If only a cup of coffee could last forever... Or does it already?

I am a coffee lover.  I had an espresso machine in my college dorm room when the word cappuccino was only uttered by students studying Italian.coffee bean

When the Keurig started growing in popularity here in the US several years ago I wasn’t personally interested (I like the thrill of the grind) but I could see that the variety of coffee and tea that was becoming available, the ability to only brew a single cup thus saving water and the ability to recycle the little k-cup would become very appealing to the mass market.  

In the US, coffee pod machines sales have multiplied more than six-fold over the past six years—from 1.8 million units in 2008, to 11.6 million in 2013, according to data from market research firm EuromonitorMeanwhile, drip coffee maker sales have been pretty stagnant.


Green Mountain Roasters who acquired the Keurig in 2006 has a strong sustainability policy, focusing on supply chain resiliency, sustainable products, and social programs.


Sustainable Products?   The k-cup is not recyclable.  “One of our targets for 2020 is to make 100% of K-Cup® packs recyclable. We are pursuing multiple avenues to achieve this target. “ states Keuirg Green cinnabon kcupMountain. 

The problem is that the plastic in the k-cup is #7 which means that mix of plastics and only 5% of it is from recycled sources.  When the coffee is added, the k-cups are then nitrogen flushed and sealed for freshness thus making them impermeable to air, water, and light.

So what is the impact of the k-cup?


1. All of the k-Cups sold in 2013 would wrap around the Earth 10.5 times. (hundreds of millions of pounds of unrecyclable trash are directly attibuted to these little cups in the US)


2. The New York Times did  comprehensive analysis of the actual price of single-brew coffee, and determined that it ends up costing more than $50 a pound. WOW!

Green Mountain Roasters has set targets towards 2020 to achieve the following goals:

  1. Achieve zero waste to landfill at their owned and operated manufacturing and distribution facilities
  2. Reduce life-cycle greenhouse gas emissions of brewed beverages by 25% vs. 2012 baseline
  3. 100% of K-Cups will be recyclable.

Src. Green Mountain Roaster’s 2013 annual report  (They netted almost $500,000,000 in 2013)

So... six more years until the recyclable K-cup is available and a growing market share means it is already too late to remediate the impact.

So why is this in a project managment blog?

When the business case for the Keurig for example, was developed had a project manager raised the question of sustainability in the product and thoroughly performed a risk assessment against the environmental impact, a strong case could have been made to include objectives to ensure that the coffee delivery be carried out using products that were not harmful to the environment.

Unless project managers are equipped with the tools and competence to do so, companies will continue to backtrack and try to solve problems that their products cause that could have been avoided in the first place.

I bet British Petroleum would agree too.

Sustainability starts with project management and my day starts with fresh whole bean coffee. ;) 

When a Negative is a Positive, the Logic Behind a P5 Score

We haven't posted a blog in a while as we have been hard at work designing our new P5 standard.  Now that it is out, we want to make good use of this forum to address questions and to help make it easier to use our tools and techniques.

When we designed the P5 scale in 2012, we used ordinal variables based on the evaluation of high, medium and low impacts. The goal was to create a standard method to measure several different criteria in varying contexts.

The simple approach would have been to set a scale from one to seven with either one or seven being the numeric goal to achieve.  The challenge with this type of structure is the neutral point or accounting for nulls.


7- Highest (Problem Area/ Risk)

6 - Medium

5 – Low                 

4 – Neutral   - 0 Impact

3  - Low         

2 – Medium

1 – High (Value Creating/ Benefit)

The evaluation method allows organizations to set target goals and map to their size and maturity while providing enough information to allow for accurate reporting when including the outputs in their sustainability reports. 

We settled on a range of +3, which represents a problem or hot area to -3, which represents a beneficial or cool area.  Achieving the lowest numeral value is the objective when scoring.

+3- Highest (Problem Area/ Risk)

+2 - Medium

+1 – Low              

0 – Neutral   - 0 Impact

-1  - Low         

-2 – Medium

-3 – High (Value Creating/ Benefit)

The other benefit from scoring each risk using  +/- allows for the use of (0) as a neutral point and would allow averages to be calculated more accurately if there are elements in our standard that don’t apply to the project.



If an element does not fit within the context of the project it would simply be given a zero and therefore be neutral and excluded from the overall number yet can be accounted for.

The whole goal of a P5 Analysis is to determine what needs to be managed, the severity, and how to prioritize.  We recognize that organizations have preferences and if a reversal of +/- aligns with existing measuring styles, we encourage using what works best.

Using our method, a high number indicates a risk that needs to be managed. A negative number indicates that there is value being delivered from an environmental or societal context.

