More and more discussions are around sustainability aspects and a lot of time, money and ideas fillup our meetings. The comfortible old 100% RI decisions are coming to an end. Like it or not - we still have to face the fact that new methods and tools are needed to master the complex future. How did you manage that requirement in your projects? Saving Changes...
Klas SkogmarVice President and PMI R.E.P. trainer| Arkatay ConsultingMalmö, Sweden
I think that a benefit of the Volkswagen scandal is that it now is easier to estimate costs for unethical practices. Even environmental or social aspects could be estimated in financial terms. I would do that increase the magnitude of contribution to the business case that comes from environmental and social issues (for example using a multiple on the estimates), as it is easy to forget these issues. However, I don''t think a general rule of 70/20/10 would work for all projects, as some projects have a greater impact on e.g. the environment than others. I would also set risk tolerance levels for these types of risks, to ensure the organization as a whole is not exposed to these types of risks. I would also ensure that the purpose of the organization is not only to maximize shareholder profits, but to maximize the value to a broader set of stakeholders, such as the employees, the customers and the society at large. This also ensures more stakeholders are considered in the projects. Saving Changes...
