2015 PMI SCC GreenPM in the process groups - Alison C Holder

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INTEGRATING GREEN-PM INTO
THE PROJECT MANAGEMENT
PROCESS GROUPS
Presenter: Alison C. Holder
Date: September 22, 2015
8TH BIENNIAL INTERNATIONAL PROJECT MANAGEMENT CONFERENCE
Project Management for a Sustainable World:
Economic, Environmental and Social Sustainability for Successful Project Delivery
Dr Joao Havelange Centre of Excellence
Macoya, Trinidad

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Presenter’s Bio
ALISON C. HOLDER, PMP, MSc. BSc. (hons), Strategic and Project Management Specialist, has
been involved in entrepreneurial start-ups as well as medium sized firm turn around projects.
She was the Caribbean agent for Heinz-Orieda and for Fortessa Inc.
Ms. Holder was the project manager for a direct marketing program for Scotiabank in
Barbados, Jamaica and the Virgin Islands that required the development and execution of a
training series for staff.
She is the Managing Director of Ten Step Eastern Caribbean Ltd; the regional office for Ten
Step Global – a leading project management training and consulting firm. Currently
providing project management training for the IDB steering committees in Barbados.
In her research consulting practice, Alison Holder has facilitated stakeholder consultations as
an input to the development of strategic plans. Most recent strategic plans were:
•Barbados Competiveness Strategy and Action Plan (consortium)
•Revitalization Strategy for the Caribbean Spa and Wellness Association
•Barbados Coalition of Services Industries’ Quality Service Mark Framework
•A Study of the Professional Services Sectors of Barbados identifying the Service Sector
Skills for the Future
•DFID and Colleges and Institutes Canada Caribbean Education for Employment
Alison Holder is the current President of the Project Management Institute – Barbados Branch.

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Presentation
Objectives
• Introduce the participants to Green PM
• Articulate the foundations of Green Project Management
• Highlight the integration of Green PM into the process
groups
• Case Review: How Green PM could have been used in
the BP Deep Water Horizon Project
• Plenary

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Introduction to
Green PM
• Environmentally friendly and sustainability were
considered were voluntary
• Enron’s fall and BP’s oil spill, caused focus to be given to
sustainability, ethics, social responsibility and
supply chains
• Corporate sustainability starts with a company’s value
system
• It means operating in ways that, at a minimum, meet
fundamental responsibilities in the areas of human
rights, labour, environment and anti-corruption

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Introduction to Green PM

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Introduction to
Green PM
The challenge for regional project managers
is that many of the organizations lack a well-
defined and easily implementable
Environmental Management System (EMS)

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Foundations of Green
Think
“GreenPM” (green project
management), coined by
Tom Mochal and Andrea
Krasnoff
“GreenPM” or green think
supports ISO 14000
standards through project
management processes
• ISO 14001:2004 sets out the criteria
for an environmental management
system and can be certified to. It
maps out a framework that a
company or organization can follow
to set up an effective environmental
management system.
• Sustainability is the ability to use a
resource without it being completely
used up or destroyed. (Merriam
Webster)

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Integrating into the
process groups
Client company or sponsor prioritize sustainability
in approval criterion for projects
Business cases would have to include a section that
addresses the environmental value of the project
Stakeholders should include an environmental
expert in the particular industry

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process groups

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process groups
• Gathering of requirements requires the inclusion of sustainable
practices in the elicitation methods thresholds for avoiding
environmental hazards or exploiting opportunities to acquire a
measure of sustainability
• Defining the activities, the work methods and quality assurance
aspects should specify the environmental elements
• Communications plan is a great functional area in which to
incorporate green-pm particularly in the age of cloud computing
and video chats that can reduce the carbon foot print
• Risk responses developed should consider all implications to
environmental safety and a preference for eco-friendly risk
responses

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process groups

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process groups
• reduced the cost of gathering work performance data by
implementing an integrated system software that utilizes tablets as
the source point. greater efficiency as the information needed to
make decisions is being received and analysed in near real time
• conducting procurement, the project manager can easily source a
listing of green compliant suppliers and their agents
• sensitizing the project team on the how to perform responsible
purchasing
• Risk responses developed should consider all implications to
environmental safety and a preference for eco-friendly risk
responses

