Luigi Morsa is a Team Leader, Project Manager, and Aerospace Engineer who has been working in the aircraft industry in Germany since 2012. He holds a Ph.D. in Space Fluid Dynamics from the University of Naples. He holds a Ph.D. in Space Fluid Dynamics from the University of Naples and was a Visiting Ph.D. student at the University of Michigan (2011). 
Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Viewing Posts by Richard Maltzman
Resolve!
 It’s time to make New Years’ Resolutions. One of mine is to have shorter, more concise, and helpful blog posts. So… I have a few suggestions for project managers who want to 'elevate' to Project Leaders: Commit to being a lifelong learner
Check anything that an ‘expert’ tells you – and that ‘expert’ can be AI. Is what the expert told you:
Become more self-aware and develop your Power Skills • Communication: Clearly conveying information and ideas. • Problem-Solving: Effectively addressing challenges and finding solutions. • Collaborative Leadership: Guiding and working with teams to achieve common goals. • Strategic Thinking: Seeing the big picture and making plans for future success. • Active Listening • Adaptability • Conflict Management • Emotional Intelligence (EI) • Negotiation • Relationship Building • Team building and teamwork That’s it – I am consciously avoiding a long, boring post to keep my resolution! I hope to sustain it through 2026. Happy New Year! |
Guest Post: How Neuroscience Applies to Project Leadership
 Neuroscience (even empowered with AI) for Project Management by Luigi Morsa and Richard Maltzman Why Neuroscience The famous former basketball player Scottie Pippen once said: “Chemistry is a very important element for any team that wants to be serious about winning.” [1] By chemistry, most likely, Pippen meant the intangible bond and synergy among teammates that makes them function as a team - far more capable than just a collection of individuals. Pippen's quote bounces far beyond basketball. Similar expressions are heard in business, music, and any group effort where success depends on collaboration. In these contexts, chemistry acts as the emotional glue that makes cooperation smooth. It enables people to handle conflict constructively, celebrate each other’s achievements, and remain resilient under pressure. This raises an important question: What’s the science behind this? And if so, in project management — our field of interest — who is responsible for creating good and productive team chemistry and, above all, how is it best done? As underlined in a recently published article in PM World Journal (Bassi 2025, [2]), Neuroscience has achieved extraordinary progress in recent decades in helping us to understand the brain processes underlying decisions, emotions, and social interactions. The synergy between neuroscience and Project Management represents a promising frontier, capable of transforming the discipline into a truly predictive, adaptive, and sustainable approach. A leader who is aware of neurobiological dynamics can implement so?called ‘Neuroleadership,’ with evident benefits. Some of the most important are listed below.
Key Brain Chemicals in Leadership and Project Management Let´s take a closer look at the Key Brain Chemicals of our interest. In order to introduce them, it is appropriate to give a general definition before. Neurotransmitters are chemicals that carry messages between nerve cells, also called neurons. Neurotransmitters help neurons to communicate and regulate everything from mood to muscle movement. Common neurotransmitters - for instance serotonin, dopamine, and GABA (gamma-aminobutyric acid) play critical roles in mental health and emotional balance [5]. Dopamine is a neurotransmitter produced in the brain that regulates functions like motivation, reward, movement, attention, mood, and learning [6]. Dopamine is linked to pleasure because it activates the brain’s reward system, driving motivation, anticipation, and reinforcement of pleasurable behaviors — but it’s more about wanting than pure enjoyment. The actual sensation of pleasure is mediated by other chemicals, like endorphins and serotonin, while dopamine drives the anticipation and effort to reach pleasurable outcomes [7]. Serotonin is a neurotransmitter that plays a crucial role in regulating mood, sleep, appetite, digestion, and overall emotional well-being. Lack of enough serotonin is thought to play a role in depression, anxiety, mania and other health conditions [8]. Oxytocin is a hormone and neurotransmitter often called the “love hormone” because it plays a key role in bonding, trust, and emotional connection [9]. Low levels may be linked to social anxiety, depression, and difficulty forming relationships. Norepinephrine (also called noradrenaline) is a neurotransmitter and hormone that plays a key role in the body’s stress response, alertness, and regulation of blood pressure [10]. It helps prepare the body for action during stressful situations. Low levels are associated with depression, fatigue, and poor concentration [11]. GABA is the brain’s primary inhibitory neurotransmitter, meaning it helps calm down neural activity. It plays a crucial role in reducing anxiety, promoting relaxation, and maintaining a balanced mood [12, 13]. Our focus, of course, lies on the relationship between neurotransmitters and leadership. The table below summarizes how leaders may leverage neuroscientific insights to enhance motivation, cultivate trust, and regulate stress.
