Perspectives · Competence

Beyond Skills: The Power of Traits in Sustainable Project Management Approaches

Dr. Joel Carboni August 21, 2024

Yesterday, we announced an exciting update to our core text, Sustainable Project Management; the GPM Practice Guide. As part of this update, I've been revisiting the section on characteristics—a topic that, in my view, deserves more attention as we look ahead to 2024 and beyond. In the project profession, we often emphasize competence. We reference standards from IPMA, ISO, and GAPPS as well as others that focus on competence, and we’ve even developed our own Competence Standard for Sustainability Leadership (a free resource). Yet, as we all strive for project success, it's crucial to recognize that competence alone is not enough! Project managers must also embody specific characteristics that transcend learned skills. These characteristics are the intrinsic qualities that drive individuals to lead with integrity, inspire their teams, and maintain a relentless focus on the broader impact of their work. Think of someone you know who has skills and ability but clearly lacks the certain character to get the job done. All of us have them in our orbit. I often conceptualize this as: Characteristics + Competence = Professional Traits These professional traits represent more than just a blend of knowledge and ability; they encapsulate the essence of how we approach our work, particularly within the realm of sustainable project management. The challenge of balancing profitability with environmental stewardship, societal responsibility, and long-term sustainability requires a seamless integration of both competence and character. It’s this unique combination that enables project managers not only to meet deadlines and budgets but also to create a lasting, positive impact on the world. To illustrate this, consider the following anecdote. It contrasts two project managers who possess the same knowledge, skills, and abilities but differ significantly in their characteristics:

A Tale of Two Project Managers: A Humanitarian Aid Project

Project Manager A	Project Manager B
Empathetic Leader, Purpose Driven, Collaborative Innovator, Transparent, Accountable	Lacks Empathy, Unmotivated by Purpose, Avoids Collaboration, Secretive, Unaccountable
Early Team Dynamics: As soon as Project Manager A was assigned, they called a meeting to understand the team members’ backgrounds, motivations, and concerns. A created a safe space where everyone felt valued and heard, encouraging open communication and trust from the start.	Early Team Dynamics: Project Manager B took a more authoritative approach, issuing directives without much interaction. Team members were informed of their roles via email, with little effort made to foster a sense of camaraderie or understanding within the team.
Team Engagement: A introduced regular check-ins where team members could share challenges and successes. A also recognized individual contributions publicly, boosting morale and fostering a strong sense of purpose.	Team Engagement: B focused solely on task completion and deadlines, rarely acknowledging individual efforts. Team meetings were brief, with little room for discussion, leading to a lack of engagement and growing resentment among team members.
Problem Solving: When a significant supply chain issue arose, A convened a brainstorming session, encouraging creative solutions from all team members. This collaborative approach led to an innovative workaround that kept the project on track.	Problem Solving: Faced with the same supply chain issue, B chose to handle it alone, disregarding input from the team. The lack of collaboration resulted in a delayed and less effective solution, causing frustration and further delays.
Stakeholder Management: A maintained transparent communication with stakeholders, providing regular updates and being honest about challenges. This transparency built trust, allowing A to secure additional resources when needed.	Stakeholder Management: B kept stakeholders at arm's length, providing only the minimum information required. When problems arose, B’s reluctance to share details led to mistrust, making it difficult to obtain support or additional resources.
Project Outcome: Thanks to A’s empathetic leadership and collaborative approach, the project was completed not only on time but also with a high level of team satisfaction. The humanitarian aid was delivered effectively, and the project was praised for its innovative solutions and strong team cohesion.	Project Outcome: B’s approach led to a demotivated team, delayed timelines, and a strained relationship with stakeholders. Although the project was eventually completed, it lacked the efficiency and positive impact that could have been achieved with better leadership.

Key Takeaway:

The anecdote points out that while knowledge, skills, and abilities are crucial, the traits a project manager brings to the table—such as empathy, purpose-driven motivation, collaboration, transparency, and accountability—can make a significant difference in the success of a project and ultimately the business. The contrasting outcomes of these two managers highlight the importance of these traits in leading diverse teams, especially in high-stakes projects like humanitarian aid. Here is a little sneak peek at what we have defined as some key characteristics for a sustainable project manager in our upcoming new release of our book: In total, there are nine but I will share four of them with you today :)

Impact Oriented—Prioritizes creating lasting value for all stakeholders by considering both immediate outcomes and long-term implications of decisions. Focuses on delivering benefits that extend beyond the project's lifespan, contributing positively to social, environmental, and economic goals.

Inclusive and Empathetic Leader—Deeply understands and respects the diverse motivations and perspectives of team members and stakeholders. Fosters a collaborative environment that values inclusivity, encourages innovative thinking, and builds trust through transparent and empathetic communication.

Catalyst for Change—Actively challenges the status quo and drives innovation by embracing change and seeking opportunities for continuous improvement. Acts as a proactive leader who inspires others to think creatively and seize opportunities that align with sustainable practices.

Ethical and Principled—Embodies the highest standards of integrity and ethical behavior. Establishes trust-based relationships, upholds core principles and values, and empowers others to act ethically.

Final Thought Competence is undeniably crucial in project management—it equips us with the skills and knowledge needed to navigate complex challenges, meet deadlines, and achieve project goals. However, it is equally important to recognize that characteristics play a pivotal role in shaping how we apply that competence. The traits we embody—such as empathy, integrity, and accountability—are what enable us to lead with purpose, inspire our teams, and ensure that our projects not only succeed but also resonate with deeper values. As we continue to refine and update Sustainable Project Management, let us remember that true success in project management stems from the seamless integration of both competence and characteristics. Together, they form the professional traits that drive impactful, sustainable outcomes—outcomes that not only meet the needs of today but also contribute positively to the world we leave for future generations.

Competence Leadership Project Management Sustainability

Perspectives · Regeneration

Designing for Regenerative Business: From Fear to Hope?

Dr. Joel Carboni August 13, 2024

Over the past ten to fifteen years, I have noticed the conversation around sustainability often gets bogged down in narratives of minimizing harm and managing decline. The prevailing mindset is to reduce negative impacts and avoid worsening the status quo. But what if we reimagined this narrative? What if, instead of merely sustaining our businesses and the ecosystems they rely on, we focused on regenerating them? This is the essence of regenerative business practices—a forward-thinking approach that aims not just to sustain but to rejuvenate the environments and communities that businesses touch. I know that I have written about regeneration a lot over the years but hear me out. I have a couple ideas.

Rethinking the Triple Bottom Line

Traditionally, business sustainability has hinged on balancing the "triple bottom line"—people, planet, and profit. This framework has indeed propelled significant improvements, encouraging businesses to weigh their social and environmental impacts alongside financial performance. However, this model often treats these aspects as isolated goals, leading to piecemeal solutions that lack holistic integration. Regenerative business practices offer a fresh perspective. Rooted in an ecological worldview, they recognize that businesses are integral to the natural world rather than separate from it. By adopting this broader view, businesses can transition from merely balancing competing interests to creating enterprises that contribute positively to both social and ecological well-being, ultimately achieving net positive outcomes.

