People, Planet, Profits & Projects

Our last post was called "View From The Top".  This one is called "View From the Top (of the world)" because it deals with the Arctic - which you could call 'the top of the world", I suppose.

In the most recent edition (August 2016) of PM Network, in their Voices segment, there is an interview with Kamil Jagodzinski.  Kamil is the senior PM of the Arctic Portal, in Akureyri, Iceland.

That, in and of itself, is interesting – a featured interview with a project manager of an private agency that provides information-sharing and builds a community of shared knowledge regarding the Arctic.  The name of the article is also interesting: “A Change in Climate”.  It’s interesting because we are pleased to see the increased coverage given to the intersection of PM and sustainability in PM Network, and hopefully reflected in upcoming standard revisions, like next years’ revision of the PMBOK® Guide to the 6^th Edition.

Let’s learn more about the Arctic Portal, from its own website:

The Arctic Portal is a comprehensive gateway to Arctic information and data on the internet, increasing information sharing and co-operation among Arctic stakeholders and granting exposure to Arctic related information and data.

The Arctic Portal is operated in consultation and co-operation with members of the Arctic Council and its Working Groups, Permanent Participants, Observers and other Stakeholders.

The Arctic Portal is a network of information and data sharing and serves as host to many web sites in a circumpolar context, supporting co-operation and outreach in science, education, and policy making.

The Arctic Portal is managed as a private organization, located in Akureyri, Iceland, under an international board of directors.

The Arctic portal is  operated in consultation and co-operation with members of the Arctic Council. Many people south of the Arctic Circle (and that is many, many people!) have no idea what this is.  So from their website:

The Arctic Council is the leading intergovernmental forum promoting cooperation, coordination and interaction among the Arctic States, Arctic indigenous communities and other Arctic inhabitants on common Arctic issues, in particular on issues of sustainable development and environmental protection in the Arctic. This article contains a backgrounder on the Arctic Council and its work.

The Arctic Council is the leading intergovernmental forum promoting cooperation, coordination and interaction among the Arctic States, Arctic indigenous communities and other Arctic inhabitants on common Arctic issues, in particular on issues of sustainable development and environmental protection in the Arctic.

The Ottawa Declaration lists the following countries as Members of the Arctic Council: Canada, the Kingdom of Denmark, Finland, Iceland, Norway, the Russian Federation, Sweden and the United States.

In addition, six organizations representing Arctic indigenous peoples have status as Permanent Participants. The category of Permanent Participant was created to provide for active participation and full consultation with the Arctic indigenous peoples within the Council. They include: the Aleut International Association, the Arctic Athabaskan Council, Gwich’in Council International, the Inuit Circumpolar Council, Russian Association of Indigenous Peoples of the North and the Saami Council.

If you are a regular reader of this blog, you know that I recently completed a series of posts about Alaska and Northwestern Canada and its indigenous peoples – and their lessons for project managers.

So on to the interview.  Of course, we recommend that you read it in its entirety, however here are some highlights in terms of the deliverables from Arctic Portal.  During the interview, Kamil reviewed two of the projects from Arctic Portal.

• “Arctic Renewable Energy Atlas, we will collect renewable-energy best practices—from Russia, Scandinavia, Iceland, Greenland, Canada and the United States—and enable these countries to learn from each other. If we show there's a school in Finland that has the largest solar panels in Scandinavia, then other countries can learn to establish similar practices.”

• “One project involves weather prediction in polar regions and beyond, linking the climate changes in the Arctic to changes in mid latitudes.  We will partner with meteorological centers and research institutes and our role will be to communicate the science to stakeholders, mainly in the private sector.”

All good stuff.  So I gave the Arctic Portal a whirl myself, and would encourage you to do so.  One feature I really liked was a really cool (excuse the pun) interactive map in which you could apply different overlays on the arctic region to see different perspectives.  The tool is available for free and allows you to create your own tailored-made map.  I chose to do one that showed the change in ice extent over just the past few years (see the shaded colors below), as well as the location of the Arctic Circle itself .

Check it out at (insert deep link to interactive map here).

And as I suggested, read the entire interview here:

http://www.pmi.org/learning/publications/pm-network

In the June issue of PM Network magazine, there is a segment called “From The Top”, which caught my attention.  It did so because it is subtitled, “NOT ALL ABOUT THE MONEY” and is focused on what turned out to be a recent PriceWaterhouse (PwC) survey of 1409 CEOs from 83 countries.  The extensive set of questions covered topics near and dear to the hearts (and bottom lines) of these CEOs.

I was struck by the fact that the questions probed into areas about which we’ve been blogging for a long time, and I was impressed that PM Network took the time to cover the results which project managers need to see.

Here’s a video from Pwc that describes the survey.