Neuroleadership in Action: Platforms and Software — Final Advice The table presented in the previous section offers a valuable overview and general guidelines. However, to act effectively and navigate the complexities of daily leadership, project managers and project leaders must undergo proper training. Specialized courses are essential—and fortunately, today there are even AI-powered tools that provide real-time support. Among the most notable platforms, several stand out with remarkably similar names:
Clearly, investing time in training and equipping oneself with the right tools is essential. This also requires support from companies, which should recognize that having managers trained to lead people and teams more effectively yields significant benefits: greater efficiency and productivity, improved retention and knowledge growth, and enhanced innovation. In short, it is a smart investment—not a wasted one. According to a recent Forbes article titled “The Neuroscience Behind Business Growth” [27], companies that adopt neuroscience-based strategies have reported a 12% improvement in productivity, along with increased creativity and innovation among employees. References [1]. Basketball Mindset Training. "51 Basketball Team Quotes on Sacrifice, Teamwork & Chemistry." Last modified March 20, 2024. https://www.basketballmindsettraining.com/blog/basketball-team-quotes. [2]. Bassi, Antonio. “Neuroscience and Project Management: Towards a New Frontier in Project Management.” PM World Journal 14, no. 10 (October 2025). https://pmworldjournal.com/article/neuroscience-and-project-management. [3]. Magnusson, Olga. “Project Management and Neuroscience: Leveraging Cognitive Biases for Better Decision-Making.” Institute of Project Management. June 25, 2025. https://instituteprojectmanagement.com/blog/project-management-and-neuroscience/. [4]. Miller, Ben. “What Is Neuroleadership? Definition, Examples, and Applications in Project Management.” The Digital Project Manager. October 24, 2023. https://thedigitalprojectmanager.com/project-management/what-is-neuroleadership/.. [5]. Olivia Guy-Evans, "Neurotransmitters: Types, Function and Examples", Simply Psychology, updated May 16, 2025, https://www.simplypsychology.org/neurotransmitters.html [6].Harvard Health Publishing, “Dopamine: The pathway to pleasure”, no date, https://www.health.harvard.edu/mind-and-mood/dopamine-the-pathway-to-pleasure. [7]. Editors of ScienceNewsToday. "Your Brain on Dopamine: The Science of Motivation and Pleasure." ScienceNewsToday, 8 Aug. 2025, https://www.sciencenewstoday.com/your-brain-on-dopamine. [8]. “Serotonin.” Cleveland Clinic. November 21, 2025. https://my.clevelandclinic.org/health/articles/22572-serotonin. [9]. “Oxytocin: The Love Hormone,” Harvard Health Publishing, November 21, 2025, https://www.health.harvard.edu/mind-and-mood/oxytocin-the-love-hormone. [10]. “Norepinephrine (Noradrenaline),” Cleveland Clinic, November 21, 2025, https://my.clevelandclinic.org/health/articles/22610-norepinephrine-noradrenaline. [11]. Adrienne Dellwo, "What Does Norepinephrine Do in the Body? A Chemical/Hormone That Affects Mood, Energy, and More," Verywell Health, October 9, 2025, https://www.verywellhealth.com/norepinephrine-noradrenaline-5208854. [12]. “Gamma-Aminobutyric Acid (GABA): What It Is, Function & Benefits.” Cleveland Clinic, 25 Apr. 2022, https://my.clevelandclinic.org/health/articles/22857-gamma-aminobutyric-acid-gaba. [13]. Pugle, Michelle. “6 GABA Benefits That Can Support Long-Term Health.” Last updated October 20, 2025. Medically reviewed by Violetta Shamilova, PharmD. Verywell Health. https://www.verywellhealth.com/gaba-5095143. [14]. Gonzalez, Marlene, Justin James Kennedy, and Kerrie Alanen. “Neurotransmitters of Leadership.” Psychology Today. June 23, 2023. https://www.psychologytoday.com/us/blog/brain-reboot/202306/neurotransmitters-of-leadership. [15]. Falk, Stefan. “Understanding the Power of Intrinsic Motivation.” Harvard Business Review. March 8, 2023. https://hbr.org/2023/03/understand-the-power-of-intrinsic-motivation. [16]. Hails, Daniel. “The Neurological Chemistry of Leadership.” People Development Magazine. November 9, 2023. https://peopledevelopmentmagazine.com/2023/11/09/chemistry-of-leadership/. [17]. Harvard Health Publishing. “Serotonin: The Natural Mood Booster.” Harvard Health. Accessed November 22, 2025. https://www.health.harvard.edu/mind-and-mood/serotonin-the-natural-mood-booster. [18]. Wisconsin School of Business. “The Chemicals of Leadership.” Wisconsin School of Business. Accessed November 22, 2025. https://business.wisc.edu/chemicals-of-leadership. [19]. Rudd, Julie, and Jane E. Dutton. “Connect, Then Lead.” Harvard Business Review. July–August 2013. https://hbr.org/2013/07/connect-then-lead. [20]. Neurolaunch. “The Neurochemistry of Focus.” Neurolaunch. Accessed November 22, 2025. https://neurolaunch.com/neurochemistry-of-focus. [21]. McKinsey & Company. “Performance Under Pressure.” McKinsey & Company. April 2, 2020. