Presented June 26th 2015 at the International Research Conference of the University of Applied Sciences Dortmund.

1. The Sustainable Project Management
Gilbert Silvius - Ron Schipper Dortmund 2015
Maturity Model

2. Background
Why the SPM maturity model?
Design
Experiences
Gilbert Silvius - Ron Schipper Dortmund 2015

3. Sustainability
needs
Change
is organized in
Projects

4. Sustainability
needs
Change
is organized in
Projects
?

6. Sustainability in project
management
0
5
10
15
20
25
30
35
40
1993 -
1999
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
2012
Conference papers
Journal articles
Book chapters
Books

7. Sustainability in project
management
0
5
10
15
20
25
30
35
40
1993 -
1999
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
2012
Conference papers
Journal articles
Book chapters
Books
Management of sustainable
development projects
Continuity of
development projects
Management of ‘green’
projects
Sustainable management
of all projects

8. Sustainability in project
management
Sustainable management
of all projects
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.

9. Sustainability in project
management
Sustainable management
of all projects
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.

10. Sustainability in project
management
Sustainable management
of all projects
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

11. Sustainability in project
management
Sustainable management
of all projects
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

12. Sustainability in project
management
Sustainable management
of all projects
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

13. Sustainability in project
management
Sustainable management
of all projects
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

14. Sustainable Project
Management
> Why do it? √
> What is it? √
> How to do it?.....
»Understanding the impact

15. Impact of sustainability
on project management
Project context Business case
Stakeholder
identification
Project
specifications
Project succes Project planning Resource use
Project
communication
Procurement
Learning
organization
Stakeholder
involvement.
Acceptance
Project reporting Risk management Human capital Sustainable change
- Broader perspective
- Supply chain
- Local and Global
- Related to organization
strategy and society
- Extent with social and
ecological factors
- Related to organization vision
and business case
- Multi criteria investment analysis
multi criteria
- Based on people, planet,
profit
- Short term and long term
- Local and global
- Take supply chain(s) into account
- Based on ecological and social
requirements to results and goal
- Requirements based on all
stakeholders
- Holistic view
- Based on project life cycle
including deliverables and
effects
- Different approach to realize
efficiency and reduction of
waste
- What is the negative impact of
the resources used in the project
- Take the life cycle of resources
(and harmful effects)
into account
- Based on transparency and
accountability
- Open, pro-active
communication with
stakeholders
- Taking responsibility
- Sustainability requirements in
supplier selection
- Local procurement
- Prevent waste caused by
project mistakes
- Involve stakeholders (and their
stakes) active with the project
- Make sure project results are
really used
- Reporting about ecological,
social and economical
factors of delivery and outcome
- Also observe ecological and
social risks
- Risks during and after the
project
- Involve stakeholders
- Life-work balance
- Equal opportunities
- Fit for the project-job
- Fit for after-project job
- Change of behavior
- Change of attitude

16. Sustainable Project
Management
> Why do it? √
> What is it? √
> How to do it?.....
»Understanding the impact
»Measuring and monitoring

17. Measuring and monitoring
> The Sustainable Project
Management Maturity Model
(SPM3)
> Maturity models are suitable instruments to
assess the implementation of complex
concepts and to raise awareness for
potential development (Dinsmore, 1998)

18. Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)

19. Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘measure’ process maturity
Having a
people/planet/profit perspective
Having a
life cycle perspective
Managing of and for
stakeholders
With transparency
and accountability

20. Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all
Application
area
Business
Supply networks
(network design)
Information
management
Business Project management Manufacturing
Information and
communication
technology
Maturity
level1
Ad hoc
Accidental/
initial
Ad hoc Ad hoc Not existing Initial Initial
Maturity
level2
Planned in isolation Repeatable Conscious
Defined, documen-
ted and architected
Resources Repeatable Basic
Maturity
level3
Managed with no
integration
Defined Established
Repeatable and
governed
Business processes Defined Intermediate
Maturity
level4
Excellenceat
corporate level
Managed
Quantitatively
controlled
Optimized and
extensible
Business model
Quantitatively
managed
Advanced
Maturity
level5
High performance
sustainability net
Mastered/optimized Optimized
Demonstrable ROI of
green initiatives
Products and services Optimizing Optimizing
Cagnin et al.
(2011)
Kirkwood et al.
(2008)
Zarnekow and Erek
(2008)
Object Management
Group (2009)
Silvius and Schipper
(2010)
Curry and Donnellan
(2012)
Mani et al.
(2010)

21. Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all

22. Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all
reactive proactive
Stage 1
Pre-
compliance
Outlaws:
disobey social and
environmental
regulations; only
focus on short-term
profits
Stage 2
Compliance
Compliers:
take a minimalist
approach,reactively
do what they legally
have to do
Stage 3
Beyond
compliance
Case-makers:
move from defence
to offence;
sustainability
initiatives increase
butare still
marginalized in
different
departments
Stage 4
Integrated
strategy
Innovators:
company transforms
and fully integrates
sustainability into its
corporate strategy;
captures value-added
fromsustainability
initiatives
Stage 5
Purpose &
Passion
Trailblazers:
driven by a
passionate, value-
based commitment
to improve well-
being of the
company, society
and environment
(Silvius et al., 2012, adapted from Willard, “The Next Sustainability Wave”, 2005)

23. Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all
> Characteristics
– Levels

24. Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all
> Characteristics
– Levels
– Domain

25. Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all
> Characteristics
– Levels
– Domain
• Project process: Including the resources used in the
project processes and the way the processes are
organized and executed.
• Project product: The deliverables of the project and their
effects on various stakeholders and society.