Another way to evaluate is to see what the adverse affect would be.  In the course of planning if you discuss taking action to develop a product would result in an increase of waste as opposed to taking a different route that would have no negative impact, you can more easily score it.



If during the project, you are able to make changes to reduce the waste output it then the number decreases.

We hope this explanation has helped to explain the reasoning behind our scoring method.  

A full breakdown of P5 scoring is given in each of our courses.

Sustainability starts with project management! 






Sustainable China – A New Era to Begin With Project Managers Taking the Lead

The Third Plenary Session of the 18th Communist Party of China Central Committee completed on Tuesday November 12th with a new blueprint to support the “Chinese Dream”.

Professor William Valentino had just co-chaired a meeting with foreign members of China Council for International Cooperation on Environment and Development (CCIED) where Vice Premier Zhang Gaoli on Wednesday stressed the important role of environmental protection in China's development.

Jesus Hernandez from Gold Millennium Group and I had the opportunity to meet with Professor Valentino, a key driver fro CSR in China at Beijing Normal University. He shared with us the Goverment's new focus on constructing an eco-civilization in order to protect natural resources and the administration of their use.

2013-11-14-07.02.36"China will promote the ideal that protecting and improving the environment is protecting and improving productivity and green, recyclable and low-carbon development," Zhang said in a meeting with foreign members of China Council for International Cooperation on Environment and Development (CCIED).”

This renewed focus is paramount to the changes that are needed to improve the quality of life for the citizens of China who wake up each day, put on their facemask and start their day.  I myself, was fortunate to have several days of blue skies during my stay, but encountered the pollution on Wednesday and Friday, which you can literally taste. 

The plenary sessions coincided with the launch of our GPM® program in China together with the Gold Millennium Group.  Seeing the changes in the news each day brought the “why” we were there to greater focus and enhanced the “how” to apply sustainability to project delivery as we were able to relate it to current events and the bigger picture of what Sustainable China could look like. 

While the government was busy providing the "what" Participants from Gold Millennium, Volkswagen, Oxfam, Hewlett Packard, and the World Wildlife Federation spent the week accross town learning the "how". The award winning PRiSM methodology and P5 concept GMGcourse1was launched for the first time with great reception.

At the end of the week, we welcomed eight new GPM-b certified Project Managers who are eager to apply their new skills in the workplace.  One project at a time, we will make the world a better place.

To learn more about Gold Millennium or GPM Training in China, visit www.goldmillennium.com

Newspaper SRC: http://usa.chinadaily.com.cn/china/2013-11/14/content_17103743.htm


Language Works delivers 30 Minute Interview on Green Project Management

language works logoWhat is Green Project Management? “Essentially, exercising stewardship."languageworks int

That is, managing and monitoring what we do today, in line with the 5 Ps - Products, Processes, People, Planet and Profit - without damaging the future for those who inherit our world.  Brian Cracknell, winner of the 2013 Otto Ziegelmeier Award was interviewed about Green Project Management by Jeff Sandhu on Resource Centre, BFM. Listen to the 30-minute interview here:

Language Works launched PRiSM on October 7th, the first GPM Course in Asia.

For more visit www.languageworks.net.my

BizQ Promotes Green IT AND PRiSM at Amity University


Value of Green IT, and role of IT professionals in integrating Sustainability in IT Projects - this was the title of the guest lecture that I had proposed to deliver for the young students who are perusing their Bachelor in Computer Applications from Amity University at Greater Noida campus in India. The faculty and department heads were enthused by the topic, and really wanted to know how these different elements can come together, and so were the students. Well, my talk was much awaited therefore.BizQ

The session began with an introduction to sustainability, its importance, and guiding principles, while also touching upon the role of UN and various stakeholders as enablers. Now, what has IT to do with it? IT is both, part of the problem, as well as a key to the solution. It has both, negative as well as positive impacts to the environment and overall sustainability aspects. Hence the focus on Green IT, so the negative impact can be minimised and positive impacts be maximised by ensuring – Green Designs, Green Manufacturing, Green use of equipments, and Green Disposal. As data suggests, IT contributes up to two percent of the total to global warming, it is estimated that it can reduce the world’s total global emission by up to fifteen percent by the year 2020. Below are some of the statistics that says quite a lot about its relevance to India:bizqamity

  • India Green IT and sustainability spending to reach USD 29.2 billion this year: Gartner – InformationWeek, 16-Oct-2013
  • Rating concern about a range of threats to business growth prospects, in a global survey, 27% of the Executive were either ‘extremely’ or ‘somewhat’ concerned about ‘biodiversity loss’! India has a large number of multi-national companies operating here.
  • 64% of Indian consumers plan to spend more on green products in the next year!
  • Nearly 48% of Indian consumers said they were willing to spend over 10% more on a product simply because it is ‘Green’!
  • The need to ‘Go Green’ has given rise to a profession, for those with awareness and knowledge background of the Environment. Demand for environmental professionals rose up to 40% this year!