Redefining Business Success

A fundamental principle of regenerative business is the redefinition of success. Success in this context is not solely about financial profit; it encompasses the business’s contributions to the flourishing of all life it impacts. This shift necessitates a transformative change in how businesses perceive their roles. Rather than prioritizing short-term financial gains, regenerative businesses are driven by a long-term vision of creating value for all stakeholders—employees, customers, communities, and the planet alike. This shift from profit-centered to purpose-driven business is not merely a philanthropic endeavor; it’s a recognition that the vitality of a business is deeply intertwined with the vitality of the systems within which it operates. As challenges like climate change, biodiversity loss, and social inequality intensify, businesses that fail to address these issues may find themselves at risk of losing their social license to operate. Conversely, those that embrace regenerative practices are likely to thrive, as they align more closely with the evolving needs of our world.

Shifting from Fear to Hope

The sustainability narrative has sometimes been associated with fear—fear of environmental collapse, social unrest, and economic instability. To be fair, these fears are grounded in reality, reflecting the significant challenges we face, from climate change to social inequality. However, this fear-based approach can sometimes paralyze action, leading to a sense of hopelessness and inaction. When people are constantly bombarded with messages of impending doom, it becomes difficult to muster the motivation to engage in meaningful change.Regenerative business practices offer a different narrative—one grounded in hope and possibility. Instead of focusing on what we stand to lose, they encourage us to envision what we can create.

This shift from fear to hope is not about ignoring the challenges but about reframing them as opportunities for innovation and positive transformation. It’s about moving from a mindset of scarcity to one of abundance, where the goal is not just to minimize harm but to actively contribute to the flourishing of all life.For businesses, this means moving beyond a compliance-driven approach to sustainability, where the primary goal is to meet regulatory standards or avoid negative publicity. Instead, regenerative businesses strive to create a lasting positive legacy. This could involve designing products that not only minimize environmental impact but also actively restore ecosystems. For example, imagine a company that manufactures textiles not just with reduced water usage but also through processes that clean and replenish local water sources. Or consider a real estate firm that doesn't just build energy-efficient homes but creates entire communities that promote social well-being, mental health, and environmental harmony.Embracing a hopeful, regenerative approach can also foster a culture of creativity and collaboration within organizations.

When employees are inspired by a vision of positive impact, they are more likely to engage deeply with their work, bringing innovative ideas and solutions to the table. This culture shift is crucial, especially in industries facing significant sustainability challenges, such as energy or textiles.Leaders in regenerative businesses understand that their role extends beyond resource management; they are stewards of both their organizations and the communities they serve. They know that by fostering a culture of hope, they can unlock the full potential of their teams and create ripple effects that extend far beyond the walls of their companies. This transformative leadership is essential in guiding businesses toward a future where economic success is intertwined with the well-being of society and the planet.Ultimately, the shift from fear to hope is about embracing a new way of thinking about business—one that sees challenges as opportunities and views sustainability not as a burden, but as a path to a brighter, more resilient future for all.

The Regeneration of Success

The regeneration of hope in business is not just a lofty ideal; it’s a practical framework for achieving holistic success. This framework is represented in a Möbius loop, symbolizing the continuous and interconnected nature of the following four essential elements:

Business Success Regeneration begins with redefining what business success means. It's no longer just about financial metrics or market share; it’s about creating resilient, adaptive organizations that thrive in a rapidly changing world. A business that regenerates hope sees success as a holistic measure, including the well-being of its employees, the satisfaction of its customers, and its positive impact on the world. This approach not only ensures longevity but also fosters innovation and loyalty, which are crucial in today’s competitive environment.
Regeneration of Ecosystems Businesses have a profound impact on the environment, and with that comes the responsibility to contribute to its regeneration. This means going beyond simply reducing harm to actively restoring natural systems. Whether through sustainable sourcing, reducing carbon footprints, or investing in biodiversity, companies that focus on the regeneration of ecosystems are not just protecting the planet—they’re ensuring the future availability of resources they depend on. This proactive approach creates a sustainable business model that benefits both nature and the bottom line.
Regeneration of People At the heart of every business are the people—employees, customers, and the communities they serve. Regenerating hope means fostering environments where people can flourish. This involves creating inclusive workplaces that prioritize mental and physical well-being, fair wages, and opportunities for personal and professional growth. It also extends to the broader community, where businesses can empower individuals through education, healthcare, and social initiatives. When people thrive, businesses benefit from increased creativity, productivity, and a stronger connection to their communities.
Economic Success Regenerative business practices don’t just lead to ecological and social benefits; they also drive economic success. By aligning business operations with the principles of regeneration, companies can unlock new revenue streams, reduce costs through efficiency improvements, and build stronger relationships with stakeholders. This economic success is sustainable, resilient to market fluctuations, and aligned with long-term goals. It’s about creating value that lasts—value that benefits shareholders, employees, customers, and society as a whole.

Want to take the first step? We can help.

Regeneration Regenerative Development Sustainability regenerative sustainability

Perspectives · Leadership

Investing in Sustainable Project Management: A Strategic Imperative for Project Owners

Dr. Joel Carboni July 24, 2024

As the initial fervor around ESG fades amidst political backlash and economic challenges, the true integration of sustainability into corporate operations is gaining momentum. For project owners, this transition offers a crucial opportunity to lead sustainable project management, ensuring investments not only comply with current environmental standards but also lay the foundation for long-term resilience and success. The Changing Landscape of ESG and Sustainability Recent years have seen ESG dominate corporate strategies and investments. However, as noted in recent discussions, enthusiasm around ESG is being tested by regulatory changes and increasing scrutiny over greenwashing. The SEC’s new rulemakings and the EU’s Corporate Sustainability Reporting Directive (CSRD) demand comprehensive sustainability disclosures, covering greenhouse gas emissions, biodiversity, and community impacts. This signals a shift towards more rigorous and transparent sustainability practices. The Role of Project Owners Project owners must adopt proactive strategies in this evolving landscape: Real-World Examples

Patagonia: Known for its environmental activism, Patagonia uses recycled materials and donates profits to environmental causes, setting a benchmark in sustainability.
IKEA: Committed to being climate positive by 2030, IKEA focuses on sustainable materials, renewable energy, and circular economy practices.
Microsoft: Aiming to be carbon negative by 2030, Microsoft invests in renewable energy, technology solutions, and reforestation projects.
Unilever: Unilever’s Sustainable Living Plan aims to decouple growth from environmental impact, committing to sustainable sourcing and waste reduction.