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/performance-under-pressure. [22]. McLeod, Saul. “GABA (Gamma-Aminobutyric Acid): Function & Effects.” Simply Psychology. August 15, 2023. https://www.simplypsychology.org/gaba.html. [23]. BetterUp. “Psychological Safety and Leadership: How Leaders Can Create Safe Environments.” BetterUp. June 28, 2022. https://www.betterup.com/blog/psychological-safety-and-leadership. [24]. https://www.neuralead.org/ [25]. https://neurolead.net/model/ [26]. https://neuroleadership.com/niles [27]. McGruer, Dawn. “The Neuroscience Behind Business Growth.” Forbes. September 4, 2024. https://www.forbes.com/councils/forbescoachescouncil/2024/09/04/the-neuroscience-behind-business-growth/. From the Blog: Thanks to Dr. Luigi Morsa for this guest post. Below is his bio and other information. The relevance to People, Planet, Profits, and Projects is this: understanding ourselves - being self-aware and knowing how we think - that's key to thinking long-term and to providing value in our projects.
Over the course of his career, he has gained substantial experience in leading teams within highly challenging and demanding environments. His passion for project management has led him to contribute chapters and case studies to several books by Dr. Harold Kerzner, the globally recognized pioneer in the field. These include Project Management Case Studies (Wiley, 2017, 2022), Innovation Project Management (Wiley, 2019, 2023), and Global Project Management (Wiley, 2026). Together with Richard Maltzman, PMP and Master Lecturer at Boston University Metropolitan College, Luigi co-authored the chapter 10 Lessons Learnt from Irresponsibility in Project Management for the De Gruyter Handbook of Responsible Project Management (De Gruyter, 2023). In April and June 2023, Luigi delivered online lectures on the “Boeing 737-Max Case Study” for the courses Portfolio and Program Management and Project Value Strategies at Boston University. In 2018, Luigi was a speaker at the Project Management Institute EMEA Congress in Berlin, where he discussed the complexity of the aircraft industry market, with particular emphasis on aligning product development with customer needs. He also presented at the 18th Annual Project Management in Practice Conference in Boston (2024), showcasing the latest advancements in artificial intelligence software for project and innovation management. In November 2024, he spoke alongside Richard Maltzman at the International Project Management Day hosted by International Institute for Learning, delivering a talk titled Human-AI Synergy in Practice: From Traditional to Innovation Project Management. Since 2019, Luigi has been a regular contributor to the IIL Blog, publishing articles on topics such as employee engagement, innovation, team management, risk management, conflict resolution, Agile methodologies, and artificial intelligence. |
Post-haste, Post-Summit Poster Post Part 2
Categories:
definition of a project
Categories: definition of a project
 In my last post, I discussed how a simple poster at the PMI Global Summit in Phoenix, AZ, USA made me feel like there is real progress being made towards a value-based view of project management – a LEADESRSHIP role for project ‘managers’ (really project LEADERS) who see themselves – and through their mindset and actions convince others that they are indeed leaders and not just a project task overseer (manager). In this brief post (more later) I will discuss the brand new PMBOK® Guide’s 8th Edition, announced also at that PMI Global Summit – which I was honored to attend. The 7th Edition of the PMBOK® Guide did bring value to the forefront and in a limited way, encouraged project managers to think long-term and to think broadly about not only their projects’ outcomes but also of the impact (benefits and nasty impacts) of the product of the project in steady-state use. It made some steps forward in terms of triple-bottom-line thinking (as in the title of this very blog – People, Planet, Profits). A scan of the document shows that “sustainability” in one form or another is mentioned quite a bit (see figure below). Section-by-Section SummaryBelow is an overview of how sustainability is referenced throughout the PMBOK® Guide – 8th Edition. While the PMBOK® Guide emphasizes sustainability most strongly in Section 3.7, related themes thankfully are not only segregated into one section – they appear in several principles and performance domains.Section 3.7 – Integrate Sustainability Within All Project AreasThis is the dominant focus area for sustainability. It contains the majority of the sustainability terminology and establishes sustainability as a core project management principle. This is where the 8th edition is taking leaps instead of steps forward.Section 3.3 – Adopt a Holistic ViewSustainability is referenced