IT professionals that get engaged in projects, therefore have a big role to play when it comes to ensuring Green life cycle of technology and products, for which adoption of GPM’s PRiSM methodology is the way to go. IT professionals can benefit a lot from understanding and using the method in delivering sustainable outcomes, which can therefore give a good boost in their careers. BizQ provides certificate courses for students that involves an experiential learning program that inducts the IT students to the world of Green IT, Sustainability and Project Management, and builds the required competency and skills. 

Report by Suchitra Rautela Joshi
 e-mail: suchitra@bizqsolutions.com | website: http://bizqsolutions.com

Bridgit Expands Sustainability with Green Tech Malaysia and Launches PRiSM Practitioner!

We love success stories and especially from our partners.  Bridgit in Malaysia recently signed an Memorandum of Understanding with Green Tech Malaysia!Green tech Malaysia

Both Parties will be jointly involved in the promotion of the practices of Green Project Management amongst the industry players, government and private sectors towards achieving sustainable development and project management, will jointly promote Green Project Management training and its certification for the international recognition of Green Project Managers by GPM Global.

Bridgit will provide Green Project Management Training and Coaching Program to GreenTech with the aim of developing the first batch of Malaysians to be Certified Green Project Managers (GPM's) amongst GreenTech Malaysia employees. 

About Green Tech:

MALAYSIAN GREEN TECHNOLOGY CORPORATION or more commonly known as GreenTech Malaysia was established on 12 May 1998 as Malaysian Energy Centre or Pusat Tenaga Malaysia(PTM). As a national energy research centre, PTM focused on the development of the energy sector, especially on technological research and demonstration of renewable energy and energy efficiency.

In August 2009, the Government launched the National Green Technology Policy with the aim to provide direction towards the management of a sustainable environment. To pursue it further, PTM was restructured as GreenTech Malaysia on 7 April 2010, to act as the implementing arm for the Ministry of Energy, Green Technology and Water (KeTTHA). ( http://www.greentechmalaysia.my/)

Bridgit also successfully launched PRiSM Practitioner in Kuala Lampur and provided us with a photo of the participants.

A special congratulations to Bridgit's Marco De Booij who administered the training and is the first Certified GPM-b in Malaysia!  To find out more about PRiSM courses through Bridgit, visit www.bridgit.biz

PRiSM Training Malaysia


















The Benefits of Green Energy

The Benefits of Green Energy

There are many source of environmentally-friendly or green energy that are available to us today. Unfortunately, most of them are not in use by the masses despite the many benefits of choosing green energy sources as opposed to other, more traditional forms of nonrenewable energy. The available types of green energy sources include: hydropower, wind power, solar power, and geothermal power. While it is true that some of these sources work better in certain climates, the potential of each source has many benefits. There are six major benefits to choosing green energy which include the following:

1. Decrease Harmful Emissions – Green sources of energy release little to no harmful emissions. Nonrenewable forms of energy release emissions that trap heat and increase the average temperatures of the globe which leads to global warming. Continued emissions from nonrenewable sources will lead to further climate changes that will be harmful both to human health and to the environment.

2. Replenished Energy Source – Green energy is readily available and, more importantly, readily replenished. Sun, heat, water, and plants are the major sources of green energy and they are all easy to access and easy to replenish as opposed to the current sources of nonrenewable fossil fuels that are used by most homes and businesses. Using renewable energy sources is vital to our environment.

3. Consistent Energy Prices – The cost of current nonrenewable energy resources is in a constant state of flux which leads to uncertainty and confusion around the globe. However, green energy can help to keep prices stable because after the upfront cost of building a renewable energy source, the cost of maintaining and running that source is consistent and often very low compared to fossil fuels.

4. Increased Reliability – A green source of energy is more reliable when it comes to severe weather conditions that might otherwise cause catastrophic repercussions. For instance, solar energy and wind energy are both stored so they always have reserves of energy available to be used despite any sort of harmful weather conditions. 

5. Stimulate the Economy – The green energy industry requires laborers to work on the systems while much of the nonrenewable energy industry is mechanized which means that more places utilizing green energy could lead to more jobs. As we all know, more job opportunities means a better overall economic system. The industry already employs many people around the world but there are endless opportunities to expand.

6. Improve Our Health – Nonrenewable energy sources cause many serious health risks as they continue to pollute the air, water, and soil. These pollutants are particularly harmful to children. Green energy sources would not emit the same number of pollutants and in fact many of them would emit no pollutants at all. This would lead to better overall health among the citizens of the world.