What are the important takeaways for project managers?

When asked what makes for an organization that will be successful in five years, 87% said “Prioritize long-term over short-term profitability”.  This speaks to the idea that project managers need to think of their projects’ outcomes in the steady-state, not just the handover. 

Another key item, and in fact the featured ‘pull-quote’ in the PM Network piece, is this: 76% of CEOs agree that business success is defined by more than profits.  So where the first statistic focuses on a longer view in terms of time, this statistic says that your project sponsors are also interested in the breadth, the scope, the multiplicity of stakeholders, including the community, the environment, the social aspects of the project’s outcome.

You may have noticed that one of the key words in this post is “outcome”.  We often think of “deliverables” and “handovers” and, most dangerously, “the end” of the project, when in fact, what do we do as Project Managers?  We enable outcomes. 

And those outcomes have longevity, and those outcomes serve (and likely also impact) a multifaceted and increasingly intertwined set of stakeholders.   Understanding and planning for these aspects of the longer, broader view of your project’s outcome will make you a better project manager, and make for more successful outcomes - the way that CEOs see it.

Please see the entire survey, "Redefining Business Success in a Changing World", posted here.

We’ve written extensively about the connection between an organization’s high-level mission/vision/values and its low-level operations.  Our books discuss how that key connection between the organization’s resulting strategy and its operations, and the fact that it is us – project, program, and portfolio managers - who make up the single and critical connecting fiber between these.  We assert that projects (and project managers) are “where the rubber hits the road”.   A good project manager can almost see the skid marks and smell the burning rubber.  You can find out much more about this metaphor in our books or in this video.

It’s now been about six years since we’ve been making these points and it’s great to see that the evidence which support our early (and continued) assertions is piling up.  One recent example is PMI’s Pulse of the Profession study, a 2016 edition of which, is entitled, “The Strategic Impact of Projects: Identify Benefits to Drive Business Results”.  This study surveyed almost 1200 project management practitioners.

The report is well laid-out and illustrated, so we won’t duplicate it here, after all, it’s available for free download thanks to PMI.  What we do want to do in this brief post is to highlight a couple of findings that continue to illustrate the connection between sustainability and project management.

Let’s start with the end game here.  Projects are about realizing benefits, right?  And indeed, organizations with high maturity in benefits realization – in other words, those organizations in which the project manager is focused NOT on meeting a particular end date for a particular set of features and functionality but rather on serving the mission of the company, well, those organizations waste more than 2/3 less money on poor performance than those with low maturity in this area.

Think about that.  This statistic says that if an organization puts effort into up-skilling its project managers so that they focus on the long term and connect their project’s goals with the organization’s goals (many of which include Corporate Social Responsibility metrics), a direct result is that they will be significantly more effective ECONOMICALLY.

Yet, the next statistic is chilling.  83% of organizations lack this maturity in benefits realization.  This is why we continue to push for a better connection between project management and benefits realization, and a big part of that is getting your project management community to recognize their own power, their importance, and their absolute need to think past the end date of their project and into that not-too-distant-future beyond handover and into operations.

And guess what?  Of course it’s about the money – and those two statistics show the monetary outcomes we’re featuring.  But it goes beyond money – it goes to overall results, which reflect the real success of the sustainable economics of a firm.  Here’s another statistic:

For projects which identify benefits early – which we interpret as figuring out how their project fits holistically in the organization, the society, and the environment, nearly three quarters of projects meet goals and business intent (in other words, real success).  For those projects in which organizations do NOT identify the benefits early, well their real success rate drops to under 50%.

That’s a striking difference, and it’s a difference with a lesson.  Identify the benefits early in your projects!  Connect them to overall organizational goals.

PMI provides good advice in this document, we share one tip here – what are the questions and activities related to benefits realization that you can use in your organization to gain maturity in this area?  See the chart below.

One other tip from us: from a triple-bottom-line perspective, you can’t see how your project is connected to the organization’s sustainability statements (and, more importantly strategic goals and objectives in this area) unless you look for what your organization is stating to the public and its customers about this.  This is your ‘golden thread’ to enterprise level 'ideation'.  To do this, you can take the three-click challenge we blogged about a while ago.  This is our connection to Dorothy and her advice from Glinda, the Good Witch - and of course, the famous footwear.  Can you get to your organization’s sustainability statements in just three clicks?  And, no matter how many clicks it takes, you still win – because now you have one of the connections to benefits realization you didn’t have before the challenge!

...well, not that sort of celebrity - I'm referring to the cruise line, Celebrity.

This is a special post which is made up of an interview with Ioannis Tsagkas, Environmental Officer of the Celebrity ship, Millennium.  He's shown above.  He's the one with the stripes.  I am the one (ironically) with the boat on his shirt. 

