Workshop on Sustainability in Project Management by Ron Schipper and Gilbert Silvius, on the Duurzaam Doen conference at HU University of Applied Sciences, June 2012.

1. WORKSHOP B2
Sustainability in Project Management
Gilbert Silvius en Ron Schipper
11.30 – 12.30 uur / zaal F1.26

2. Sustainability
in Projects
and Project Management

3. What makes a project a project?
• A temporary nature or temporary organization;
• Most often across organizational structures and
boundaries;
• A defined deliverable or result, logically or preferably
linked to the organization’s strategy or goals;
• Specified resources and budget.
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

4. Projects as instruments of change
Permanent organization
Operations Management
Goal Resources
Operation Benefits Performance
Strategic Management
Setting
Assets
Performance
Evaluation
unsatisfactory
Project Project Project
ResourcesProject Delivery Project Outputs
Project Project Delivery Project
Resources
Portfolio Mgt Resources Delivery
Project Management
Project Management
Project Management
Temporary organization
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

5. Sustainability
needs
Change
is organized in
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl Projects

6. ‘In essence, sustainable
development is a
process
of change
in which the exploitation
of resources, the direction
of investments, the
orientation of technological
development and
institutional change
are all in harmony
and enhance both
current and future
potential to meet
human Centre for Care
Research needs and
Innovations in Health
aspirations’ (UN, 1987)
www.kenniscentrumivz.hu.nl

7. The challenge
How to live a
comfortable life with
9 billion people on
the planet?
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

8. Our businesses
WASTE
MAKE USE
TAKE
Digging up the earth to produce waste
Research Centre for
Innovations in Health Care
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9. We need to change
MAKE USE
USE MAKE
MAKE USE
Research Centre for
Innovations in Health Care
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10. We need to change
USE USE
USE USE
USE USE
Research Centre for
Innovations in Health Care
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11. Sustainability
needs
Change
is organized in
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl Projects

12. Sustainability
needs
Change
?
is organized in
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl Projects

13. Sustainable development
World Commission on
Environment and
Development (the
Brundtland Commission):
"forms of progress
that meet the needs
of the present without
compromising the
ability of future
generations to meet
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Innovations in Health Care
their needs."
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14. The
Triple Bottom line
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Innovations in Health Care
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15. People, Planet, Profit
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Innovations in Health Care
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16. ISO 26000
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17. The 6 key principles of Sustainability
Sustainability is about…
• …balancing or harmonizing social,
environmental and economical interests
• …both the short term and the long term
• ...local and global
• …consuming income, not capital
• ...transparency and accountability
• ...personal values and ethics
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

18. Corporate Responsibility
Producten
Naar:
Goed /diensten
Business
Model
Business
Processen
Less poluting resources
Van Business Resources
Better isolated buildings
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Innovations in Health Care
www.kenniscentrumivz.hu.nl
Minder Better safety clothing
slecht

19. What is the implication of these
principles for….
The content of
The 6 key principles of Sustainability
projects?
Sustainability is about…
• …balancing or harmonizing social,
environmental and economical interests The management
• …both the short term and the long term
• ...local and global
of projects?
• …consuming income, not capital
• ...transparency and accountability The competences
• ...personal values and ethics
Research Centre for
of the project
Innovations in Health Care
www.kenniscentrumivz.hu.nl
manager?
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

20. What is the implication of these
principles for….
The 6 key principles of Sustainability
Sustainability is about…
• …balancing or harmonizing social,
environmental and economical interests
• …both the short term and the long term
• ...local and global
• …consuming income, not capital
• ...transparency and accountability
• ...personal values and ethics
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl
What criteria?