Transition Plans: The Winter Preparation for Sustainable Success Project owners must understand that just as summer bodies are sculpted in the winter, sustainable success is built through detailed transition plans well before regulatory deadlines. According to a recent KPMG survey, three-quarters of companies are not ready for new ESG and sustainability reporting requirements, including the CSRD and the U.S. SEC’s Climate Related Disclosure Standards. Despite criticisms that the final versions of these laws are “watered down,” they still require robust climate mitigation transition plans to align with the Paris Agreement and achieve climate neutrality. Project owners, like corporations, need to develop transition plans that detail how their projects will adapt to and align with these stringent sustainability standards. This involves:

Developing Detailed Climate Mitigation Plans: Ensuring business models and strategies are compatible with a sustainable economy and the goal of limiting global warming to 1.5°C.
Implementing Best Efforts: Aligning operations and project deliverables with climate neutrality objectives.
Engaging in Continuous Improvement: Regularly updating and refining sustainability strategies to meet evolving regulatory requirements and stakeholder expectations.

Final Thoughts As the initial excitement around ESG fades, integrating sustainability into project management becomes essential. Project owners are pivotal in this transformation, driving sustainable practices for long-term success. By adopting strategies that address current and future regulatory landscapes, project owners can lead in sustainable development, delivering projects that meet the highest standards of environmental and social responsibility. This proactive stance not only ensures compliance but also positions project owners as leaders in creating a sustainable future. Ready to start? Check out our courses!

Leadership Portfolio Management Sustainable Project Management™ Tools and Methods sponsorship Sustainable project management

Achieving Net Zero Carbon Emissions Through Project Portfolio Management and Project Selection

Carbon Neutrality

Perspectives · Carbon Neutrality

Achieving Net Zero Carbon Emissions Through Project Portfolio Management and Project Selection

Michael Young July 17, 2024

One of our clients recently declared a bold ambition: achieving Net Zero Carbon Emissions by 2050. When we asked for their plan, they replied, “That’s why you guys are here.” Amid escalating climate change, achieving net zero carbon emissions has become a crucial goal for many organizations. The race is on, with numerous companies publicly pledging to hit Net Zero by 2050. Despite these public commitments, many organizations have no idea how they will achieve this. To meet this goal, organizations must manage their carbon footprints, akin to managing a financial budget. Project Portfolio Management (PPM) and strategic project selection play pivotal roles in this endeavor, enabling organizations to align their project activities with their carbon reduction objectives.

Mastering the Carbon Budget Concept

A carbon budget is the total amount of CO2 emissions permissible over a set period to stay within a specific temperature limit, as outlined by the Paris Agreement. For organizations, this concept translates into a self-imposed limit on CO2 emissions from all their activities, including new and existing projects. Managing a carbon budget involves:

Setting Carbon Emission Targets: Defining clear, measurable targets for reducing CO2 emissions over time.
Monitoring Emissions: Continuously tracking emissions from all projects and operations.
Balancing Emissions: Ensuring that new projects either reduce emissions or are offset by other carbon reduction initiatives to stay within the carbon budget.

The Role of Project Portfolio Management in Achieving Net Zero

PPM provides a structured framework for selecting and managing projects to ensure they align with an organization’s strategic goals, including achieving carbon reduction targets. By aligning projects with carbon reduction strategies, organizations can prioritize initiatives that offer significant environmental benefits. Integrating carbon impact into project selection criteria is essential. Projects should be evaluated not just on their financial returns but also on their potential to increase or decrease carbon emissions. This dual focus helps ensure that selected projects support the organization’s overall carbon budget.

Integrating Carbon Budgeting into Project Selection

To effectively manage a carbon budget, organizations must integrate carbon considerations into their project selection process. When new projects are added to the portfolio, their carbon emissions need to be carefully assessed and incorporated into the overall carbon budget. This step is crucial to ensure that the organization remains on track to achieve its net zero goals. Without taking this approach, as is commonly the case across many organizations, there is no clear path to achieving net zero. Instead, the achievement of net zero is largely being left to chance. By incorporating carbon budgeting into PPM, organizations can make more informed decisions about which projects to pursue. This approach ensures that environmental impacts are considered alongside financial metrics, leading to more sustainable project portfolios.

Implementing Carbon Budgeting in PPM: A Step-by-Step Guide

Preparation

Set Clear Objectives: Establish clear, measurable objectives for carbon reduction that align with the organization’s strategic goals and industry standards.
Develop a Carbon Accounting Framework: Implement a robust framework for calculating and tracking carbon emissions across all projects. This should include tools and methodologies for accurate measurement and reporting.
Engage Stakeholders: Involve key stakeholders in the carbon budgeting process, including project managers, finance teams, and sustainability officers. Ensure that everyone understands the importance of carbon management and their role in achieving the organization’s goals.

Project Selection and Prioritization

Integrate Carbon Metrics into Project Selection: Ensure that carbon metrics are a core component of the project selection process. Develop criteria for evaluating the carbon impact of projects and prioritize those that contribute to carbon reduction.
Evaluate Project Carbon Footprint: Assess the carbon footprint of each potential project. This involves calculating the projected CO2 emissions over the project’s lifecycle, including direct emissions (e.g., energy consumption) and indirect emissions (e.g., supply chain impacts).
Prioritize Low-Carbon Projects: Prioritize projects that have a low carbon footprint or contribute to significant carbon reductions. For example, renewable energy projects, energy efficiency upgrades, and sustainable product developments should be prioritized.
Offset or Reconsider High-Carbon Projects: For projects with high carbon emissions, implement carbon offset strategies to neutralize their impact. This could include investing in reforestation projects, carbon capture technologies, or purchasing carbon credits.

Balancing the Portfolio

Continuously Balance the Portfolio: Manage the mix of high-emission and low-emission projects. Ensure that the overall emissions remain within the set carbon budget. Implement necessary offsets or enhancements to low-carbon projects to counterbalance the emissions from higher-carbon projects.
Review and Adapt: Regularly review the carbon budgeting process to ensure it remains effective and aligned with evolving industry standards and regulatory requirements. Adapt strategies as needed to stay on track toward net zero goals.
Monitor and Report Progress: Continuously monitor progress against carbon reduction targets and report on performance. Use this data to make informed decisions about project adjustments and resource allocation.

Practical Insights

For instance, in the textile industry in Eastern Europe, a company partnered with GPM to align its project portfolio with sustainability goals. This included implementing the GPM360º certification assessment, which evaluates projects against 49 sustainability criteria. Similarly, a North American residential property management firm successfully integrated sustainable project management to reduce carbon emissions and improve stakeholder trust.

Food for thought

Achieving net zero carbon emissions requires a strategic approach that integrates carbon management into every aspect of an organization’s operations. Project Portfolio Management and project selection are critical tools in this effort, providing a structured framework for aligning projects with carbon reduction goals, managing resources efficiently, and ensuring continuous improvement. By adopting a carbon budgeting approach, organizations can balance their carbon emissions, prioritize sustainable projects, and demonstrate a commitment to environmental stewardship. As climate change continues to pose significant challenges, effective carbon management through PPM will be essential for building a sustainable, resilient future. Don’t leave the journey to net zero to chance. Plan strategically, act decisively, and track progress meticulously.

