Silvius, A J G; Batenburg, R. 2009. ‘Future development of project management competences’. Paper presented at the 42nd Hawaii International Conference on Systems Science (HICSS), Waikoloa HI, January 2009.
For the purpose of this paper, the fourth edition of the PMBOK Guide (Project Management Institute 2008) was studied for aspects of sustainability. Both the Index and the Glossary do not mention sustainability as a relevant word or term. Also in parts of the guide where a reference to sustainability aspects would be quite logical, this reference is not made. For example Paragraph 1.8, Enterprise Environmental Factors, mentions the organisation’s human resources and marketplace conditions as ‘internal or external environmental factors that surround or influence a project’s success’. But the paragraph fails to more explicitly identify potential social or environmental elements resulting from sustainability policies as factors of influence.
If evaluations against multiple criteria are to be combined, it is essential the criteria be defined and structured in such a way as to facilitate the determination of a logical . For example, care must be taken to ensure that criteria do not overlap or double count the same basic benefit. Also, if ratings against the criteria will be weighted and added, the criteria must be defined so as to be , and may be needed to account for differences in the value of achieving different levels of performance against criteria. The paper section on describes how this may be accomplished based on developing models for measuring project .
In addition to the traditional responsibilities of a manager (e.g., decision making, planning, and controlling work), the project managers activities include communication (exchanging routine information and processing of paperwork, human resource management (including motivating, disciplining, managing conflict, staffing, and training) and networking (socializing and interacting with those outside the project team.
PPM is similar in some ways to financial portfolio management. The goal of financial investing is to select the best portfolio of available stocks, bonds, and other financial investments. By analogy, the goal of a is to invest in the best possible set of projects. In both cases, the "best" portfolio is the one that is expected to return the most value, taking risk into account. Good financial portfolio management requires monitoring investment performance and periodically restructuring the portfolio. Poor-performing investments, for example, may be sold and the proceeds redirected to other investments that are expected to perform better. Similarly, with PPM, projects are monitored and those that are performing below expectations (e.g., because of cost overruns, benefit erosion, or changing needs) may be terminated so that the resources may be directed toward new or other existing projects. In the case of both financial investing and project investing, the key to success is making sound, high-quality decisions, and the best way to achieve that is through a disciplined, well-reasoned, decision-making logic. (Despite the similarities between financial portfolios and project portfolios, be aware that there are some important differences—see the discussion under ).
Silvius, A J G; Brink, J. van der; Köhler, A. 2009. ‘Views on sustainable project management’. In Human Side of Projects in Modern Business, edited by Kähköhnen, Kalle; Kazi, Abdul Samad; Rekola, Mirkka. Helsinki, Finland: IPMA Scientific Research Paper Series.
This paper explores the concept of sustainability and its application to project management. After a review of the relevant literature we will develop a definition of ‘Sustainable Project Management’. We will then explore the most familiar concepts of project management to understand if and how sustainability is covered in these standards.
When discussing the implications of sustainability for project management, it is of eminent importance to have a clear understanding of the elements of sustainability outlined above. This may be a challenging exercise because the elements are conceptual, rather than practical (Moneva et al. 2006; Pope et al. 2004). The concept of sustainability is understood intuitively, but is not easily expressed in concrete operational terms (Briassoulis 2001). The relationship between sustainability and project management is still an emerging field of study. Literature is scarce, but some first studies and ideas were published in recent years. An overview of publications is provided in .
Sustainability is one of the most important challenges of our time. How can we develop prosperity without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communications, annual reports and in their actions. It is for that reason inevitable that ‘sustainability’ will find its way into project management methodologies and practices in the very near future. This paper explores the concept of sustainability and its application to project management. After a review of the relevant literature on sustainability, its leading elements are identified. Based on an analysis of the scarce literature on the application of these elements in project management, a working definition of ‘Sustainable Project Management’ and its concepts are derived. In the last section of the paper, the implications of these concepts for project management processes, reports and competencies are further analysed and related to the leading concepts and standards on project management.
The European Study of Cohorts for Air Pollution Effects (ESCAPE) project was designed to assess the long-term exposure of the population to air pollution and to investigate exposure–response relationships and thresholds for a number of adverse health outcomes (). Our objective was to estimate the association between long-term exposure to ambient air pollution, especially PM mass, black carbon, and nitrogen oxides, and the incidence of stroke in 11 European cohorts. A companion paper focusing on incident coronary events has been recently published ().
Also called the project portfolio management team, one or more people in an organization assigned responsibility for . Activities include evaluating project proposals, estimating the value of the project to the organization based on the degree to which the project will help the organization obtain its objectives, assessing the risk of obtaining the assessing the risks of not doing the project, and making recommendations to senior management regarding what projects to conduct, recognizing the limitations on available resources. The PPMO is distinct from a project management office (PMO) in that the latter is focused on improving project management performance as it relates to individual projects. See the section of the of the paper on the for more detail.
Silvius, A J G; Brink, J. van der; Köhler, A. 2010. ‘The concept of sustainability and its application to project management’. Paper presented at IPMA Expert Seminar Survival and Sustainability as Challenges for Projects, Zurich.