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Date
We’ve been “hawking” the word greenality where ever and whenever we can. It is not just because we coined the word in our book, Green Project Management, but because the concept’s suffix is so important to our world, the world project management. Also, it connects to a list of “ity” words that affect our world. And, as bloggers, we are “word”, not necessarily “wordy,” people, and it is so much fun to play with words.
When we think about greenality, “degree to which an organization considers the green (sustainable) aspects of a project throughout the project life cycle and beyond,” we also think about its influence by those other “ity” words. Here are some of the connections;
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The most obvious is to sustainability, defined in a myriad of ways, including; the Brundtland definition “development which meets the needs of the present without compromising the ability of future generations to meet their own needs” and from Getting Green Done “being in business forever.”
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How about longevity? While not an “ity”, we, as project managers, are concerned with legacy, our own and the projects. The project, being a unique, temporary endeavor probably won’t have longevity, but the product of the project might. How the project is perceived, how it is run, how the product performs for instance, results in the project’s, and our, legacy. That leads us to a couple of other “ity” words.
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If greenality is not considered when making important project decisions, whether in the planning phase, execution phase or any other phase when a project decision has to be made, there could be a proclivity, culpability, vulnerability or susceptibility toward, for or to increased project risks. There could be an immediate penalty (almost an ity) from regulatory agencies or public backlash from stakeholders. Because of the possible issues arising there could be an inclination toward project failure rather than success.
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Since greenality considers the sustainability aspects throughout the project and beyond, we need to add maintainability. We must think about the handoff to operations and whether or not the product of the project is maintainable.
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A combination of the above issues may compromise the project manager’s ability to lead the project team because more and more individuals are looking to work for organizations that are more corporately socially responsible. Team members are looking to do the right thing and look to the project manager for direction.
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There is quality. We all know how that affects the project and the project’s processes. Poor quality, like poor greenality has its own rewards; rework, scrape, fines, loss of credibility and confidence in the market place, etc.
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How about responsibility and accountability? Those are good words when it comes to thinking about greenality and are linked back to susceptibility and vulnerability for sure. If we are left vulnerable and susceptible to regulatory issues and public backlash, then who is responsible and particularly, accountable?
We could go on to the point of absurdity, but you get the picture. “ity” is just a way to remember that greenality is connected to the world of project management in more ways than we can capture here. But know that we can live in the intersection between green (sustainability) and project management and continue to show a great deal of creativity and productivity when managing our projects. And, if you so desire, please feel free to add your thoughts here and to infinity, Buzz.
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Posted
by
Dave Shirley
on: August 26, 2011 02:56 PM |
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