While some places have begun to take renewable energy sources more seriously it is vitally important that more individuals, homeowners, business owners, and government employees begin to understand the far-reaching benefits that green sources of energy have to offer. After all, we only have one planet to live on and keeping that planet healthy is an important part of keeping us healthy, too. Green energy sources are just one of the many highly beneficial ways to improve and sustain the environment in which we live.

This is a guest post by Liz Nelson from WhiteFence.com. She is a freelance writer and blogger from Houston. Questions and comments can be sent to: liznelson17@ gmail.com.



United Nations Global Compact Triennial Leaders Summit Day Two

It took me a couple days to fully comprehend all that I had taken in on the second day.  I got an early start and was able to talk to many of the attendees prior to the plenary sessions 2013-09-19-08.51.47with UN Secretary Ban Ki-Moon and the panels discussions that went over the UNGC-Accenture Study on Sustainable Development.

It is a great read, but this section was especially ….

In the view of global CEOs, harnessing business as a force for sustainable development will require a robust architecture that can broaden the participation of companies, deepen
commitments on core issues, upgrade partnerships and collective action, and strengthen capacity for implementation at the national and local levels. 

Through the UN Global Compact, issue platforms have taken shape on women’s empowerment,
children’s rights, climate and energy, water management, and anti-corruption; its Women’s Empowerment Principles and Caring for Climate initiatives, for example, are the world’s
largest business platforms for action on these issues.

In this year’s survey, the Global Compact’s role in collecting and sharing good practice examples, developing tools and guidance materials, and establishing platforms for collective action are the most powerful actions called for by CEOs, signifying a recognition that, to accelerate progress and achieve greater impact, companies will have to learn from others within and across industries, and actively collaborate “on the ground.” 

As Cho Hwan-eik, president and CEO of the Korea Electric Power Corporation, told us, “The Global Compact can help us to work together to understand critical issues, set common goals and commit to actions that can address global challenges.”

This year, CEOs are unequivocal in their belief that the global economy is not on the right track—and that business is not doing enough to address global sustainability challenges.
They see their companies stuck on a plateau of incremental achievement, uncertain of the way to the summit of greater impact and business success. But among sustainability leaders, we can see the beginnings of a collaborative, systems approach to sustainability, focused on the impact business can make. These companies are seizing opportunities at speed through building skills, measuring value and performance, and improving the dialogue with consumers, investors and governments. Perhaps most importantly, they are aligning sustainability with value creation, and seeking to create real advantage—put another way, competing through sustainability.

We can see the seeds of a new approach to sustainability, with pockets of real innovation both within the firm and beyond its four walls: collaborating within and across industries and sectors, and working closely with stakeholders to develop the beginnings of transformational change that can put in place an architecture that mobilizes the business contribution to the post-2015 agenda. 

Through the innovations of these leaders, we begin to see a pathway for business to make rapid and meaningful progress on the journey from sustainability’s plateau of good intentions toward a summit where global markets are aligned with sustainable development, enabling business leaders to truly become the architects of a better world. In the words of Chuck Fowler, Director of Fairmount Minerals, “Business is the agent for world benefit; business is going to make these changes. Business will be the focal point for getting sustainability
UN Summitinto our society.

As the discussion lead on education at the business roundtable on Africa, due to our involvement with the Nigerian HYPREP project, I was advocating that companies look beyond their supply chains and into the projects. 

It was a great experience and now that we are more than a signatory but a true "compact company" we will begin to liaison with local networks to spread the UNGC ten principles in all ten directions through projects 

Sustainability starts with project management 

citation http://www.unglobalcompact.org/docs/news_events/8.1/UNGC_Accenture_CEO_Study_2013.pdf pg 55 

Day One of the United Nations Global Compact Triennial Leadership Summit

When we started GPM in 2009, we had a vision of what the organization could become and the uphill battle we would have to climb to carve out our place in the project management space.  