What are the duties and roles of an Environmental Officer?

The basic duties are to:

• Increase environmental awareness amongst crew and passengers
• Assure that the crew is trained in all environmental aspects of cruising at any stage during preparation, actual cruising, and while docked or under maintenance
• Assuring that all aspects of waste are properly handled: air, liquids, and solids

Can you give some examples of how these duties are executed?

Let’s take dealing with waste as an example.  What do you think happens with the water you use, say, after you have showered in your stateroom? (your humble interviewer indicates he has no real clue).

Well, here’s what happens to it.  It goes through a system called AWP (Advanced Wastewater Processing), and is processed through a bioreactor and disinfectant system.  See this document for reference: http://www.celebritycruises.com/media/en_US/pdf/environment/Celebrity_Web_Update_Q1_03_27_13.pdf

Another example: the emissions of the ships are cleaned using AEP Advanced Emission Purification systems.  See this video (click on the image or here) for details:

You mentioned training.  How are the staff made aware of the importance of sustainability on a day to day basis?

Actually, it’s right on their name tags.  Celebrity uses the “Save the Waves” program, established by the parent company of Celebrity (Royal Caribbean) as a comprehensive program based on 4 principles:

1. Reduce, Reuse, Recycle - Reduce the generation of waste material, reuse and recycle wherever possible, and properly dispose of remaining wastes.
2. Practice Pollution Prevention - Nothing may be thrown overboard. Nothing.
3. Go Above and Beyond Compliance (ABC) - Means doing more than is required by regulations.
4. Continuous Improvement - Change is the only constant; innovation is encouraged and rewarded.

And indeed everyone – and I mean everyone - (points to his own badge) has the “Save The Waves” icon on their name tag – a daily reminder of the importance of sustainability on our ships and in our minds.  Training is of course what stands behind this – a name tag and principles are not enough.  Environmental training is mandatory for all staff.  Training and programs are aligned with ???the International Convention for the Prevention of Pollution from Ships (MARPOL), which is the main international convention covering prevention of pollution of the marine environment by ships from operational or accidental causes.  Read about this standard here:  http://www.imo.org/en/About/conventions/listofconventions/pages/international-convention-for-the-prevention-of-pollution-from-ships-(marpol).aspx

If you are interested in the level of detail with regards to training, check out this Annex of MARPOL:

http://www.marpoltraining.com/MMSKOREAN/MARPOL/Annex_I/

Our readers are project managers.  What are some interesting example projects you can share with us?

The most recent I can give you is this drydock ‘refit’ project.  Just to give you an idea of scope, we removed 125,000 square feet of paint from the ship as one of the many tasks. (Watch this video – it explains the project in detail – fascinating- http://www.cheknews.ca/millennium-cruise-ship-undergoes-refit-at-victoria-shipyards-170874/

What is it about Alaska, and cruising in this part of the world that inspires you as an Environmental Officer?

Alaska is the last frontier.  It features eagles and whales, salmon, bears, the list goes on and on.   When I am here I feel like I am a citizen of the planet – not any particular country.  And I know that I’m not the only one.

Do customers inquire and/or seem interested in environmental issues, and has that level of interest changed in the past decade?

Yes, we get a lot of questions and concerns about sustainability and I have noted an increase in this especially in the past few years.

What are your feelings about eco-tourism?  Is it a plus or a minus for the environment?

I think it is a positive if it is done responsibly as we strive to do.  It increases sensitivity to the environment.  I think people come off of a cruise to Alaska as a little bit more of an environmentalist of sorts.

In part 1 of this post I discussed in general the background of the indigenous people of western Canada and southeast Alaska. With that background in mind, consider the Huna Totem Corporation.   And consider the concept of a Social Sustainable Environmental Enterprise (SSEE).  We’re going to look at one in particular.  You guessed it: Icy Strait Point of Hoonah, Alaska.  See photo below.

Icy Strait Point - Hoonah, Alaska

An SSEE is defined as an innovative enterprise that has dynamic operational strategies while still maintaining its corporate core values and integrating social, environmental, cultural, economic and political.

The concept of an SSEE is explained quite well in this paper,  “Aboriginal Tourism as Sustainable Social-Environmental Enterprise (SSEE): A Tlingit Case Study from Southeast Alaska”,  from the International Indigenous Policy Journal which uses the Huna Totem Corporation  of Hoonah, Alaska, as an example.  We’ve put a reference to the paper at the bottom and have attained direct permission from the authors to use sections of it in this post.

