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June 10, 2026 | Live Webinar
Social and Environmental Awareness is Becoming Confusing
| By Lynda Bourne
It is important that both professionals, and the organizations that employ them, are socially and environmentally aware—and act responsibly to protect the rights of others. The financial consequences of failing to be socially aware started to be felt in the 1950s. Around this time, investors started excluding stocks, or entire industries, from their portfolios based on business activities such as tobacco production or involvement in the South African apartheid regime. These considerations developed into the concept of environmental, social, and corporate governance. Today, ESG is an umbrella term that refers to specific data designed to be used by investors for evaluating the material risk that the organization is taking on based on the externalities it is generating. The term ESG was popularly used first in a 2004 report titled Who Cares Wins[1], which was a joint initiative of financial institutions at the invitation of the United Nations. Then the UN’s 2006 report Principles for Responsible Investment (PRI) required ESG to be incorporated into the financial evaluations of companies. Under ESG reporting, organizations are required to present data from financial and non-financial sources that shows they are meeting the standards of agencies such as the Sustainability Accounting Standards Board, the Global Reporting Initiative, and the Task Force on Climate-related Financial Disclosures. The data must be made available to rating agencies and shareholders. Corporate social responsibility is the flip side of ESG. CSR is the belief that corporations have a responsibility toward the society they operate within. This is not a new idea; it is possible to trace the concerns of some businesses toward society back to the Industrial Revolution and the work of primarily Quaker business owners to provide accommodation and reasonable living standards for their workers. However, it was not until the 1970s that concepts such as social responsibility of businesses being commensurate with their power, and business functions by public consent, started to become mainstream. Today, CSR is a core consideration for most ethical businesses. These concepts were turned into a structured set of guidelines in 1981, when Freer Spreckley suggested in Social Audit - A Management Tool for Co-operative Working[2] that enterprises should measure and report on financial performance, social wealth creation, and environmental responsibility. These ideas have become the triple bottom line (TBL), which is considered essential to effective organizational governance these days. Most of the major corporate governance frameworks require the TBL to be included in corporate reporting. In his foreword to Corporate Governance: A Framework – Overview (prepared by the World Bank in 2000), Sir Adrian Cadbury summarized these objectives in his statement: "The aim is to align as nearly as possible the interests of individuals, corporations, and society." Similar concepts to the TBL also form a core component of most codes of ethics and professional conduct. For example, the current version of PMI’s Code of Ethics and Professional Conduct incudes:
So far, so good. There has been a simple set of unambiguous requirements in place for 30-plus years that are straightforward and easy to understand. These simple (if difficult to achieve) concepts have been refined to make consideration of environmental (sustainability), social and financial outcomes important in every decision-making process, including those affecting the organization’s projects. However, having become a hot topic for boards, investors and managers alike in the last couple of years, these ideas seem to be disappearing into a blizzard of acronyms that appear to be more about differentiating a consultant’s services than adding value. Some of the newer acronyms include:
My concern is that while the concepts defined by each of the acronyms above are of themselves valuable (once you work out what they mean), and a few—such as the UN’s sustainable development goals—add substantially to the TBL framework, most are either sub-sets of the overarching objectives defined in PMI’s Code of Ethics and Cadbury’s simple statement, or essentially cover the same concepts. Do all of these extra acronyms add to the core objective of improving outcomes for people and the environment or not? What do you think?
[1] Download the 2004 repot from: https://www.unepfi.org/fileadmin/events/2004/stocks/who_cares_wins_global_compact_2004.pdf [2] Spreckley, Freer (1981). Social Audit: A Management Tool for Co-operative Working. Beechwood College. |
The Differences Between Feasibility Studies and Business Cases
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Before any organization undertakes a new project or initiative, it is essential to first assess the feasibility of that venture. This is done through feasibility studies and business cases:
Both are essential for any organization looking to undertake new projects or initiatives. Let’s look at these more in-depth: Technical Feasibility Studies Financial Feasibility Studies Operational Viability Studies Business Case In summary, here are the key differences:
Conclusion |
Will the Future Project Manager Be More G.E.N.I.A.L.?