For the first couple years, while we were building the foundation of the organization and putting our strategic plan in place, we had more than our share of adversity. There were naysayers, individuals who looked down their nose at us, and shots in the dark. 
With our gaze fixed firmly on our goals, we kept our heads held high and advanced step by step building strategic alliances and a training partner program.  When the United Nation's RIO+20 Conference on Sustainable Development's outcome document "The Future We Want" was published, I read it over and over looking for a common link. 
My third time through the 140+ paragraphs I read it as if it were a project charter and it became clear that we needed to break the shell and ignite a paradigm shift.
We incorporated the UN Global Compact's ten principles in our PRiSM Practitioner course and started an advocacy campaign.  If February of this year, we were welcomed as the first project management organization to become a signatory of the compact.  We submitted our P5 model for consideration as it included the compact's ten principles, PRME's six guidelines, and the GRI G3 framework and were notified that we could use the compact's logo on the matrix.  
In June, we we're extended an invitation to the Triennial Leadership Summit in New York "Architects of a Better World, and would be the only representaton from the project management world.  
As GPM's delegate, I arrived at the Grand Hyatt here in New York this morning, proudly put on my badge and started talking with representatives from other compact signatories. I was able to learn how organizations were pioneering social programs, challenging themselves to become better stewards of the environment creating efficiencies. There was an incredible season on social business, (which is how GPM's is) by YUNUS SocialBusiness and a panel discussion The UN Guiding Principles on Business and Human Rights & the Post 2015 Development Agenda (which I will expand on after the summit) 
I was able to add GPM as a founding signatory for a new business leadership platform, Businesses for Peace and attend the Launch of PRME Champions. 
There was a lot to take away from today but if I had to select one thing that struck me the most it was a panelist that stated "...It is human psychology to want to replicate what works as best business practices but when something goes wrong, the first thought often is "that couldn't be us", and should be "that could be us... is it us?"
More tomorrow!

Day One of the United Nations Global Compact Triennial Leadership Summit

When we started GPM in 2009, we had a vision of what the organization could become and the uphill battle we would have to climb to carve out our place in the project management space.  

For the first couple years, while we were building the foundation of the organization and putting our strategic plan in place, we had more than our share of adversity. There were naysayers, individuals who looked down their nose at us, and shots in the dark. 
With our gaze fixed firmly on our goals, we kept our heads held high and advanced step by step building strategic alliances and a training partner program.  When the United Nation's RIO+20 Conference on Sustainable Development's outcome document "The Future We Want" was published, I read it over and over looking for a common link. 
My third time through the 140+ paragraphs I read it as if it were a project charter and it became clear that we needed to break the shell and ignite a paradigm shift.
We incorporated the UN Global Compact's ten principles in our PRiSM Practitioner course and started an advocacy campaign.  If February of this year, we were welcomed as the first project management organization to become a signatory of the compact.  We submitted our P5 model for consideration as it included the compact's ten principles, PRME's six guidelines, and the GRI G3 framework and were notified that we could use the compact's logo on the matrix.  
In June, we we're extended an invitation to the Triennial Leadership Summit in New York "Architects of a Better World, and would be the only representaton from the project management world.  
As GPM's delegate, I arrived at the Grand Hyatt here in New York this morning, proudly put on my badge and started talking with representatives from other compact signatories. I was able to learn how organizations were pioneering social programs, challenging themselves to become better stewards of the environment creating efficiencies. There was an incredible season on social business, (which is how GPM's is) by YUNUS SocialBusiness and a panel discussion The UN Guiding Principles on Business and Human Rights & the Post 2015 Development Agenda (which I will expand on after the summit) 
I was able to add GPM as a founding signatory for a new business leadership platform, Businesses for Peace and attend the Launch of PRME Champions. 
There was a lot to take away from today but if I had to select one thing that struck me the most it was a panelist that stated "...It is human psychology to want to replicate what works as best business practices but when something goes wrong, the first thought often is "that couldn't be us", and should be "that could be us... is it us?"
More tomorrow!

US President Obama's Climate Action Plan from a Project Manager's Perspective

I watched the President’s speech yesterday, read the entire policy on whitehouse.gov and drew some conclusions from a PM and sustainability standpoint.  I also scanned many blogs and news outlets to see the reaction from other viewpoints. The opposition is attacking the stance on the coal industry saying that the plan kills jobs.  The proponents state that it is about time we put the emphasis on clean energy and that costs will be reduced due to efficient and clean energy. I am going to sidestep that and look at the plan from a project management perspective if you take a look at the three key objectives as if they were given to you in a charter they may look different.

High Level Requirements:
1. Cut carbon pollution in America.
2. Prepare the U.S. (Insert your country) for the impacts of climate change 
3. Lead international efforts to cut global emissions.


1.Impose carbon limits on existing power plants.
2.Require all federal projects to be able to withstand stronger, more powerful storms and sea level rise associated with climate
3.Work with trading partners to launch negotiations at the World Trade Organization aimed at creating global free trade in clean energy technologies such as solar, wind and geothermal. 

1. Reduce its greenhouse gas emissions in the range of 17 percent below 2005
2. Doubling energy productivity by 2030 relative to 2010 levels
3. consume 20 percent ofits electricity from renewable sources by 2020 – more than double the current goal of 7.5 percent.
4. Restore our forests, as well as other critical landscapes including grasslands and wetlands, in the face of a changing climate.

Now, some of the objectives are new, but many build upon projects already in the queue, such as:

  • A program to improve fuel-economy standards for heavy-duty trucks beyond model year 2018.
  • The new energy efficiency standards for federal buildings and appliances are already in place as part of an initiative to reduce carbon pollution by at least 3 billion metric tons by 2030.