Carbon Neutrality Netzero

Perspectives · P5

Riding the Sustainability Wave: The Bandwagon Effect in Action

Michael Young July 8, 2024

In recent years, the concept of sustainability has surged in popularity, becoming a buzzword across industries. From fashion to food production, companies are eager to showcase their commitment to sustainable practices. However, the rapid adoption of this term raises questions about authenticity and the potential for superficial adoption. This blog post delves into the bandwagon effect in sustainability and highlights examples from the media while also shedding light on the difference between genuine sustainability efforts and mere marketing ploys. What is the Bandwagon Effect? The bandwagon effect is a psychological phenomenon where individuals adopt certain behaviors, styles, or attitudes simply because others are doing so, often leading to a collective momentum. As more people come to believe in something, others also "hop on the bandwagon" regardless of the underlying evidence. This effect is driven by a desire for social acceptance, the fear of missing out (FoMO), and the assumption that the popularity of an idea implies its correctness. This effect is not limited to consumer choices but extends to various aspects of societal behavior, including political views, health practices, and, notably, sustainability efforts. As more companies and associations publicly commit to sustainable practices, others feel compelled to follow suit, fearing they will be left behind in the eyes of consumers and investors. This can lead to a proliferation of sustainability claims, some of which may be superficial or aimed primarily at capitalizing on the trend rather than making genuine environmental contributions. The bandwagon effect works through a self-reinforcing mechanism, and can spread quickly and on a large-scale through a positive feedback loop, whereby the more who are affected by it, the more likely other people are to be affected by it too. We have written extensively on the concept of greenwashing so I will not go into this specific aspect in this post.

Identifying Bandwagon Jumpers

It can be challenging to differentiate between genuine sustainability efforts and superficial attempts to capitalize on the trend. Here are some typical signs of organizations jumping on the sustainability bandwagon:

Lack of Transparency: Organizations that provide vague or insufficient information about their sustainability practices are likely engaging in superficial efforts. Genuine sustainability involves detailed reporting on impacts and setting measurable, achievable goals.
Minimal Changes: If a company's sustainability initiatives are limited to a small fraction of their operations or largely window-dressing, their efforts might be more about appearances than actual commitment. Look for comprehensive strategies that encompass the entire supply chain and business operations.
Buzzwords Over Substance: The frequent use of terms like "eco-friendly" or "green" without concrete actions to back them up can be a red flag. Authentic sustainability efforts involve commitment, action, and measurable outcomes.
Short-term Focus: Initiatives that provide immediate marketing benefits but lack long-term goals and strategies may indicate bandwagon behavior. Genuine sustainability requires a long-term commitment and ongoing changes to minimize impact.
Inconsistent Practices: Organizations that claim to lead in sustainability but neglect significant areas or start their efforts years later than others are likely jumping on the bandwagon. Consistency across all business aspects is crucial for true sustainability.

So how do we recognize with an organization has ‘jumped on the sustainability bandwagon’?

Consistency across all aspects of the business is crucial for true sustainability. To do this requires an understanding and assessment of impacts across all parts of the organization and taking proactive steps to address any impacts.

So what do genuine sustainability leader do? The won't gas light you.

To truly embrace sustainability, organization must go beyond buzzwords and marketing slogans and take real action. Genuine sustainability involves transparent reporting, long-term commitment and demonstrated actions, not just slogans and rhetoric. Take us for example! We produce a standard every few years and update our handbook regularly. Our 2018 version has stood the test of time and will be revised in Q4 of 2024. However, that isn't enough. Leadership isn't just about talking the talk. We are also Scope 2 Net Zero certified and are close to achieving Scope 3 certification. We disclose our emissions transparently. Additionally, we have been actively engaged members of the UN Global Compact since 2013, playing a significant role in important initiatives such as the Business for Peace initiative, where we are a founding signatory, and the 10th Principle for Anti-Corruption. We attend COP sessions on biodiversity and collaborate with like-minded organizations on specific sustainability initiatives outlined in our standards. We were a party to the Paris Accord and RIO+20, further emphasizing our commitment to global sustainability efforts. At GPM. we adhere to a strict code of ethics and have publicly disclosed policies including a Supplier Code of Conduct, Human Rights Policy, Anti-Trafficking Policy, Fair Competition Policy, Respectful Workplace Policy, Workplace Violence Policy, Impairment Workplace Policy, Anti-Corruption and Human Slavery Policy, Privacy Policy, Commitment to Responsible AI, and Digital Sustainability policies. This comprehensive framework ensures that when we write about these topics, we speak from a place of expertise and commitment. Our goal is for our stakeholders, certification holders, and partners to have confidence that the domain expert is pushing the envelope, advancing causes, so that when we provide cutting-edge content they can put their trust in knowing the intent and heart behind it. Sustainability leaders walk the walk and truly understand the impacts their organization has on the environment and society. The have initiatives to progressively eliminate any impacts. They make transparent, measurable and achievable commitments to achieving net zero carbon emissions in Scopes 1, 2 and 3. They provide clear, honest information about the environmental and social impact of operations and the steps taken to mitigate it. They implement policies and practices that promote holistic sustainable practices that can be felt horizontally and vertically in the organization involving volunteers, employees, customers, and communities, partners, and suppliers in sustainability efforts to ensure a holistic approach that benefits all parties. The surge in sustainability initiatives is a positive sign that businesses are responding to consumer demands for more responsible practices. However, it's crucial to differentiate between genuine efforts and superficial bandwagon jumpers. As stakeholders, customers and as a society at large, we must remain vigilant and hold companies accountable for their sustainability promises, ensuring that the bandwagon effect leads to meaningful, lasting change rather than superficial adoption. Buyer beware of the gas lighters. Their lamp might appear bright but it won’t light your path. Actions speak louder than words.

P5 Paris Agreement Principles Sustainability Sustainable Project Management™ Tools and Methods

Perspectives · P5

The Origin of the Project Sustainability Management Plan

Dr. Joel Carboni July 1, 2024

Every hero has a great origin story, defining their journey and the impact they make on the world. Superman, an alien from the planet Krypton, was sent to Earth as a baby and grew up to become a symbol of hope and justice. Batman witnessed the tragic murder of his parents, which drove him to fight crime and protect Gotham City as a masked vigilante. The Hulk, a brilliant scientist named Bruce Banner, transformed into a powerful green giant after a gamma radiation experiment went awry. Similarly, the Project Sustainability Management Plan or (SMP) has its own heroic origin story ok, maybe not heroic... but it is rooted in a need to bring sustainability to the forefront of project management. As more and more organizations adopt it, standards and systems refer to it, and methods integrate it, I thought it would be fun to tell the story of where it originally came from.