through systemic thinking and interconnected project impacts. Now, I would have liked to have seen this say ‘impacts of the project’s product’ but this is still a big step forward.Section 3.5 – Embed Quality Into Processes and DeliverablesSustainability is included as one of the dimensions of quality (of course, quality itself should not be limited to any one section, a project leader would think broadly and deeply about what he or she is doing at any stage of a project and in thinking about the project’s product in use a week from now, a month, a year, a decade from now.Section 2.3 – Schedule Performance DomainMentions integrating sustainability into scheduling considerations.Value How about value? Does the PMBOK® Guide 8th Edition value value? It certainly does. Here are a few highlights:
I’ll close this quick review post with the very definition of PROJECT. Here it is:  This is is no small change. And it is a change that is a long time coming As you'll hear in the video below, we thought this was etched in stone. Nope. Rather than taking my word for it, or hearing my opinions on this change, I invite you to watch this video conversation between Cornelius Fichtner and Jesse Fewell (the Chair of the PMBOK® Guide 8th Edition Development)  ttps://www.linkedin.com/events/insidepmbokguide8-whatprojectma7397053929219346432/ |
Post-Haste Post-Summit Poster Post
Categories:
8th Edition PMBOK
Categories: 8th Edition PMBOK
 The year was 2008 (or so). Maybe earlier. My colleague, Dave Shirley and I each led groups of about 10-15 project managers, deploying telecom networks around the world. We had neighboring offices and often discussed project management issues. One topic that kept coming up in conversation was the fact that our project managers were such amazing “get it DONE” people. Their focus on the end date and the turnover of the telecom network to customers such as Deutsche Telekom, KPN, Singtel, Verizon and Comcast was intense. At the same time, both of us were noting what was being said about the environment – climate change, declining species, and also the whole concept of economic and social sustainability – thinking past the end of the project. One day, over a mediocre meal at the cafeteria (or maybe it was coffee… or a beer…too long ago to remember) we lamented that there was no ‘thought leadership’ in this area. Perhaps someone should write a book about how project managers could (and should) think past the end of their project to include the effects their project – and importantly their project’s product – would have on the customers and other stakeholders, and the economic long-term effects (maintenance, energy use, ability for the network to make money for our customers). And so we did. We wrote and published (with the help of our publisher CRC press) a book called Green Project Management. At the time, it got mixed reviews, with the most negative coming from those “get it DONE” project managers (not our folks, but others like them) who pretty much expressed frustration with ‘yet another constraint’ and ‘this is not our job – we just get the product out’ types of comments. Others liked the book. Alot. This included PMI, apparently as they gave the book the Cleland Award for Literature in 2011. We focused, however, on those who were skeptical about the idea of long-term, sustainability-oriented thinking in Project Management, following up the book with a second one called “Driving Project, Program, and Portfolio Success – The Sustainability Wheel”. Realizing that the behavior of project managers came from their line management, and a more strategic level, we aimed this book at the Program and Portfolio managers, often the supervisors or at least overseers of project work. We don’t know how much that book (or for that matter, the Green Project Management book) made a difference, but to bring this to current times, I was thrilled to see a poster at the PMI Global Summit 2025 this month, pictured at the top of this blog post.The poster encapsulates the ideas we were pushing (and continue to promote). And it’s not ‘just’ a poster – although this messaging is super-important. It’s the overall increasing importance that leaders in PM are placing on VALUE DELIVERY, and that ‘value’ is multi-faceted. It is not just the delivery of a ‘thing’ or a ‘service’ on time, under budget, and meeting requirements, it is really about the steady-state availability of the benefits of that product-of-the-project for months, years, decades, and it takes into account any 'disbenefits' (negative impacts) to the planet, the people (employees, neighbors, customers) that may come along with that product. Thus the title of this long-running blog post series! In Part 2 of this post (arriving post-haste), I will provide some thoughts and analysis on how this poster connects with the new 8th Edition of the PMBOK® Guide. |
The Project Leader and Unembodied Carbon - Part 2