That is nice and all but what does this mean to me as a PM?

It is clear that with the two biggest economies in the world (The US and China) emerging onto the scene to address climate change along with Australia who already is taking action by way of carbon tax and sustainability policies  as well as a myriad of other countries who are taking measures, the time for project managers to realize that as the ones who drive these initiatives, we must start looking at our own processes and work these objectives into the projects and programs that we are working on on.  

On a micro level, a PM may think that the project they are working on doesn't have much impact. When you add up the number of projects around and compound the impacts, it is a much different story. From Requirements to Procurement to Quality, we have more control on the outcome of these goals then you might think.  It shouldn't have to take a President of a country to mandate this.  We must make the decision to take this on and Project Managers are the best suited to drive these goals to realization.  My goal wasn't to cover every aspect of his plan but to make clear that aligning these goals with our projects can be done.

Q. Is it hard to do?
A. No, Not if you know how.

Q. Does it require a different approach?
A. Yes.

Q. Is there one out there?  
A. Yes. PRiSM™ and P5™

Q. Does it work with existing approaches (PMI, APMG, IPMA etc.) 
A. Yes, seamlessly

Our PRiSM workflow is available for all to see online.  www.greenprojectmanagement.org/prism  If you want to learn how to use it in a practical sense, our partners all over the world can help you with that.

Sustainability starts with Project Management!

SRC: http://www.whitehouse.gov/sites/default/files/image/president27sclimateactionplan.pdf


PRiSM and Issues Management

For years, Issues Management has been one of the great areas of discussion in the PM world.  The “How” and “who” should do “what”, even the use of the word “issue” and the contexts for which it is used has been hotly debated.   While these questions abound one thing almost all should agree upon is when issues or problems are managed poorly they have major negative impacts on project success.  It would be hard to believe lack of managing issues could result in anything but a negative outcome.

The use of a “standard process” to intake, manage, report, and otherwise resolve issues is fairly common practice.  The ability to manage an issue’s potential short and long term social, environmental, and economic impacts transcends issue management as practiced by the majority of people and organizations.  However this ability to manage this trifecta becomes a bridge to the organizations challenge in managing their triple bottom line and is the next step in the evolution of enterprise.

How does one do this you might ask?  We say the key is to understand how the triple bottom line, as well as the products & processes used (P5), and Issue Management intersects.

The first step is to start with the elements of P5 (People, Planet, Profit, Products & Processes), taking into consideration the impact on the project and process by measuring the impact against the sustainability calculator (+3 is a high or negative impact where -3 is low or positive impact) for an Issue Impact Value (IIV).  This ties the issue to the project’s two baselines for sustainability and will aid in project reporting as each issue or risk identified will increase or decrease the measurement and overall sustainability report.

Project issues are real problems, but they are specific to projects in that they are handled in different ways depending upon their severity.  Project issues do however share common traits.

1. Issues must be identified and documented.   

Issues can be identified from any project stakeholder including the project team, clients, sponsors, etc.  The project manager must document the nature of the problem so other PRiSM and Issues Managementteam members can assist in resolving it. There should be a section on the Issues Register to document any sustainable aspects to the raised problem. Note: If an issue is reported and it is not truly impeding your project, then it is not a formal issue.  A formal issue would generally be regarded as one which stifles or impedes momentum of a project.

2. Review and Analyze the Issue.

The project manager assigns the issue to a project team member to be analyzed (the project manager may choose to assign it to him or herself or in the case of a mega project an issue manager may be appointed). The team member will investigate the realistic options to resolve the issue.  For each alternative option, there should be full consideration given to any sustainability impact through a P5 Impact analysis.

3. Perform P5 Impact Analysis. 

This analysis outlines the areas that the issue will impact that may not be immediate to the project but are consequential.  If you are managing a project to build a new widget and must procure alternative raw materials, it is critical to also look at where they come from, how they are sourced, who sourced them, the regulations they follow, how it is transported, etc.  If your organization reports to GRI or even publishes a sustainability report, it will be critical to communicate these findings to the appropriate person in the organization so that the project is in line with what is being reported to the public.  This is a vital role of the project manager who must dedicate a portion of his or her time to ensuring all of these criteria are understood, met, documented, and presented to the team, and potentially the project sponsors as appropriate.

4. Determine Actions to Resolve the Issue.  

The project manager should take the issue, the alternative options, full impact analysis, and action plan to the appropriate stakeholders for discussion and approval of resolution.  The project manager  may want to make recommendations from among the options to assist the senior management in making their decision.  The authorizing team members will then decide on which of the options most effectively resolved the issue.  They can now also consider any sustainability impacts in the decision making process.