 From the paper:
In 2011, the United Nations World Tourism Organisation (UNWTO, 2011) set three broad goals toward achieving (sustainable tourism): environmental protection, social justice, and economic prosperity. These goals are commensurate with the triple bottom line (TBL) approach to sustainable enterprise introduced more than a decade ago (Elkington, 1998). However, when applying the concept of sustainability, it is important not to do so within a static framework that assumes conditions are stable, predictable, and controllable. The concept of sustainability in business practice needs to be applicable to changing environmental and market conditions. Furthermore, they noted that people have different ways of interpreting sustainability; thus, a viable sustainability framework should allow for interpretation and adaptation to various sociocultural and environmental contexts.

So now, let’s look at Icy Strait Point, the SSEE example, and some background behind it.  Using the “Begin with the End in Mind” philosophy of Stephen Covey, you may choose to watch this video first:

In addition to the video, there is this brief description from the paper:

In attempt to create a new cruise tourism destination, HTC (Huna Totem Corporation) co-developed Icy Strait Point (ISP) with a private investor, opening the tourist facility in the 2004 on the northeast shore of Chichagof Island, just north of Hoonah village. In addition to being among the largest Native villages in the region, Hoonah is the closest village to Juneau by ferry and air transport (39 miles), and is also positioned at the gateway to Glacier Bay National Park and Preserve (22 miles northwest), a major cruise ship destination. HTC owns substantial lands adjacent to the village and the old fish-canning site that was chosen to redevelop as ISP. Aboriginal tourism held the potential to buffer declines in commercial fishing, seafood processing, and timber production, which had anchored employment in the village in the late twentieth century. By its ninth season in 2012, ISP had 63 cruise ship calls from 6 different cruise lines—Celebrity, Royal, Holland America, Regent Seven Seas, The World, and American Cruise Lines—carrying more than 120,000 guests (Icy Strait Point, 2012).  

 
Here is the vision statement from Huna Totem, because in and of itself, here are lessons for managers and project managers in particular.  This is a good example of a vision statement structure.  From the Huna Totem Corporation’s home page:
Our new Vision has three parts:

• The Vision Statement expresses an inspiring future direction for Huna Totem. It is deliberately aspirational and far-reaching in order to motivate the highest levels of performance and achievement by the organization and its people.
• The Mission Statement expresses how we will achieve this Vision. The actions (business excellence, sustainable economic growth, leadership, and education) outlined in the Mission Statement drive the business objectives and strategic plan that will guide the organization over the next 5-10 years.
• The Guiding Principles summarize the non-negotiable, inviolate values 

And here is the vision statement itself:

Vision
We envision a future where the economic and cultural achievements of the Xúna Kaawu are recognized as the standard of excellence in the advancement of Native People.

Mission
To advance the economic aspirations and culture of the Xúna Kaawu through business excellence, sustainable economic growth, leadership, and education.

Guiding Principles

• Maintain our land in perpetuity.
• Take pride in our past and value the wisdom of our elders.
• Foster woosh jee een  (working together) and diversity of thought.
• Perpetuate our culture and land through prudent stewardship.
• Grow a healthy, diversified business that is transparent, innovative, and self-sustaining.
• Continually think ahead and act on behalf of future generations.
• Improve opportunity for all our people.
• Show respect, integrity, and be self-accountable. 

In addition to the vision, the Huna Totem Corporation works within a framework shown below.  We highly recommend reading the paper to gain insight on this framework, which, while developed for sustainable tourism, can be applied to many practice areas.

The SSEE framework - featuring the five dimensions of sustainability.
Here are the factors in the framework that are critical to the niche and overall well-being of an Indigenous enterprise. Sustainability emanates from the core values and is subject to disruption from various forces both within and beyond the sector.    

What are the takeaways for project managers?

1.    The principles for a Social Sustainable Environmental Enterprise do not only have to be for enterprises which have – as their main mission – sustainability in mind.  These green-by-definition projects, as we described in our book Green Project Management, provide lessons for any kind of project, even a new accounting system software upgrade.
2.    The care and intensity that the Huna Totem Corporation put into their vision statement paid off with an organization that we found firsthand runs smoothly and stays true to its intent
3.    Take advantage of the wisdom of the SSEE framework, which apply in practice areas beyond sustainable tourism
4.    The concept of woosh jee een is a valuable one for any project

NOTE: Some of our readers may have noted the Tlingit words in our post.  For the linguists among you, if you want more information about this fascinating language, see this reference which provides definitions of key Tlingit words.
 

Reference for article, 
Wanasuk, P. , Thornton, T. F. (2015). Aboriginal Tourism as Sustainable Social-Environmental Enterprise (SSEE): A Tlingit Case Study from Southeast Alaska. The International Indigenous Policy Journal, 6(4) . Retrieved from: http://ir.lib.uwo.ca/iipj/vol6/iss4/8DOI: 10.18584/iipj.2015.6.4.8