| [NOTE: Imaging issues from projectmanagement.com have prevented the image from appearing here. They are working on it] In Part 1 of this series I discussed the built environment as a growing practice area for project managers that really needs project leaders to take the long-term view and consider things like ‘embodied carbon’. My suggestion is that you read that short post before jumping into this one. In Part 2, I’ll cover how AI can help here and provide you with a checklist for ‘Managing Material Innovation for Reduced Embodied Carbon and to Respond to Supply-Chain Threats and Opportunities’. How AI Is Becoming a Game-Changer in Low-Carbon Material Decisions If tariffs, supply volatility, and carbon targets are changing the construction game, AI is changing how we play it. For project managers and procurement leaders, artificial intelligence is no longer a futuristic concept — it’s a practical decision-support partner that can reveal hidden carbon, predict risk, and help you lead with data-driven confidence. Below are a few ways AI is already reshaping material selection and sustainable project leadership. 1. Seeing Carbon Before You Build: AI-Driven Life Cycle Assessment Until recently, understanding the embodied carbon in materials meant waiting weeks for consultants to crunch spreadsheets. Now, AI tools can analyze thousands of materials in seconds, showing which combinations minimize both cost and carbon. Embedded into BIM and digital-twin platforms, these systems allow PMs to: Compare carbon footprints between design options in real time. Evaluate trade-offs — like whether a recycled product shipped from afar beats a locally made conventional one. Build carbon-aware budgets and schedules before procurement even begins. Leadership takeaway: You don’t need to be a data scientist. You just need to ask better questions — and AI gives you the numbers to back them up. 2. Forecasting Tariff Impacts and Supply Chain Disruptions AI’s predictive analytics can scan economic data, trade policies, and logistics trends to forecast tariff changes and material shortages months in advance. Imagine a dashboard that tells you: “Due to new import duties on steel, costs and embodied carbon are projected to rise 12% next quarter — consider switching to regional suppliers using renewable energy.” This is where sustainability meets foresight. Leadership takeaway: AI enables project managers to move from reactive procurement to proactive strategy, turning volatility into a competitive advantage. 3. Designing Out Carbon with Generative AI Generative design tools use AI to explore millions of possible configurations for a structure, optimizing strength, weight, and sustainability. They can suggest new framing layouts, alternative materials, or reinforcement patterns that reduce material use by 10–30% without compromising performance. Leadership takeaway: By bringing AI into early design conversations, PMs can literally “design out” embodied carbon before it ever enters the supply chain. 4. Verifying Supplier Credibility With hundreds of vendors now marketing themselves as “green,” AI can help project managers and procurement officers separate genuine sustainability from greenwashing. AI systems can: Scan Environmental Product Declarations (EPDs) for accuracy.Cross-check supplier claims against emissions databases.Rank vendors by verified sustainability performance and reliability. Leadership Takeaway: This reduces procurement risk and ensures your low-carbon goals survive contact with the marketplace. 5. Turning Data into Strategy: AI-Assisted Dashboards AI dashboards integrate cost, schedule, and carbon metrics into one visual decision tool. They let project leaders run “what-if” simulations — for instance: What if we use recycled steel from Supplier A versus virgin steel from Supplier B? How will that choice affect carbon totals, delivery time, and project cost? Leadership takeaway: When you can show a sponsor that a design choice both reduces embodied carbon and mitigates tariff risk, sustainability becomes part of your business case — not a cost line item. Why This Matters for Project Leaders AI won’t make sustainability decisions for you. But it gives you clarity, speed, and confidence — three things every project leader needs when balancing innovation, cost, and responsibility. In this new era, the project manager’s role is evolving from executor to strategic interpreter, Translating data into insightTurning sustainability goals into procurement strategyLeading teams through the change, not around it. That’s AI-powered leadership — and it’s exactly where project management (leadership!) meets purpose. Here’s a case study that illustrates reducing embodied carbon: Keppel Corporation, a Singapore-based property and infrastructure firm, adopted a long-term, whole-life-thinking approach to embodied carbon when it refurbished its 22-year-old Keppel Bay Tower rather than