26. Organizational Maturity Models
> Most models are derived from the Capability Maturity
Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all
> Characteristics
– Levels
– Domain
– Dimensions

27. Sustainability criteria for
projects??

28. Sustainability criteria for
projects??
Economic
Sustainability
Return on Investment - Direct financial benefits
- Net Present Value
Business Agility - Flexibility / Optionality in the project
- Increased business flexibility
Environmental
Sustainability
Transport
- Local procurement
- Digital communication
- Traveling
- Transport
Energy - Energy used
- Emission / CO2 from energy used
Waste
- Recycling
- Disposal
Materials and resources
- Reusability
- Incorporated energy
- Waste
Social
Sustainability
Labor Practices and
Decent Work
- Employment
- Labor / Management relations
- Health and Safety
- Training and Education
- Organisational learning
- Diversity and Equal opportunity
Human Rights
- Non-discrimination
- Freedom of association
- Child labour
- Forced and compulsory labor
Society and Customers
- Community support
- Public policy / Compliance
- Customer health and safety
- Products and services labeling
- Market communication and Advertising
- Customer privacy
Ethical behaviour
- Investment and Procurement practices
- Bribery and corruption
- Anti-competition behaviour

29. Economic sustainability
indicators
> Return on Investment
> Business Agility
> Competitive potential
> (Business) Continuity
> Motivation and incentives
> Risk reduction

30. Environmental sustainability
indicators
> Transport
> Energy
> Water
> Eco system
> Waste and Packaging
> Materials and resources
> Emissions

31. Social sustainability
indicators
> Labor practices and decent work
> Human rights
> Ethical behaviour
> Society, customer and product responsibility
> Participation
> Human capital development
> Corporate governance

32. SPM3 conceptual model
Return on Investment
Business agility
Competitive potential
(Business) Continuity
Motivation and incentives
Risk reduction
Economic
sustainability
Environmental
sustainability
Transport
Energy
Water
Eco system
Waste and Packaging
Materials and resources
Emissions
Spatial planning
Nuisance
Social
sustainability
Labor practices and decent work
Human rights
Ethical behaviour
Soc, cust and prod responsibility
Participation
Human capital development
Corporate governance
Level 2
Reactive
Level 1
Compliant
Level 3
Proactive
Level 4
Purpose
Sustainabilityindicators Integration of sustainability
‘do no harm’ ‘positive contribution’

33. SPM3 example question
Return on Investment
Business agility
Competitive potential
(Business) Continuity
Motivation and incentives
Risk reduction
Economic
sustainability
Environmental
sustainability
Transport
Energy
Water
Eco system
Waste and Packaging
Materials and resources
Emissions
Spatial planning
Nuisance
Social
sustainability
Labor practices and decent work
Human rights
Ethical behaviour
Soc, cust and prod responsibility
Participation
Human capital development
Corporate governance
Level 2
Reactive
Level 1
Compliant
Level 3
Proactive
Level 4
Purpose
Sustainabilityindicators Integration of sustainability
‘do no harm’ ‘positive contribution’

34. SPM3 example question
Return on Investment
Business agility
Competitive potential
(Business) Continuity
Motivation and incentives
Risk reduction
Economic
sustainability
Environmental
sustainability
Transport
Energy
Water
Eco system
Waste and Packaging
Materials and resources
Emissions
Spatial planning
Nuisance
Social
sustainability
Labor practices and decent work
Human rights
Ethical behaviour
Soc, cust and prod responsibility
Participation
Human capital development
Corporate governance
Level 2
Reactive
Level 1
Compliant
Level 3
Proactive
Level 4
Purpose
Sustainabilityindicators Integration of sustainability
‘do no harm’ ‘positive contribution’

35. SPM3 reporting
Return on Investment
Business agility
Competitive potential
(Business) Continuity
Motivation and incentives
Risk reduction
Economic
sustainability
Environmental
sustainability
Transport
Energy
Water
Eco system
Waste and Packaging
Materials and resources
Emissions
Spatial planning
Nuisance
Social
sustainability
Labor practices and decent work
Human rights
Ethical behaviour
Soc, cust and prod responsibility
Participation
Human capital development
Corporate governance
Level 2
Reactive
Level 1
Compliant
Level 3
Proactive
Level 4
Purpose
Sustainabilityindicators
Integration of sustainability in the project process
‘do no harm’ ‘positive contribution’

36. Conclusion
> SPM3 offers a highly needed instrument for the
assessment of the consideration of sustainability in
projects and project management
> SPM3 provides guidance for development
> SPM3 connects to the (sustainability) strategy of the
organization
> SPM3 is developed based on a thorough analysis of
the concepts of and literature on sustainability

37. Background
Why the SPM maturity model?
Design
Experiences
Gilbert Silvius - Ron Schipper Dortmund 2015

39. The Sustainable Project Management
Gilbert Silvius - Ron Schipper Dortmund 2015
Maturity Model
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