadership, culture change, and organizational development, Bob Willard distils lessons learned about cultural transformation that are described in his book, The Sustainability Champion’s Guidebook. He provides practical guidance on how to embed sustainability into corporate culture, even if you are not the CEO. He outlines a seven-step sustainability change process; seven leadership practices to use throughout the change process; seven paradoxes that enable successful change strategies; and seven derailers to avoid.
The “Sustainable Development” concept is sweeping across the entire world involving almost all social, economic, cultural, educational and political institutions. It is now unrealistic to think of running a program or project without a plan for its sustainability. The current economic and financial crisis plaguing world economies have a been a litmus on their sustainability and long-term viability of many banks and other financial institutions and this has had some dramatic effects in the implementation of projects sponsored by these financial institutions.
Jacqueline Drumheller, Sustainability Manager at Alaska Airlines, will share her real-life (and somewhat humorous) stories about innovations, learnings, and best practices with regard to initiating and implementing a corporate sustainability program. Her presentation will also include tips and lessons learned for organizations who are interested in publishing their first sustainability report (or those who just want to compare wounds with someone who’s been there).
Economic activities may be threatening our environmental and social resources. In the long run these effects are also threatening our economic proseperity which is unsustainable. Changes to sustainabilty can be led by qualified project managers.
In 1994, global carpet tile manufacturer, Interface was inspired to rethink its purpose as a company and climb "Mount Sustainability." This journey, referred to as "Mission Zero" - Interface's promise to eliminate any negative impact the company might have on the environment by 2020 - drives product design, engagement and all of the company's global operations.
People, Planet, Profit and Project-management: that is Four-P. You might think of the word Sustainability here, and it will be used, but since the S-word is used in wildly different ways, it's more useful to be precise. 4P is the Triple Bottom Line + PM. What does project management have to do with 4P? Plenty. I'll be targeting topics such as Risk Management, Innovation, Design, Project Internals, PM Direct and Indirect Influence, Reporting and Economics. I want to hear from you about your own 4P-related work and ideas and questions!
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Addressing seven common risks can help companies better prepare for transformational programs, save time and money, and lay the groundwork for a positive return on investment.
In the last article, we introduced some complexities of mining projects, and thoughts on how those impact the first of “The Three Cs of Success”—coordination. This article will continue to explore complications related to mining, communication and collaboration, and then end with a few suggestions on strategies that might help.
With respect to the mining world, there are additional distinct challenges that impact the success of applying the three Cs (coordination, communication and collaboration), compounding the potential risk of project failure.
How often have you been approached about integrating sustainability into your projects, designs and systems? If you were asked to do this, would you know where to start? Would you understand how to educate and gain the most traction with your teams? This article highlights the necessity of making positive changes to our PMO guidance, and to integrating sustainability into our practices.
Global powers, government and business alike are taking climate change seriously like never before. What can we do as project managers to help the environment? Here are 12 practical ways that we can embed green practices into projects.
Studies have shown that inappropriate requirements are the leading cause of project failure. And a few categories of requirements are not as well documented--and should be considered when it comes to projects within the natural resources and energy sectors. This article discusses the consideration of said requirements, along with the associated risks and opportunities.
Evidence is showing an extremely high rate of project failure, and it doesn’t seem to be getting any better--particularly on projects that have many stakeholders involved, and those that require environmental assessments. What are we missing, and why aren’t our improvement methods working?
Many successful project managers can inadvertently be green at the same time. Why? Good project management practices that succeed in the three key ACE elements are coincidentally sustainable at the same time:
As an award-winning project, Rio Tinto Alcan’s Jonquière smelting facility exemplified its parent company’s commitment to sustainability in a number of ways. And that commitment began with transparency.
Sustainability and green considerations are no longer “nice to haves”, they are critical drivers of organizational success. Here we explore how sustainability is driving organizational strategy and consider how that will increasingly drive changes in the way that projects are executed.
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