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Integrating into the process
groups

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process groups

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process groups
Integrated change control is one of
the places where GreenPM can occur
since the environment can be
factored into every change discussed
in integration change control

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process groups
Formal project closure is an area often
overlooked for many projects. With
GreenPM, environmental learnings are
evaluated. Ultimately, there could be a
process improvement leap based on these
findings

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A vital consideration for project sponsors
and managers is: can they really afford
not to adopt a GreenPM approach?
This imperative can be evidenced by
excerpts from the January 29, 2007
article “Beyond the Green Corporation” by
Pete Engarido.

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“Serious money is lining up behind the
sustainability agenda.
Assets of mutual funds that are designed to invest in
companies meeting social responsibility criteria have
swelled from $12 billion in 1995 to $178 billion in
2005, estimates trade association Social Investment
Forum.
Boston's State Street Global Advisors alone handles
$77 billion in such funds. And institutions with $4
trillion in assets, including charitable trusts and
government pension funds in Europe and states
such as California, pledge to weigh sustainability
factors in investment decisions.”

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BP DEEPWATER
HORIZON & GREEN PM
CASE REVIEW OF
MITSloan Management Report

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History of Safety and
Sustainability Failures
March 23, 2005 when an explosion at BP’s Texas City
Refinery killed 15 people and injured another 180,
and resulted in financial losses exceeding $1.5
billion. The James Baker Investigative Report determined
that it was company’s cut backs on maintenance
and safety measures at the plant in order to curtail
costs that cause the explosion.
In March 2006Alaska’s Prudhoe Bay, where more
than 200,000 gallons of oil poured into the bay from
a corroded hole in the pipeline, making it the largest
oil spill in Alaska.
Inspectors found that several miles of the steel
pipe had corroded to dangerously thin levels.
Alaskan state regulators had been warning BP
since 2001

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Better People Solution
Switch CEO’s
• Dramatically shrank the Alternative Energy division
• Reduced headcount at both managerial and lower staff
levels.
• Desired to transform BP’s culture to one that was less
risk averse; he believed that there was extreme
cautiousness. “Assurance is killing us,” he told U.S.
staff in September of 2007.

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Management Pressure:
Behind Schedule
1. The decision to use a well design with few
barriers to gas flow;
2. The failure to use a sufficient number of
"centralizers" to prevent channelling during the
cement process;
3. The failure to run a cement bond log to evaluate
the effectiveness of the cement job;
4. The failure to circulate potentially gas bearing
drilling muds out of the well;
5. The failure to secure the wellhead with a
lockdown sleeve before allowing pressure on the
seal from below.

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BP’s approach vs. Green-PM

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BP’s approach vs. Green-PM

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Implications for the Caribbean
The National Wildlife
Federation’s report, “Five Years
and Counting – Gulf wildlife in
the aftermath of the Deepwater
Horizon disaster”, deems the
environmental “blowout” as
been catastrophic on the ecology
and the businesses.
The American Sport Fishing
Association reports that prior to
the blowout, the Gulf region
benefited from US$41 billion in
revenues from recreational
fishing and the sector employed
300,000 persons.
• 5 years after the BP Deepwater
Horizon well blowout, the
company has spent US$54.6
billion (Q1 2015)
• This surpasses the combined
GDP of Barbados, Guyana,
Jamaica and the Eastern
Caribbean.
• BP sold US$40 billion in assets to
pay for fines and other costs
• The company is vulnerable to
hostile takeovers.
• Not only did the well blowout
BUT BP’s finances as well.
• The sustainability of BP is said to
be questionable.

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Implications for the Caribbean
As a region, tourism is a major
source of revenue and foreign
exchange earnings.
In light of the fallout to the Gulf
region’s tourism, the Caribbean
has a greater degree of exposure
to significant declines in our
economic activity should a major
environmental disaster occur
Can the region afford an absence
of a sustainability or Green Think
approach to the execution of
projects.

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2015 PMI SCC GreenPM in the process groups - Alison C Holder

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