21. Sustainability criteria
You cannot change what you cannot manage
you cannot manage what you cannot measure
Research Centre for
Innovations in Health Care
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22. The
Global Reporting Initiative
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Innovations in Health Care
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23. - Direct financial benefits
Return on Investment
Economic - Net Present Value
Sustainability criteria??
Sustainability
Business Agility - Flexibility / Optionality in the project
- Increased business flexibility
- Local procurement
- Digital communication
Transport - Traveling
- Transport
Environmental Energy - Energy used
- Emission / CO2 from energy used
Sustainability - Recycling
Waste - Disposal
- Reusability
Materials and resources - Incorporated energy
- Waste
- Employment
- Labor / Management relations
Labor Practices and - Health and Safety
Decent Work - Training and Education
- Organisational learning
- Diversity and Equal opportunity
- Non-discrimination
- Freedom of association
Human Rights - Child labour
Social
- Forced and compulsory labor
Sustainability - Community support
- Public policy / Compliance
- Customer health and safety
Society and Customers - Products and services labeling
- Market communication and Advertising
Research Centre for - Customer privacy
Innovations in Health Care - Investment and Procurement practices
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Ethical behaviour - Bribery and corruption
- Anti-competition behaviour

24. What is the implication of these
principles for….
The 6 key principles of Sustainability
Sustainability is about…
• …balancing or harmonizing social,
environmental and economical interests
• …both the short term and the long term
• ...local and global
• …consuming income, not capital
• ...transparency and accountability
• ...personal values and ethics
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl
What is the scope?

25. Labuschagne and Brent
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Innovations in Health Care
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26. Projects as a ‘system’ of realising
organizational change
Permanent organization
Operations Management
Goal Resources
Operation Benefits Performance
Strategic Management
Setting
Assets
Performance
Evaluation
unsatisfactory
Project Project Project
ResourcesProject Delivery Project
Project
ResourcesProject Delivery Outputs
Project
Portfolio Mgt Resources Delivery
Project Management
Project Management
Project Management
Temporary organization
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

27. Projects as a ‘system’ of realising
organizational change
Permanent organization
Operations Management
Goal Resources
Operation Benefits Performance
Strategic Management
Setting
Assets
Performance
Evaluation
unsatisfactory
Project Project Project
ResourcesProject DeliveryProject Outputs
Project Project Delivery Project
Resources
Portfolio Mgt Resources Delivery
Project Management
Project Management
Project Management
Temporary organization
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

28. Projects as a ‘system’ of realising
organizational change
Permanent organization
Operations Management
Goal Resources
Operation Benefits Performance
Strategic Management
Setting
Assets
Performance
Evaluation
unsatisfactory
Project Project Project
ResourcesProject Delivery Project Outputs
Project Project Delivery Project
Resources
Portfolio Mgt Resources Delivery
Project Management
Project Management
Project Management
Temporary organization
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

29. Projects as a ‘system’ of realising
organizational change
Permanent organization
Operations Management
Goal Resources
Setting Operation Benefits Performance
Strategic Management
Assets
Performance
Evaluation
unsatisfactory
Project Project Project
ResourcesProject Delivery Project Outputs
Project Project Delivery Project
Resources
Portfolio Mgt
Project ManagementDelivery
Resources
Project Management
Project Management
Temporary organization
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

30. Projects as a ‘system’ of realising
organizational change
Permanent organization
Operations Management
Goal Resources
Operation Benefits Performance
Strategic Management
Setting
Assets
Performance
Evaluation
unsatisfactory
Project Project Project
ResourcesProject Delivery Project Outputs
Project Project Delivery Project
Resources
Portfolio Mgt Resources Delivery
Project Management
Project Management
Project Management
Temporary organization
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

31. Projects as a ‘system’ of realising
organizational change
Permanent organization
Operations Management
Goal Resources
Operation Benefits Performance
Strategic Management
Setting
Assets
Performance
Evaluation
unsatisfactory
Project Project Project
Project ResourcesProject Delivery Project Outputs
Portfolio Resources Project Delivery Project
Mgt Resources Delivery
Project Management
Project Management
Project Management
Temporary organization
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

32. Potential areas of impact
• Project context
• Stakeholders
• Project content
• Business case
• Materials and procurement
• Project reporting
• Risk management
• Project team
• Organizational learning
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

33. Praktische toepassing
SmartRemote

34. Case SmartRemote
Wie heeft er meer dan 4
remotes?
Wie heeft er een
universele remote?
Wie heeft er meer dan 3
remotes in de kast?
Ligt uw smartphone(s)
naast u tijdens TV-
kijken?