The Background

I grew up in scouting and spent my childhood outdoors, camping once a month regardless of the weather. I have always felt at home in nature and have been conservation minded. In 1994, I became the ecology director at the Anthony Wayne Scout Reservation, where I taught environmental science and forestry, among other subjects. This passion for the environment has stayed with me throughout my career and project management had always been a challenge for me with the amount of resources we consume and little regard for the impacts we have. When I found the opportunity to do something about it, I took my shot. From 2006 to 2013, I worked in project management for Allen County Government in Indiana, USA. It was here that I witnessed firsthand the need for sustainable practices in managing projects. In 2008, I began working on the formation of Green Project Management (GPM) in my home office during evenings and weekends, believing the name was cool and knowing we would be tackling sustainability. (If I could go back in time, I would probably have called it Sustainable Project Management, but oh well...) One of my colleagues, a buddy in my local PMI chapter, told me more than once, "That will never work," and "Are you still playing with that idea?" I still keep in touch with him, and I'm sure he'll read this and get a chuckle. By 2011, GPM was officially incorporated, marking the beginning of our journey in promoting sustainable project management. At that time, we had a portfolio of wide-ranging projects that spanned both city and county governments, involving stakeholders from all three branches of government and the communities they served. It was a project manager's dream if you liked complexity and a great place to grow. I was working on an initiative that spanned eighteen different remits, offices, departments, and boards. Committees and boards were established with oversight, as the project aimed to redefine how economic development would be conducted in the largest population center in the northeast part of the state. "No pressure." We had a project method, which I consider to be the building blocks of GPM's PRiSM, called P2 or Process and Prioritization. After some discussion with a consultant brought in for the project, it was agreed to implement the Sustainability Management Plan and start using PRiSM, which I had just completed the first iteration of, anchored by the P5 concept. The SMP was introduced as a new addition to the project plan at a core team meeting in late 2010. The core team was comprised of department heads and a few elected officials. They weren't the project sponsors, but their departments collectively went to the council to request the budget, so they played a critical role in the project's success. As you can see below, the Sustainability Management Plan isn't much different from many other project documents. It outlines specific sustainability issues identified during the planning process and proposes changes to mitigate environmental, and societal impacts. using the early sustainability impact assessment using P5 which had just been created as a concept. Since that time, over 200,000 people have learned how to use this tool through us and our partners. We have certified thousands of project managers as GPM-b (knowledge), GPM-s (performance), all with the SPM as part of the process and the P5 Standard which explains the SMP has been downloaded over a million times in 13 languages! so I would say that it has worked! Some business owners frame their first dollar and hang it on the wall; I have kept my first signed SMP from back in 2011. It might not mean much in the greater scheme of things, but to me, it is priceless. It is our hope that the idea that started with some initial pushback of “that will never work” will continue to reshape global practices as a cornerstone of how project management is done along with the other impactful work that is part of the GPM Ecosystem such as the P5 (Sustainability) Impact Analysis, new P5 for Business standard, and competence standard for sustainability leadership. A Sustainability Management Plan (SMP) describes how sustainability will be addressed during a project. SMP should generally include:

Purpose
Approach
Roles and Responsibilities
Budget
Key Performance Indicators for Sustainability
Impact of Scope Exclusions on Sustainability
Reviews and Reporting
P5 Impact Analysis

Learn more about it from our standard , get the SMP template , or learn how to deploy it in our online training course here. After 15 years, we will keep pushing the boundaries of what is next and lead the way forward for the profession in sustainability. A movement that started as an idea with some pushback is full steam ahead.

P5 Sustainable Project Management™ Tools and Methods Sustainability Management Plan

Perspectives · ESG

When Flimsy ESG Strategies Fail: A Dialogue on Building Sustainability Practices

Dr. Joel Carboni June 12, 2024

This is a different sort of post. I want to extend my gratitude to my new friend, M.Z., for allowing me to share our conversation. M.Z. reached out to me on WhatsApp this week, seeking guidance. Since I don’t offer free consulting, I asked if it would be okay to anonymize him and share our discussion, as his challenges might resonate with others. He agreed, and here’s our exchange. M.Z.: "Joel, I attended your masterclass at the Global Project Management Forum in Riyadh It was incredibly insightful, and now I need your guidance. I'm responsible for the ESG strategy at my company, and we just went through a rigorous audit by Vanguard. They found our ESG disclosure lacking in depth, even calling it 'flimsy'. Most of our sustainability impacts are in our supply chain, which includes contractors and sub-contractors. I thought these impacts were beyond my control. The auditors pointed out that we couldn’t provide data on sustainability impacts and when you were doing the exercise on P5 standard all of those elements seemed to match up with what they were looking for. Their feedback has put our funding at risk. How can we improve our ESG strategy and avoid losing investor confidence?" Joel: " I'm glad you found the masterclass useful. It sounds like you're facing a significant challenge, but it's very important to understand that an ESG strategy should be more than just a set of disclosures. It needs to be backed by solid sustainability practices that extend to the entire value chain. This means forming partnerships based on value creation, not just compliance and risk mitigation." M.Z: "That makes sense, but how do we get there? Our projects are heavily dependent on our supply chain, and it's difficult to manage what happens at every level. We're under a lot of pressure, and I need a practical way to ensure we meet these standards." Joel: "I understand the urgency. First, recognize that sustainability impacts, even those in the supply chain, are within your sphere of influence. You need to extend your sustainability practices up and down the value chain. This involves setting clear expectations and standards for your contractors and sub-contractors and incorporating sustainability criteria into your procurement processes." M.Z: "So, we need to set stricter standards for our partners? How do we ensure they follow through, especially when we're already stretched thin?" Joel: "It's not just about setting standards, but also about building relationships and partnerships. Work closely with your supply chain partners to help them understand the importance of these practices. Provide them with the necessary support and resources to implement sustainable practices. Regular audits and assessments can ensure compliance, but the focus should be on creating a culture of sustainability. This is where project management comes into play. Additionally, your Project Management Office (PMO) can be instrumental in supporting resource management and aligning governance with your sustainability goals. The PMO should be fully tuned into what the organization aims to achieve in terms of sustainability, what needs to be disclosed, and how these objectives translate into project requirements." M.Z:"I understand I think. Can you elaborate on the role of project management in this context?" Joel: "I sure can! Project management can be a driving force for the integration of sustainability into your organization. By adopting frameworks like the P5 standard, you can systematically track and report on various sustainability impacts. Project teams should be trained to identify and mitigate sustainability impacts and to engage with stakeholders throughout the project lifecycle. For instance, ensuring project health and safety, promoting fair competition, and encouraging equal opportunity are all critical elements that need to be managed proactively. Also, community engagement is a key aspect you need to strengthen." M.Z: "Community engagement? How does that fit in, and why is it so important?" Joel: "Community engagement involves actively involving local residents as stakeholders in the project. It's about treating the community with respect and ensuring their voices are heard. This includes developing a clear and consistent message tailored to the people impacted by the project, being open and honest about proposed impacts, and actively addressing any concerns voiced by the community. Engaging with the community through town halls, media interviews, and other events helps build trust and improves public relations. It also enhances your brand reputation and visibility. This two-way exchange of information makes the project more effective, efficient, and beneficial for all involved." M.Z.: "But how do we get our contractors and sub-contractors to comply with these standards? Many of them operate independently." Joel: "Engagement is key. Start by clearly communicating your sustainability expectations and the benefits of adhering to them. Offer training and support to help them meet these standards. You could also implement incentive programs for contractors who demonstrate strong sustainability performance. Additionally, integrating sustainability criteria into your contract terms can enforce compliance. Remember, fostering a partnership approach rather than a top-down mandate will yield better results." M.Z.: "This sounds like a lot do. So, the key is to move beyond compliance and focus on genuine sustainability practices, right?" Joel: "Exactly. Authentic sustainability practices lead to credible ESG strategies. They build trust with stakeholders, drive innovation, and create long-term value. It's about moving from greenwashing to genuinely contributing to a sustainable future. By embedding these practices into your project management processes, you'll not only meet investor expectations but also create a positive impact on society and the environment." M.Z.: "Thank you. This has been incredibly helpful. I now see the importance of integrating sustainability into our core operations and working closely with our supply chain to achieve this. We can't afford to lose our funding, and I feel more confident about the steps we need to take. I will be reaching out again soon to get help on next steps." Joel: "You're welcome. I'm glad I could help. Remember, sustainability is a journey, not a destination. Keep striving for continuous improvement, and you'll see the benefits in your ESG performance and beyond."