demolishing and rebuilding. Through this “sustainable urban renewal” strategy the company preserved existing structure (thereby avoiding the embodied carbon of new construction) and implemented energy-performance upgrades, smart systems and façade improvements. As a result, they estimated a saving of about 40,000 tonnes of CO? compared with a standard new build in that market. What makes this case relevant for project leadership is that the PM and programme team treated the project not as one-off construction, but as part of a longer-term asset-portfolio lifecycle. They factored in embodied carbon alongside operational carbon, aligned procurement and design with sustainability targets, and used the retrofit to build knowledge and capabilities for future renewal projects across their portfolio. Source: Reuters - How choosing renew over building new is saving Keppel money and carbon | Reuters As promised, here is the checklist you can use to help your organization reduce embodied carbon: --- Checklist: Managing Material Innovation for Reduced Embodied Carbon and to Respond to Supply-Chain Threats and Opportunities 1. Strategic Alignment & Scope Definition Confirm that sustainability and embodied-carbon goals are explicitly stated in the Project Charter. Identify specific low-carbon material targets (e.g., % of recycled content, embodied carbon per m²). Setting objectives is just as important here as it is for ‘regular’ project work like schedule, budget, and resource optimization. IMPORTANT: Map how these targets align with broader organizational ESG or net-zero goals. You should be able to make a strategic connection to these aspirations, especially since they may incur costs and schedule delays.Secure executive sponsorship—ensure the business case includes long-term value, not just cost or schedule metrics. 2. Supplier & Market Intelligence Conduct a market scan of available low-carbon material suppliers (local and international).Evaluate supplier maturity: production capacity, certification (EPD, LEED, ISO 14067), and track record. Assess tariff exposure: identify any import duties, trade barriers, or geopolitical risks affecting cost and availability.Stay up-to-date with the news, as this can change by the day (or even the hour). Build a dual-sourcing strategy where feasible (especially if tariffs or logistics disruptions are volatile). 3. Procurement & Contracting Incorporate sustainability clauses into RFPs and contracts (e.g., embodied-carbon limits, lifecycle performance). Require supplier disclosure of embodied-carbon data and sustainability certifications. Use total cost of ownership (TCO) and carbon cost in bid evaluation—not just upfront material price.Clarify responsibility for verification of carbon data—third-party audits where needed. Include contingency clauses for tariff-related cost escalation or supply disruption. 4. Planning & Risk Management Add material-innovation risk to your Risk Register early (with triggers, probability, and mitigation plans). Conduct schedule impact analysis: new materials often require extra testing, permitting, or stakeholder review. ? Plan for mock-ups or pilot testing to validate constructability and performance. Coordinate with design, procurement, and construction teams to align expectations and sequencing. Engage early with permitting authorities—new materials may need additional compliance review. 5. Execution & Quality Control Verify supplier production capacity before committing to full-scale procurement. Track delivery lead times; maintain a materials dashboard for visibility. Perform quality inspections to ensure consistency with specifications (especially for recycled or bio-based products). Monitor on-site storage and handling—innovative materials may have specific environmental sensitivities (e.g., humidity, curing time). 6. Monitoring & Reporting Implement KPIs for embodied-carbon reduction and procurement diversity. Use digital tools (BIM, LCA software) to track carbon data against baseline. Monitor tariff or policy changes weekly — and adjust sourcing strategy as needed. Communicate progress to stakeholders via sustainability dashboards or project scorecards. 7. Closure & Lessons Learned Verify and document actual embodied-carbon outcomes at project completion.Capture lessons learned on supplier performance, logistics challenges, and policy impacts.Recommend updates to procurement frameworks or PMO templates for future low-carbon projects.Celebrate and communicate sustainability success stories—this reinforces stakeholder trust and positions your team as an innovation leader. The main takeaway from this series: you have more power than you think to change the impact of your project from a sustainability perspective. Although this was mainly about the built environment, the checklist and advice can apply to many other product and service projects. In whatever your endeavors... Be a project leader. |