As environmental concerns and sustainability become bigger issues across all aspects of society, there is an argument for taking a rather longer-term view of product development--the concept of whole lifecycle thinking, ensuring that the costs of the product are considered from birth to retirement. What can project managers do to help develop and implement the concept?
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Adoption of LEED standards is typically framed as a means of reducing operating costs; the greater expense in designing and building sustainable facilities is offset by reduced energy consumption in future years. This becomes a theoretically easy business case that should be readily accepted: an investment in current periods providing future savings in costs. The challenge, however, is two-fold: it requires foresight and a willingness to invest in the long term, and there needs to be confidence that the promised benefits are realistic and attainable.
To really get environmental awareness to stick in an organization, you have to be prepared to go beyond setting an example and start to define green-aware policy and create a culture of sustainability. Here, we look at some practical, easy-to-implement ways that you can start to have a smaller environmental footprint when you execute on projects.
Now is a great time for us as project managers to consider how we might change our habits for the better. It’s very easy to get trapped into a set of activities without examining how we can improve our delivery. By incorporating the three “Rs” (reduce, reuse and recycle) we can better manage our projects.
For those project managers practicing agile practices and methods, you already have all the ingredients in place to optimize your green initiatives. This article will attempt to illustrate how agile principles can enhance and compliment projects that have sustainability as one of its main end goals.
Enterprise PMOs are going to continue to grow and evolve--and over time the vast majority of organizations will evolve their PMO models to an EPMO model. However, as we look at the way that companies manage their PMOs today, we can’t help thinking that there is a lot of work ahead.
There are many different methods a project manager can use to rebaseline the project plan. Unfortunately, the one most often used is reactive instead of proactive. Approach your rebaselining event in a careful and methodical manner to make it worthwhile and benefit the project.
It's inevitable--organizations will change the way that planning cycles are executed. For many organizations, this is a natural extension of the commitments that they are already making--EPMOs, strong and executive supported portfolio management, and results-focused execution. For others, this is a major shift. Here we explore some of the ways that annual planning can be improved.
PMs don’t always have the right view of what makes a project successful. Our discipline has evolved and now requires us to have a much more complete view of how our projects impact organizations. Just how do you define "failure"?
Whatever the approach, mandate or processes adopted by each organization, you as the PM should be aware of the following best practices and ensure that they are adopted in one way or the other to guarantee your project’s financial transparency.