ESG P5 Project Management

Achieving Organizational Sustainability Goals Through Strategic Alignment in Project Portfolio Management

Portfolio Management

Perspectives · Portfolio Management

Achieving Organizational Sustainability Goals Through Strategic Alignment in Project Portfolio Management

Michael Young June 5, 2024

We were working with a client recently and discussed the issues of prioritisation and alignment of projects to the organisation’s sustainability goals. Whilst they have published and publicly committed to a number of sustainability goals, there was no clear link between those goals and what was actually happening in the organisation. When I asked them how they ensure the projects they undertaken help deliver or align to the organisation’s sustainability strategy they gave me a blank look. Strategic alignment is a critical function of PPM that ensures that every project within the portfolio supports the overarching sustainability objectives of the organization. By integrating sustainability into project selection, organizations can drive significant improvements in environmental, social, and economic performance. In this weeks post I will explore how strategic alignment in PPM can help achieve organizational sustainability goals.

The Importance of Strategic Alignment

Strategic alignment in PPM refers to the process of ensuring that projects are consistent with the organization’s strategic goals and objectives. It involves linking project outcomes to business goals, thereby ensuring that all projects contribute to the long-term vision of the organization. In the context of sustainability, strategic alignment ensures that projects are designed and executed with sustainability in mind, addressing the key pillars of environmental protection, social equity, and economic prosperity. This concept is not new. Research over the last 20 years has highlighted the critical role of strategic alignment in achieving sustainability goals. Academics Müller, Martinsuo, and Blomquist (2008) discuss the role of strategic alignment in project portfolio management and highlight its importance in achieving organizational objectives. They argue that aligning projects with strategic goals ensures that resources are utilized effectively and that projects contribute to the overall success of the organization. Furthermore, Cooper, Edgett, and Kleinschmidt (2001) provide a framework for portfolio management that emphasizes the alignment of projects with business strategy. They suggest that strategic alignment is critical for maximizing the value of the project portfolio and ensuring that projects support the organization’s long-term goals.

Integrating Sustainability into Strategic Alignment

It probably comes as no surprise, but traditional project management approaches must evolve to incorporate sustainability principles. At GPM we advocate for the use of sustainability frameworks, such as the GPM P5 Standard, to achieve strategic alignment and drive sustainability performance through an organisation not just in projects. So how do we ensure projects are aligned to the organisation’s sustainability strategy?

Defining Sustainability Goals

The first step in achieving strategic alignment is defining clear sustainability goals. According to the Project Management Institute (PMI), aligning projects with strategic goals involves ensuring that project outcomes contribute to these goals (PMI, 2017). Given that were are delivering projects it makes sense that we assess how each makes a contribution (or not) to the achievement of these strategic goals. We’ve been doing this for some time with financial goals and assessing projects for Return on Investment for example. If we are serious about achieving sustainability goals then t is essential that we make the shift and ensure that projects are assessed based on their potential to advance the organization’s sustainability objectives. One organization we worked with recently had specific goals that included achieving Net Zero Carbon Emissions by 2050 and to achieve zero waste by 2030. These goals provide a framework for evaluating and prioritizing projects. Unless projects are assessed to determine how they contribute to these goals then the approved projects might actually be making the problem worse!

Incorporating Sustainability into Project Selection Criteria

To ensure strategic alignment, sustainability criteria should be incorporated into the project selection process. This involves evaluating potential projects not only on their financial viability but also on their environmental and social impacts. For example, projects that reduce greenhouse gas emissions, conserve natural resources, or promote social inclusion should be prioritized. The GPM’s P5 Standard for Sustainability in Project Management provides a comprehensive framework for integrating sustainability into project selection. The P5 framework ensures that projects address social, environmental, and economic impacts comprehensively.

Aligning Projects with Organizational Strategy

Once sustainability goals and project selection criteria are established, we need to assess all existing projects to determine how they contribute to the organizations sustainability strategy. This involves mapping each project to a specific goal, such as achieving Net Zero Waste by 2030 and ensure that project outcomes contribute to these goals. Regular reviews and updates of the project portfolio can help maintain this alignment. This iterative process is essential for adapting to changing circumstances and emerging sustainability challenges.

Performance Monitoring and Reporting

Effective performance monitoring and reporting are critical for maintaining strategic alignment. Organizations should develop and track achievement of the stated goals. Regular reporting on these metrics ensures transparency and accountability, demonstrating progress towards sustainability goals. If done properly, these outputs contribute directly to the organization’s sustainability or ESG reports. The Global Reporting Initiative (GRI) provides a robust framework for sustainability reporting. By adopting GRI standards, organizations can enhance their sustainability reporting and demonstrate their commitment to sustainable development (GRI, 2020).

