2016 Update on sustainability in project management by Gilbert Silvius

Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl
What’s going on in
Sustainability
Gilbert Silvius
15 September 2016

Research Centre for
Sustainability / Sustainable development
Individual
Project / Process
Company / Organisation
Society

Research Centre for
What do we see
o Large companies lead the way
o In transparency:
o CSR/Sustainability reporting was a trend amongst large
companies. Now it is established.
o Integrated reporting.
o CSR reporting is growing amongst SMEs.

Research Centre for
What do we see
o In transparency:
o CSR/Sustainability reporting was a trend amongst large
companies. Now it is established.
o Integrated reporting.
o CSR reporting is growing amongst SMEs.
o In impact:
o Large companies mostly have large legacies.

Research Centre for
What do we see
o “Evil” industries are pretty active

Research Centre for
What do we see
o Terminology: CSR <> Sustainability

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Social Responsibility (SR) is the responsibility of
an Organization for the impacts of its decisions &
activities on society and the environment, through
transparent & ethical behavior that
– Contributes to sustainable development, including health
& welfare of society
– Takes into account expectations of stakeholders
– Is in compliance with applicable law and consistent with
international norms of behavior
– Is integrated throughout and practiced in an
organization’s relationships
ISO 26000

Research Centre for
What do we see
o From reactive to proactive
Sustainability
as a
BURDEN
LIABILITY
Sustainability
as an
OPPORTUNITY
RESPONSIBILITY

Research Centre for

Research Centre for
Social
Respon-
siveness
Basic attitude
Intrinsic
Extrinsic
(mixed)
Liability Responsibility
Inactive
Corporate
Self
Responsibility
Reactive
Corporate
Social
Responsiveness
Active
Corporate
Social
Responsibility Proactive
Corporate
Societal
Responsibility
Rob van Tulder, Rob van Tilburg, Andrea Da Rosa
(2014) Managing the Transition to a Sustainable
Enterprise; Lessons from Frontrunner Companies

Research Centre for
Sustainability
as a
BURDEN
LIABILITY
Sustainability
as an
OPPORTUNITY
RESPONSIBILITY

Research Centre for
What do we see
o CSR is strategic
EY (2014) Sustainability reporting - the time is now

Research Centre for
What do we see
o CSR is strategic
o CSR is related to value

Research Centre for
What do we see
o CSR is strategic
o Making the change is hard

Research Centre for
What do we see
o CSR is strategic
o Making the change is hard
o CSR/Sustainability officers are board oriented

Research Centre for
Development of the topic
Management of sustainable
development projects
Continuity of
development projects
Management of ‘green’
projects
Sustainable management of
all projects
Projects as the
road to sustainability

Research Centre for
What do we see
o The standards are (finally) moving

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IPMA Competence Baseline 4

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ISO 21505

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ISO 21505 (Draft2)
Sustainability and ethical requirements
“The governance of projects, programmes and portfolios should reflect the
organization’s commitment to ethical values and sustainability.”
“The commitment to ethics and sustainability should include:
- Integrating the organization’s values and policies into the governance and
management of projects, programmes and portfolios;
- Fostering a culture of respect, fairness, trust, honesty, and appropriate
transparency and openness;
- Supporting the organization’s commitment to social responsibility and
sustainability;
- Supporting information integrity, security and disclosure;
- …..”

Research Centre for
What do we see
o Good empirical cases are not easy to find

Research Centre for
What do we see
o Lack of good definitions

Research Centre for
Sustainability in project management
Sustainable Project Management is
the planning, monitoring and controlling of
project delivery and support processes,
with consideration of the environmental,
economical and social aspects
of the life-cycle of the project’s resources,
processes, deliverables and effects,
aimed at realizing benefits for stakeholders,
and performed in a transparent, fair and
ethical way
that includes proactive stakeholder
participation.
Having a
people/planet/profit perspective
Having a
life cycle perspective
Managing of and for
stakeholders
With transparency
and accountability
. Silvius, A.J.G. and Schipper, R. (2014), “Sustainability in project management: A literature review and impact analysis”, Social Business, 4(1), pp. 63-96.

Research Centre for
What do we see
o Lots of work on sustainability criteria

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Sustainability criteria

Research Centre for
What do we see
o But the link to strategy is mostly lacking

Research Centre for
What do we see
o Lack of practical tools for the PM

Research Centre for
A model SMP
• Project Definition
• Project Objectives
• (Key) Stakeholders and interests
• Sustainability strategy and ambitions
• Confrontation matrix
• Sustainability opportunities
• Sustainability risks
• Enhanced Project Objectives
• Sustainability Management Structure

Research Centre for
What do we see
o Sustainability Impact Analysis
o Sustainability Management Plan
o Sustainability Business Case
o Sustainability Stakeholder Identification Grid
o Sustainability Risk Analysis

Research Centre for
What do we see
o Sustainability is not a checklist

Research Centre for
Mind shift
Taking responsibility
for sustainable
development
Having a holistic perspective on
managing change
Paradigm shift
Scope shift
Managing social, environmental
and economical impact
Sustainability in project management

Research Centre for
Reference framework
for sustainability competences

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KSA model of competence
The project manager has ‘power of agenda’
Mind shift
Taking responsibility
for sustainable
development

Research Centre for
What do we see
o Sustainability is not a checklist
o The PM is a person

Research Centre for
Study
o What stimulates the project manager to consider sustainability in
his/her project?
o Preliminary results (impression)
o 3 profiles
o Because the project executive asks for it
o Because I care about sustainability
o Because I think it makes my project better

Research Centre for
PMI Code of Ethics and Professional Conduct
As practitioners in the global project management community..
We make decisions and take actions based on the
best interests of society, public safety, and the
environment.
We demonstrate transparency in our decision-
making process.
We provide equal access to information to those who
are authorized to have that information.
We make opportunities equally available to qualified
candidates.

Research Centre for
5. Responsibility towards the Wider Society.
We strive to understand the cultures we work in, find common
ground and establish mutual respect.
5.1. We do not participate in undermining or harming local
communities, societies and economies.
5.2. We comply with the relevant laws and regulations of the
country or countries we are working in.
5.3. We remain neutral and do not take a political stance in
conflict situations.
5.4. We accept social responsibility and seek to develop our
professional practices accordingly.
5.5. We uphold and promote high ethical standards even when
working under the influence of companies, corporations,
institutions or governments whose practices or policies are
morally lacking.
IPMA Code of Ethics and Professional Conduct
6. Sustainability and the Natural Environment.
We strive to minimize possible damaging effects to the environment, which may
come about as a consequence of our projects, programmes and project portfolios.
6.1. We promote awareness of environmental responsibility among our teams,
within our organisations and in society.
6.2. We think long-term with regard to the environment and strive for sustainable
development.
6.3. We do what we can to reduce waste and emissions to air, ground and water
and encourage the recycling of materials and used products.
6.4. We handle, store and dispose of hazardous waste in an environmentally safe
manner.
6.5. We use resources efficiently in our projects and programmes and avoid waste.

2016 Update on sustainability in project management by Gilbert Silvius

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