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By Yasmina Khelifi, PMI-ACP, PMI-PBA, PMP The pandemic has changed the skills we need to acquire and hone as project managers—and accelerated how fast we need to acquire them. Let’s review six of the most crucial ones: 1. Global Merriam-Webster definition: of, relating to, or involving the entire world. Why is it more important than ever? I’ve been working for 20 years on international projects. Lately, I have seen an increased shift in the globalization of project team resources. For instance, in the same project, I work with stakeholders in Africa, France, the United Kingdom and the United Arab Emirates for the first line; and the second line with people in India and Indonesia. Three factors have contributed to this shift:
How to improve: You need to know how to navigate a global world comprised of many cultures, countries, nationalities and religions. If you have not experienced international environments at work or in your personal life, create intentional opportunities. Can you volunteer? Can you help people from other cultures and who speak different languages? If you work in international environments, observe the different ways of working. What works, and what doesn’t? What you like and dislike? Discuss with your multicultural colleagues. 2. Empathic Merriam-Webster definition: the action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experiences of another. Why is it more important than ever? The importance of mental health along with diversity, equity and inclusion initiatives has pushed project managers to become more “human leaders” beyond just technical skills. Team members are also more demanding. How to improve: Do you know how you communicate with and impact people? If not, take some self-assessments or have a 360°-feedback session. Find someone who can observe you in some work situations and give you honest feedback. 3. Networked Merriam-Webster definition: an informally interconnected group or association of persons (such as friends or professional colleagues) or an interconnected or interrelated chain, group, or system. Why is it more important than ever? Projects are global; information and knowledge are not centralized anymore. Knowledge includes our ways of working and lessons learned. Networks will be the key to success in a matrix organization where people from different teams are part of your project team. Knowing where the information, knowledge and resources are will help you solve problems quicker and discover new perspectives. How to improve: Nurture your current network, and exchange ideas with them regularly. Reach out to new colleagues to understand what they are doing (when new people arrive, that can change the responsibilities for others as well). Don't stop expanding your network. For example, you take part in presentations; reach out to people; check where people sit in the organizational chart, and remember it. This web of relationships will be your magic wand to address issues. 4. Involved Merriam-Webster definition: actively participating in something. Why is it more important than ever? Customers are paying attention to issues like climate change and DEI, and they request transparency. Younger professionals also increasingly expect that the companies they work for get involved in initiatives such as climate change and human rights. How to improve: Look for communities with some shared interests or causes that are important to you. Understand how you can help. Be clear and realistic about the time you can dedicate. You can be involved in the community by volunteering or by delivering projects with a positive impact. 5. Agile Merriam-Webster definition: having a quick resourceful and adaptable character. Why is it more important than ever? The disruption of the supply chain along with other global concerns like climate change prove that project managers can't control or predict everything. How to improve: Take the constraints and your environment into account, and remain open to embracing the unpredictable. Be agile in building relationships and adapting your communication skills and behaviors. Take a course in agile project management. Exchange ideas with peers and friends who work in agile project management. 6. Listener Merriam-Webster definition: to hear something with thoughtful attention: give consideration. Why is it more important than ever? As project manager, we need to influence, convince and negotiate with people—and quicker now than ever before. How to improve: You can take some small steps, like…
Also remember what your team members share with you (perhaps they mentioned that they are celebrating their birthday next week, presenting a good opportunity for you to send a virtual birthday card or another nice gesture). The future project manager must be more G.E.N.I.A.L to address worldwide challenges. What are other skills needed by the future PM? |
7 Steps to a Successful Project
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In this post, I outline the key elements of any successful project. By taking the time to understand these steps and put them into action, you can increase the chances of your project being successful:
1. Define the goal of your project The goal of a project is to achieve a specific objective within a specified period of time. A project charter is a document that outlines the project's goals, objectives and timeline. It is an important tool for project management, as it provides a shared understanding of the project's goals and objectives. The project charter also helps to identify and track milestones, risks and costs. Without a clear goal, a project can quickly become derailed. Therefore, it is essential to define the goal of your project before beginning any work. 2. Gather information and research what has been done before Before embarking on any project, it is essential to gather information and research what has been done before. This will help you identify stakeholders, collect requirements and identify potential risks. It is also important to understand the current state of the project in order to develop an effective plan for execution. Without this information, it would be difficult to identify the problems that need to be addressed and the potential solutions that could be implemented. By taking the time to research and gather information, you can ensure that your project is well-informed and has a higher chance of success. 3. Develop a plan and timeline for your project A project plan is a critical component of any project. It sets forth the tasks that need to be completed, the order in which they should be done, the budget for the project, and the timeline for completion. Without a project plan, it is all too easy for a project to get off track and end up being delayed or over budget. Creating a project plan can seem like a daunting task, but there are a few key steps that can make the process much easier:
Once all of these pieces are in place, you will have a much clearer picture of what needs to be done—and when it needs to be done. With a well-developed project plan, you increase the chances of your project being successful. 4. Create a budget and find funding as necessary Any worthwhile project will require some level of funding, and it is important to estimate the cost of the project as accurately as possible before beginning to look for sponsors. In addition to the cost of materials, it is also important to estimate the duration of the project and schedule it accordingly. Once the cost and duration have been estimated, it is easier to create a budget and begin looking for funding. Although it can be difficult to find sponsors, there are a number of resources available to help with the search. Project management software can also be helpful in keeping track of expenses and ensuring that the project stays on schedule and within budget. By taking the time to estimate costs and create a budget, it is easier to find the funding necessary to complete a project successfully. 5. Assemble a team of experts to help Any successful project depends on assembling the right team of experts. But what makes a team effective? One key principle is understanding the stages of team development, first identified by psychologist Bruce Tuckman. Tuckman proposed that teams go through four distinct stages:
Effective team leaders recognize these stages and know how to manage them effectively. They also possess other key qualities, such as servant leadership and strong communication skills. By assembling a team of experts with these qualities, you can set your project up for success. 6. Implement the plan and monitor progress along the way A key part of successful project management is monitoring progress and making adjustments as necessary to ensure that the project stays on track. There are many different tools and techniques that can be used for this purpose, but earned value management is one of the most popular and effective methods. Earned value management is a technique that uses three measures—planned value, earned value and actual cost—to track progress and identify variances. By comparing the earned value to the planned value, project managers can track whether the project is ahead or behind schedule. Similarly, by comparing earned value to actual cost, they can identify any cost overruns. Thus, earned value management provides a clear picture of where the project stands at any given point in time and makes it easy to identify areas that need attention. As such, it is an essential tool for any project manager who wants to monitor and control the progress of their project. PRINCE2 and A Guide to the Project Management Body of Knowledge (PMBOK® Guide) are two other popular progress monitoring tools. 7. Get the final acceptance, then celebrate and close the project successfully These are the three keys to ending your project on a high note and setting yourself up for success the next time around. Of course, the best way to avoid having an underperforming project in the first place is to learn proper project management techniques and adopt best practices from the outset. But even if you find yourself in a difficult situation, all is not lost. By following these tips, you can ensure that your next project is a resounding success. Thanks for reading! Let me know if you have any questions about how to implement these processes or would like help assembling a team of experts for your next project…and share your own tips in the comments below! |
Are You Too Humble as a Project Manager?
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By Yasmina Khelifi, PMI-ACP, PMI-PBA, PMP Humility is defined as “the absence of any feelings of being better than others.” In some cultures or countries, the trait is admired. And yet in project management, it is crucial to talk about yourself and your achievements. How can humble PMs do this while still being authentic to themselves? Humility as a PM can translate in different ways: silence, waiting for others to ask you questions, or answering in monosyllables. This sometimes has the consequence of diminishing your value. The risks of excessive humility as a project manager “If you are constantly apologizing with ‘Well, I am not the expert,’ people will believe you and wonder why you wasted their time.” — Keith Ferrazzi & Tahl Raz, Never Eat Alone When I began to work as a PM, I didn’t speak about my achievements. It was not only that I was shy—it was about feeling awkward talking about my achievements. I didn’t have a user manual on how to feel comfortable highlighting my skills and strengths. I was convinced I didn’t accomplish anything special in my work. When I had job interviews, I entered the room insecure—and my common answer was, “That achievement was no big deal. It was just a small thing.” What holds you back from talking about yourself and your achievements as a project manager? Like me, you might believe two myths:
I often held back talking among colleagues at work. But talking or explaining things within a larger community was not a fear of mine; it’s sometimes easier to talk to a stranger or an anonymous crowd. I’ve begun to share more of myself on LinkedIn (surprisingly, colleagues have contacted me because they read my posts there!). How to talk about yourself and your projects The key is to find the right balance—and the proper angle that fits with your personality. Here are a few tips to follow:
Share in small doses as to not damage the final recipe: you as a project manager. It takes courage and practice, but your experiences can help others. Silence will not. How did you overcome your humility to talk about yourself and your projects? |