The Wrap

Assessment of projects and determining how they contribute to or help achieve organizational sustainability goals is now a must. With an increase in focus on reporting and a requirement to disclose carbon emissions being legislated in many countries, we need to fully understand how projects impact or help us achieve our sustainability goals. By integrating sustainability into the project prioritisation and selection process of project portfolio management, organizations can ensure that their projects not only deliver economic value but also contribute positively to environmental and social outcomes. References Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (2001). Portfolio Management for New Products. Basic Books. Global Reporting Initiative. (2020). GRI Standards. Retrieved from GRI. Marcelino-Sádaba, S., González-Jaen, L. F., & Pérez-Ezcurdia, A. (2015). Using Project Management as a Way to Sustainability. From a Comprehensive Review to a Framework Definition. Journal of Cleaner Production, 99, 1-16. Müller, R., Martinsuo, M., & Blomquist, T. (2008). Project Portfolio Control and Portfolio Management Performance in Different Contexts. Project Management Journal, 39(3), 28-42. Project Management Institute. (2017). The Standard for Portfolio Management. PMI.

Portfolio Management Sustainability Sustainable Project Management™ Tools and Methods alignment Strategy

Perspectives · ESG

Integrating Dual Materiality in Project-Intensive Organizations to Meet ISSB Disclosure Requirements

Dr. Joel Carboni May 28, 2024

GPM is active as part of the IFRS Consultant Content Program and constantly monitors changes in reporting requirements to ensure what we are sharing is both correct and up to date. Today, I want to talk about something that is very important as organizations start working on 2024 disclosures. The ISSB (International Sustainability Standards Board) provides a framework through its IFRS S2 Climate-related Disclosures, emphasizing the need for dual materiality—considering both the financial impacts of sustainability on the business and the business's impacts on the environment and society. Here’s how project-intensive organizations can integrate dual materiality to meet ISSB disclosures effectively.

Understanding Dual Materiality

Financial Materiality: Focuses on how sustainability issues impact the company’s financial performance. This includes risks and opportunities affecting revenues, costs, and overall financial health. Environmental and Social Materiality: Addresses how the company’s operations impact the environment and society. This includes emissions, resource use, community impacts, and regulatory compliance. From a reporting standpoint, projects are an aspect of operations.

Where the Problem Exists

In every organization we've worked with and talked to, only a couple had included project related data in their reporting before hand and after we spent time consulting with them we helped unlock the how and what using our PSM3 assessment. The key is that it had to be based on their actual practice. Those who do use project output related data, such as for GHG emissions, only include it once the project is closed and the asset is operational. This is a flawed approach. It's as if the emissions during a three-year project lifecycle are somehow non-existent and don’t count? The figure below, from the GPM P5 Standard V3 (available for free), illustrates that ESG disclosures and sustainability reporting should be driven by both operational data and project data. Imagine an investor group requesting an ESG disclosure from a company producing large-scale widgets, and the company omits every detail about the widgets' impacts. This is precisely what's happening. When greenwashing claims arise, they often point to these omissions.

Importance of Dual Materiality for Project-Intensive Organizations

Project-intensive organizations, such as those in construction, energy, and manufacturing, have significant environmental and social footprints. Aligning projects with dual materiality principles can enhance compliance, performance, and stakeholder trust. Material climate-related information enables investors to:

Determine the effects of climate-related risks and opportunities on the company’s performance and prospects as well as their projects as 53% of projects worldwide are affected by extreme weather events exacerbated by climate change.
Evaluate the ability of the company to adapt its planning, business model and operations to climate-related risks and opportunities.
Understand the company’s response to, and strategy for, managing its climate-related risks and opportunities, including its climate-related transition planning and project port
Understand climate-related risks and opportunities in a company’s value chain

Steps to Integrate Dual Materiality in Project Management

Context setter: sustainability does not exist separate from projects and project management. Projects are affected by and affect sustainability and therefore projects and project management must address it in all its forms. That is for another post though.

Step 1. Conduct Comprehensive Assessments using the P5 Impact Analysis (download it for free here)

Use tools like the P5 Impact Assessment to evaluate projects against sustainability criteria. This assessment should cover environmental, social, and economic impacts, providing a holistic view of each project’s sustainability performance. It will provide you with the impacts, their severity and what needs to be done. Assessment Focus Areas:

Environmental: Measure carbon emissions, water usage, and resource consumption.
Social: Evaluate community impact, worker safety, and fair labor practices.
Economic: Assess cost efficiency, return on investment, and resource utilization.

Step 2. Establish a Sustainability Management Plan in your Project Plan Suite (SMP) (download it for free here)

An SMP serves as a framework for integrating sustainability into project management. This plan should outline the approach, roles, responsibilities, and key performance indicators (KPIs) related to sustainability. The GPM Sustainability Management Plan template can be a starting point, ensuring a structured and comprehensive approach. Key Components of an SMP:

Purpose: Define the project’s sustainability goals.
Approach: Outline how sustainability will be integrated throughout the project lifecycle.
Roles and Responsibilities: Assign specific sustainability-related tasks to team members.
Budget: Allocate resources for sustainability initiatives.
KPIs: Establish metrics to measure sustainability performance.
Impact Analysis: Conduct P5 Impact Assessments to evaluate potential sustainability impacts.

Step 3. Do the work

Aspects of the project may change based on the assessment however this is materiality that can be shared in sustainability reports. Assign the work to action owners and track progress.

Step 4. Reporting and Transparency

Align project reporting with ISSB’s IFRS S2 disclosure requirements. Ensure transparency in how sustainability goals are set, measured, and achieved. Key Reporting Elements:

Greenhouse Gas Emissions: Disaggregate Scope 1, 2, and 3 emissions as per IFRS S2 guidance.
Climate-Related Risks and Opportunities: Identify and disclose risks and opportunities that could affect the organization’s prospects.
Metrics and Targets: Report on progress towards climate-related targets, using standardized metrics.

Other Considerations

While the ISSB’s IFRS S2 Climate-related Disclosures set a solid foundation for sustainability reporting, they don't encompass the full spectrum of sustainability criteria assessed by the GPM P5 Standard. The P5 Standard evaluates projects across a broader array of sustainability dimensions, including people, planet, prosperity, and more nuanced social and environmental impacts. For investors, comprehensive and transparent sustainability reporting is increasingly valuable. Detailed disclosures build trust and demonstrate a company’s commitment to long-term sustainability, which can enhance investor confidence and attract more capital. By leveraging the P5 Standard, organizations can provide a richer, more detailed picture of their sustainability efforts, exceeding basic compliance and showcasing leadership in sustainable business practices. To further support this journey, keep an eye out for our upcoming P5 for Business Practice standard! This new tool will offer even more comprehensive guidelines for integrating sustainability into every aspect of your business operations. By adopting these advanced standards and practices, your organization can lead the way in sustainable project management and drive meaningful progress toward a more sustainable future.

ESG ISSB P5 Sustainability Reporting Dual Materiality Reporting Project Materiality

Perspectives · History

From Utopia to Reality: Project Management's Origins in Literature to Our Mandate

Dr. Joel Carboni May 20, 2024

As a student of project management, it’s fascinating to explore the earliest discussions of projects and their societal impacts. Understanding the origins of project management provides some insights into how early thinkers conceptualized organized tasks for the benefit of society. This post shares the foundational ideas that have influenced modern practices, showcasing the evolution of project management from its inception to the present day and where sustainability fits in.