5. Assign Responsibilities and Timeframe. 

The project manager communicates the approved resolution and assigns tasks to the appropriate individual providing the list of actions to be taken in the Issue(s) log to make sure all the records related to the issue have been documented fully for any future audit or inquiry.  The sustainability impact of the recommendation is included and is used to track the overall project’s impact and how it aligns with or detracts from organizational goals.

6. Follow up to Ensure Resolution

Once the issue status has been reported “resolved”, the project manager should perform a follow up to ensure there are no outstanding tasks and the issue has been closed and documented in the issue log as complete.

So how does standard Issues Management vary from the integrated sustainable approach?  When we are discussing sustainable Issues Management we are correlating the issue to the impact it would have on social, environmental, and economic measures. 

By aligning P5 measures back into standard Issues Management, the project manager can apply sustainable thinking into every Issues Management scenario and through the reporting process, show the micro and macro impacts the issue has on the organization.  By showing these impacts the organization will be able to make better decisions.

Sustainability starts with Project Management!

PRiSM and “Project Success”

Success is what all organizations, companies, and project managers strive to achieve.  There are hundreds of blog posts, articles, white papers, and definitions for “project success”, however, all would agree one of the key aspects, at least in project management, is the ability to successfully define “project success” for your project.

From a view of sustainability then, it can be said, the most important aspect to “project success” is being able to produce a product or service that does what it was intended to do, reduces environmental impact, improves society, and strengthens the economy.  Sounds simple enough right? Well not so fast!

Establishing governance at the portfolio level is the most effective way of ensuring methods to account for sustainable outcomes are employed.  At the same time, establishing standards at the portfolio level is also one of the biggest challenges. Why is this?

project process

The picture to the right sums it all up.  What happens prior to initiation?  What happens after hand off?  As a formal presenter on the subject of Sustainability in Project Management (SiPM), when we present this to a live audience, usually we receive blank stares.


The development of a sustainability strategy and having support from management is important if you want to align sustainability and projects.  From a Projects integrating Sustainable Methods (PRiSM) perspective, success is determined based on the ability of the project manager to communicate how their inclusion of sustainable methods directly correlates to and positively impacts the success of organization’s sustainability from a P5 aspect (People, Planet, Profit, Process, and Product) and how applied governance will help to not only improve the project, but also further the maturity of the project organization as a model for other business units.

Now think about that…Projects integrating Sustainable Methods helping to drive governance sustainability standards as well as other business units.  That in itself is a hallmark win!

One of the major challenges to successful sustainability integration is overcoming the relative “newness” of the topic.  Since there are only a few mainstream approaches it can be met with skepticism and or a lack of enthusiasm from organizational leadership.  This is why the PRiSM methodology includes an impact analysis for over 40 elements of sustainability which provide critical data that can be used to produce sustainability objectives which most importantly, CAN BE MEASURED!

Measuring and Reporting

It is important to take an in-depth look at various manners to measure and sustainability performance.  First, as a part of an organization’s maturity, it would be interesting to focus on measuring the performance of the delivery process along with differing methods for measuring sustainability performance results.  As a key business goal sustainability performance results are not only an integral piece of our overall organizational success but also as key performance indicators to achieving fiscal, social, and environmental wins for a true win-win scenario.

The P5 impact analysis is critical. Taking project objectives and understanding their impacts on the triple bottom line from process and objective standpoint allows the PM to provide qualitative and quantitative metrics to stakeholders.  Having a clear understanding as a PM what you should measure and how you should measure it will translate to project sustainability success.  This portion of “project success” will increase the success-fulness of the organization, increase stakeholder and shareholder satisfaction, and win over consumers and key decision makers. 

How does one measure these sustainability aspects and what parameters will be set on success?  Learning how to identify and measure against P5 gives the subject and the integration more validity and acceptance.

Feedback and internal reporting are also key factors in success.  This includes the design, content, audience, distribution, and communication using the Sustainability Management Plan (SMP)

Communication is the circulatory system of a project and the more “useful” information generated, the better the organization as a whole will benefit from this info.  This ultimately leads to improvements in the organizational learning and factors into product selection, process improvement, and activities which align with corporate strategy as well as corporate social responsibility.

Sustainability Starts with Project Management!

PRiSM and Requirements Management

As projects hinge on a PM’s ability to “manage requirements”, he or she must understand the difference between effectively managing them to the client’s expectation, as opposed to simply understanding them.  This understanding is a key point to project success which needs to be analyzed and discussed.

Capturing every aspect of the project’s deliverables, such as functional (what will it do), physical (what will it look like), and impacts (how will society, the environment, and the economy be impacted) are critical measures to requirements.  The accumulation of these requirements, their prioritization, and alignment with organizational goals represent (at a high level) the recipe for sustainability focused project planning. 

