The changing nature of competitive advantage has one constant—the trust and comfortability of products and services to consumers garnered by the value propositions that accumulate throughout the years, referred to as cumulative advantage. Discover tactics to build cumulative advantage and how they align with your project delivery strategy.
Sustainable project practices are about more than “being green”. Sustainability requires that we look beyond the scope, schedule, and budget of the temporary project and consider the larger “Triple Bottom Line” that projects operate within. The triple bottom line evaluates performance in a broader perspective considering economic, ecological, and social impacts otherwise known as the 3Ps - Profit, Planet, People. As the agents of change in organizations, Project Managers, are uniquely positioned to identify and lead the change that impacts your “Triple Bottom Line” while creating greater business value.
Sustainability and the circular economy are fast becoming a reality, impacting all business entities. As a result, the industrial realm has been working hard to improve its historic reputation and change operating and management practices. But, particularly when many sectors continue to experience extended market fluctuations and economic impacts, it can be difficult to engage and sustain momentum on improvement initiatives.
Evidence is showing high rates of natural resource project failure, where stakeholders’ conflicts, regulatory and policy-related challenges, and unfavourable external environments are cited as primary causes. These often stem from environmental performance concerns and legacy issues of past practices. And beyond that, breakdowns in communications, and an incomplete identification of relevant risks and requirements, have been recognized as root causes.
Join Kris to learn how Sustainable Strategy adds Value, Engagement and Power. Gain new skills in how to assess your organizational readiness to adopt sustainable strategy including a better understanding of the different stages of the sustainability journey. Join Kris to learn how Sustainable Strategy adds Value, Engagement and Power. Gain new skills in how to assess your organizational readiness to adopt sustainable strategy including a better understanding of the different stages of the sustainability journey. Learn how to engage the Board and the C Suite through demonstrating alignment between sustainable strategy and business value creation.
An expert on leadership, culture change, and organizational development, Bob Willard distils lessons learned about cultural transformation that are described in his book, The Sustainability Champion’s Guidebook. He provides practical guidance on how to embed sustainability into corporate culture, even if you are not the CEO. He outlines a seven-step sustainability change process; seven leadership practices to use throughout the change process; seven paradoxes that enable successful change strategies; and seven derailers to avoid.
The “Sustainable Development” concept is sweeping across the entire world involving almost all social, economic, cultural, educational and political institutions. It is now unrealistic to think of running a program or project without a plan for its sustainability. The current economic and financial crisis plaguing world economies have a been a litmus on their sustainability and long-term viability of many banks and other financial institutions and this has had some dramatic effects in the implementation of projects sponsored by these financial institutions.
In 1994, global carpet tile manufacturer, Interface was inspired to rethink its purpose as a company and climb "Mount Sustainability." This journey, referred to as "Mission Zero" - Interface's promise to eliminate any negative impact the company might have on the environment by 2020 - drives product design, engagement and all of the company's global operations.
A September webinar by Roberta Fernandez with the AtKisson Group covered the basic concepts of the Compass framework and ISIS Method (the 'what'). This followup webinar will address the 'who and when' in determining how to use them. These tools can result in better understanding, clearer decisions, a stronger consensus, more well-developed plans, more effective strategies and implementation programs, better measures of progress, and thus, a great deal of real and specific change to make our world more sustainable. ISIS and Compass are not the tools that PLAN or implement the project, but that bring the sustainability conversation front and center in the project’s beginning.
Save Time With Tools + Templates
The Project Manager’s Sustainability Checklist is a tool used to aid the project manager and project team in addressing sustainability factors for all areas of the project. This checklist is specifically designed to help meet sustainability needs that project teams and project managers face. This checklist can be considered a template to be modified by an organization, or even by a project team, as needed.
Learn From Others
The central finding of this report is that organizations have adopted sustainability strategically and are executing sustainability initiatives, but their project managers do not have the resources they need to competently manage this process. Their challenges range from project methodology gaps to specific needs in achieving organizational change. This report was not produced or vetted by the PMI Market Research Team. It reflects the results of a survey conducted by leading members of the ProjectManagement.com community who are concerned about project management sustainability.
The truly successful organizations that end up embracing the principles of quality management and reap sustainable benefits do so by taking a more evolutionary approach. They sow seeds that are allowed to take deep root within the culture of the organization—while also harvesting benefits quickly.
To be successful, an individual or organization must open their minds about what may be possible in the near term—but perhaps has absolutely no tie to the past whatsoever. This is especially the case when it comes to the seemingly unlimited possibilities of new technologies that are beginning to emerge.
When project disaster strikes, we probably aren't overly prepared for it. And the question then becomes what to do about it. What follows is one expert's best guidance about what to do when disaster strikes—and how to appropriately manage in the face of impending challenge.
Given the strength and wide adoption of the COBIT framework, can it be adapted and modified to address sustainability issues in IT-based projects?
Sustainability is important for the planet. If it isn’t as important for our employer, do we have to do something about that? Should we try to become a conscience for our employer, at least as far as the project we are managing is concerned?
For 2019, the expectation of the CEO and their leadership team will be that the CIO demonstrates decisive leadership, momentum and innovation that drive value to both the top and bottom lines.
Markets, technologies and society have changed—as has the work and economic environments that we all operate in. Are program and project management sustainable given the current and projected changes that are likely to occur in the not-so-distant future?
This article takes a look at the sustainable pace concept from agile approaches. Given the time-to-market emphasis and use of terms like “sprints,” the idea of a sustainable pace seems odd to some people. However, it's really about taking a smart, long-term view to optimize overall value delivered.
Resources must be available for projects to be completed. You routinely manage for vacations, holidays, sickness, family needs and so on, but what about severe weather events?
As a project manager, you are focused on sustaining key variables such as your project, your client’s business, your profession and your career. In this article, we look at several of these variables and suggest that there are different approaches to evaluating how you are doing.
Organizations are run by people, and those people have limits. When an organization pushes employees to exceed those limits, bad things happen. Problems sustaining project team performance and problems sustaining operational performance need to be addressed, and the PM has a role to play in both elements.
As a project manager, you’re used to focusing on the project itself. That makes sense when it comes to hitting deadlines and making your budget. There’s a gap though. You might be hurting the organization’s financial sustainability.
Most projects don't end with their launch date—they have an active lifespan and eventual decommissioning. Do you know what the true end-to-end cost of your project is?
Projects may end when the deliverables are handed over and the closeout activities are completed, but the impact of those projects is felt for a lot longer. Do you consider this element of sustainability as a project manager?
While much has been written about “repair or replace” decisions, not much has been written about the practical considerations necessary to ensure that equipment modernization projects achieve their objectives in a sustained way.
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