Literary Pioneers

Historically, Daniel Defoe has been widely recognized for his contributions to early project management thought, particularly in his essays that discuss the organization of societal tasks as 'projects' and those who lead them as ‘projectors’. Side note: My dear friend Dr. Reinhard Wagner who has done some brilliant work on the projectification of society often speaks of him and first turned me onto his book 'An Essay Upon Projects' years ago. It is a good read! My brother from another mother Peter Milsom has the Daniel Defoe special edition Mont Blanc pen and yes, I am jealous… That last bit aside, a deeper dive into history reveals that Sir Thomas More, writing his seminal work "Utopia" in 1516, was actually the first to conceptualize the idea of organized tasks for societal benefit, predating Defoe by almost two centuries. From 'Utopia,' More describes a society where 'no man has anything of his own, but the whole wealth of the country is divided among them,' a principle ensuring that all societal projects are directed towards communal welfare.

A Tale of Two Eras

Sir Thomas More lived during the Renaissance, a period marked by humanism and the reawakening of classical knowledge, while Daniel Defoe penned his thoughts in a later era, during the Enlightenment, which focused on reason and individualism. This shift in societal values is reflected in their writings; More’s "Utopia" describes an idealized society organized through communal projects, whereas Defoe’s essays discuss projects as mechanisms for societal improvement and personal gain. The term 'projects' itself evolved significantly between these periods, from communal efforts for societal idealism to individualistic endeavors aimed at economic improvement.

The Shift from Sustainability to Efficiency

Historically, the concept of projects was closely tied to societal well-being and sustainable practices, as seen in Sir Thomas More's "Utopia." However, with the dawn of the Industrial Revolution and subsequent periods, the emphasis in project management began to shift towards manufacturing constraints such as time, cost, and scope, often misconstrued as the sole components of quality. This industrial focus led to the marginalization of sustainability as projects became more about economic output and less about their long-term impact on society and the environment. This shift highlights a departure from the holistic considerations that characterized early project thinking, suggesting a need to recalibrate modern project management practices back towards their original, more sustainable intentions.

Societal Solutions Through Projects

Both More and Defoe highlighted projects as means to solve societal challenges. More’s "Utopia" envisions a society where communal projects ensure equitable living conditions, emphasizing social welfare and collective responsibility. In contrast, Defoe's approach in "An Essay Upon Projects" (1697) suggests projects as innovative solutions to economic and social issues, like the education of women and the insurance against widowhood, reflecting a more individualistic and economic perspective.

The Evolution of Project Management as a Profession

Over the centuries, project management has morphed from these philosophical notions into a structured discipline, often propelled by military needs which focused on efficiency and effectiveness in achieving tactical objectives. This historical pathway shows a progression from projects as conceptual societal constructs to strategic tools in both warfare and business. Military endeavors have often been at the forefront of project management innovation. For instance, the construction of the Pentagon during World War II is a prime example of rapid project execution under pressure, completed in just 16 months amidst the exigencies of war. Similarly, the development of the Polaris missile project during the Cold War introduced the PERT (Program Evaluation and Review Technique) method, which has since become a cornerstone in both military and civilian project management for handling complex, time-sensitive projects with vast arrays of interdependent tasks. More recent military projects such as the development of the F-35 Joint Strike Fighter aircraft involve multifaceted project management challenges, integrating advanced technology, international cooperation, and vast budgetary allocations. These projects are not only technical endeavors but also require managing intricate logistics, supply chains, and diverse stakeholder groups across different nations. From the construction of the Great Wall of China to the planning of the Roman aqueducts, project management has always been pivotal in realizing grand visions. In more modern times, the Manhattan Project during World War II exemplifies project management under intense pressure and high stakes, leading to significant advancements in science and engineering. Post-war, the development of the Interstate Highway System in the United States showcased the role of project management in transforming national infrastructure and boosting economic growth. In the late 20th century, the rise of software development brought new challenges and methodologies to the field, notably the Agile management techniques first outlined in the Agile Manifesto of 2001. These methodologies emphasized flexibility, cross-functional teams, and customer feedback loops, fundamentally changing project management in industries characterized by rapid change and innovation. Notable projects like the construction of the Burj Khalifa in Dubai or the development of the International Space Station further illustrate how project management has evolved to accommodate new technologies, complex stakeholder relationships, and increasingly ambitious goals. These projects not only push the envelope in terms of what is structurally and scientifically possible but also in how diverse international teams collaborate towards common objectives.

Reconnecting with the Foundational Intent in Modern Times

Reflecting on the initial writings of More and Defoe concerning projects (and their management), our P5 Standard for Sustainability in Project Management (a free resource) re-emphasizes the balance between achieving project success and societal well-being, encapsulating over 500 years of evolving project management thought. The P5 Standard explicitly integrates More’s utopian ideals and Defoe’s practical approaches to societal improvement through projects. ‘People’ and ‘Planet’ focus on ensuring that projects contribute positively to social equity and environmental sustainability, mirroring More’s vision of a society where everyone benefits equitably from communal efforts. ‘Prosperity’ extends Defoe’s ideas of economic advancement, ensuring that projects not only achieve financial success but also contribute to the economic well-being of all stakeholders involved. ‘Process’ and ‘Products’ reflect the advancements in project management approaches that enable these outcomes. By emphasizing efficient and ethical processes, the P5 Standard ensures that the ways in which projects are carried out are just as important as the outcomes they achieve. This aspect aligns with More's and Defoe's early recognition of the need for integrity and ethics in managing projects that affect the public. ‘Products,’ referring to the outputs and deliverables of projects, are designed to be sustainable and to generate long-term value, thus reflecting the intertwined goals of societal benefit and project success. I will note that in our latest research 'Insights into Sustainable Project Management' 94% of projects that put the P5 into practice saw a tangible increase in project sustainability performance! In this way, the P5 Standard not only captures the essence of historical project management philosophies but also adapts them to modern-day challenges and expectations. It serves as a comprehensive framework that guides project managers not just to meet deadlines and budgets but to do so in a way that advances the broader goals of sustainability and social responsibility.

History P5 Sustainability Sustainable Project Management™ Tools and Methods GPM P5 Standard Project Management History

Making projects sustainable on a global scale since 2009.

GPM®, Green Project Management®, and Sustainable Project Management® are registered trademarks of GPM Ltd. PRiSM™, the PMI-GPM P5™ Standard for Sustainability in Project Management, the PMI-GPM Practice Guide for Sustainability in Project Management, CSPP™ (formerly GPM-b™), CSPMs™, CSPMx™, CSP™, CSF™, Certified Sustainable Project Manager (Expert)™, GPM360°™, GPM360°™, and PSM3™ are trademarks of GPM Global and the PMI-GPM Joint Venture as applicable. Use requires written consent.