35. Case SmartRemote

36. Praktische
toepassing - issues
• 1. Duurzaamheid wordt niet meegenomen in het
project
• 2. Teveel project oriëntatie
• 3. Corporate identiteit bepaalt de realistische
acties

37. Stappen
Identiteit Alle Analyse Selectie van
Inzicht
organisatie mogelijkheden bevindingen interventies
De werkelijke Korte / lange
MVO Visie Interne scope Interne scope
verandering termijn
Waarden en Life cycle & Verantwoordelijk
Externe scope Externe scope
normen Waardeketen / beïnvloeden

38. Identiteit
organisatie
Amsterdam Beijing
• Missie: “We help our customers achieve long lasting
competitive benefits by successfully implementing
best of breed IT-solutions
• MVO: They help charity foundation by donating 700
hours of software development
• Four core values are listed: Smart, Balanced,
Dedicated and Reliable

39. Van identiteit naar
sustainability
principles
• Passende principes:
• A balance in People, Planet and Profits
aspects;
• Both a short term and long term view;
• An emphasis on personal values and ethics;
• Transparency and accountability.

40. Inzicht: Werkelijke
verandering

41. Inzicht: Life cycle
“old remote”
Collect Waste
Final
destroy
transport waste
ment
Natural
resources
Transport
Waste and
produce
Disposal
by TV + remote
consumer
Distributi
Use by
on to
consumer
retailer
Buying by
consumer
Seperate
(integrated
) remote

42. Inzicht: Life cycle
“SmartRemote”
Design & Design and
Application
engineer engineer
including
remote service
infrastructure
service opperation
Use Open
Delete open
Remote
remote Download
application
application by application
by
consumer
consumer

43. Interne oriëntatie
Smart Remote Broader angle
Agile approach to cope with
Business
Economical uncertainty and complexity
agility
Use of digital communication
Transport to prevent travelling
Environ-
mental Material Reusability of (generic built)
and software components
resources
Possibility for positive
diversity in staff hire
Transferring
Possibility for employement of Employ- knowledge work from
knowledge workers ment Europe to Asia means
Good potential problem for
Social labor Express leadership on social European staff.
practise working circumstances
Organizational learning for
future projects
Training and eductation
possibilities for staff including
combining individual learing
goals with project task
assignments

44. Externe oriëntatie
SmartRemote Broader angle
Profitable sustainable
smartphone service with less Manufacterers offer no
ROI waste Business
flexibility
agility
Economical Possibility to enhance
service into more services
Business making life easier
agility No cradle to cradle for old
OpenRemote gives no waste
(except the used remotes
smartphone and the IT-
Infrastructure of the service) Manufacterers offer no
flexibility resulting in
Possibility of eco-friendly waste
design of the IT infrast
Waste Waste
Environment Less energy used to produce
al each instance
Smartphone addiction, no
Less transportation for cradle to cradle concept;
Transport consumers to obtain the results in waste
remote
Society and Privacy aspects should be
Social Labor
customer taken into account with use
of accessible smartphone employ- Reduction of
ment manufacturers labor

45. Selecteren van
realistische actie
Alle mogelijke
sustainability
interventies
Sustainability
Verantwoordelijk
principles van
vs beïnvloedbaar
de organisatie
Realistische
interventies

46. Selecteren van
realistische opties
Alle mogelijke
sustainability
interventies
Balance TBL
Short term & Long
term Verantwoordelijk vs
Values and ethics Beïnvloeding
Transparency and
accountability
Delivery of the
SmartRemote service.
Generic software
components
ECO-friendly ICT
infratsructure
Privacy protection
Express leadership
Use digital
communication
techniques

47. Sustainability
needs
Change
is organized in
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl Projects

48. The 6 key principles of Sustainability
Sustainability is about…
• …balancing or harmonizing social,
environmental and economical interests
• …both the short term and the long term
• ...local and global
• …consuming income, not capital
• ...transparency and accountability
• ...personal values and ethics
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

49. Scope shift
Paradigm shift
Mind shift
Taking responsibility
for sustainable
development
Having a holistic perspective on
managing change
Managing social, environmental
Research Centre for and economical impact
Innovations in Health Care
www.kenniscentrumivz.hu.nl

50. We need to
change the way
we view things
In order to change
the way we do
things
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl Nelmara Arbex

51. Sustainability in Projects
and Project Management
• Are we taking responsibility?
• Should we take responsibility?
Research Centre for
Innovations in Health Care
www.kenniscentrumivz.hu.nl

52. Sustainability
in Projects
and Project Management