During the requirements gathering process, a PM typically asks questions of stakeholders, accumulates the responses, and then compiles them into a scope.  Without a defined process to understand who is responsible for the tasks involved in defining the needs, documenting them, validating them, and understanding their prioritization, there is a good chance for critical information to be overlooked.  As requirements and their control make up a key component of the overall project scope the final requirements document must be clear and concise.

Following a formalized and repeatable process ensures the PM and the project organization gains the information it needs to build maturity from project to project.  A great example of a requirements management process is as follows:

As the Project Manager, when you are preparing to gather the client’s requirements, you have to identify the correct stakeholders who will provide you with the most accurate information as possible to describe the need.  A project manager needs to engage stakeholders by asking the right questions.  Having an The P5 Matrixunderstanding of the organization’s overall goals and reviewing prior projects lessons learned are important first steps.  Using active listening skills and qualifying statements ensures the information gathered is what was intended.

Organizational goals need to be understood not just from a cursory level.  For example, if your project is for Coca-Cola, simply knowing their goal is to sell beverages isn’t enough.  Finding out what is driving business, where they are focused as an organization, and what differentiates them from their competition is key.  An important question you may want to address is whether the organization has a corporate social responsibility officer, submits to the Global Reporting Initiative, or participates in the UN Global Compact.  If any of the requirements are not in line with organizational direction they need to be identified.

Once requirements are fully captured two things need to occur.  The first is to perform a P5™ Impact Analysis by measuring each requirement against the sustainable elements matrix to identify potential impacts and risks that can be sectioned off and added to a Sustainability Management Plan.  The second is to consolidate the requirements and define project objectives while outlining potential gaps and risks.  These steps are foundational to the PRiSM methodology and ensure the PM has a full understanding of the organization’s policies.

Holding an Objectives and Requirements Review Session serves two purposes:  The first is the PM and stakeholders establish communications and demonstrate commitment to meeting expectations which is critical in the early stages of a project; and second, it ensures the information you have analyzed can be reviewed.  This step is critical and is the mitigating factor to the dreaded “you gave me what I asked for but not what I wanted” response, the words no PM wants to hear.

It is not always possible to deliver everything as requested.  Finite resources and constraints need to be managed and expectations need to be clearly established and agreed upon and signed off.  One of the best ways to do this is the use of the MoSCoW process.  This is as simple as identifying the “must” have, “should” have, “could” have and “won’t” have items which will support the PM’s ability to manage constraints and project scope so when challenges arise they can be properly addressed.

Every project should include sustainability requirements.  This is where the P5™ Impact Analysis becomes pivotal.  Given there are over 40 elements to measure against, when properly managed, requirements will translate to benefits that measure beyond the scope.

Sustainability starts with Project Management!

Worth a thousand words

Sustainable development has been defined in many ways, but the most frequently quoted definition is from "Our Common Future", also known as the Brundtland Report ends with the words

"...the ability of future generations to meet their own needs."

One of the most powerful ways of ensuring that future generations can meet their own needs is through awareness, education, and practical tools.  

On Monday, while I was in Tennessee presenting at a PMI/ASQ Project Management Symposium,  Monica Gonzalez was running a PRiSM course for our newest University Partner UCI in Costa Rica.  The quote that the Dean of University shared, at the end of the course completely blew me away.

UCI-logoRamiro Fonseca, Dean of the University for International Cooperation (UCI) on Earth Day-- 

Recognizing and promoting the importance of sustainable development, UCI has been distinguished by his quest and commitment to this important issue today. Since its founding in 1994, has developed several initiatives for training of environmental global awareness. In celebration of Earth Day, UCI confirms this responsibility adding to its Project Management program, education in the skills necessary to become Green Project Manager. 

"Earth Day is an especially important time to reflect on the reasonable use of the property that provides the planet and the need not" exhaust planetary capital ", but building and living alone with their" interests "in terms used these days. So UCI want to instill discipline in imparting knowledge and awareness that we can not squander the world who have given future generations. "Said UCI AP Dean, Ramiro Fonseca. 

"In each of the forums that participated in both Costa Rica and Latin America, the Caribbean and outside the continent, our rector Dr. Eduard Muller, who has distinguished himself as a lecturer and researcher in this area, promotes decision- awareness to the effects of irresponsible consumption patterns can have on the environment, with a message of urgency and commitment, but also hope that we can bequeath to future generations a better planet the way we deliver unless we change our mindset and actions. " 

The UCI has decided that education is an indispensable element to change and even reverse current trends. With this thought has signed an agreement with Green Project Management, which promotes the implementation of sustainability criteria in projects, and offering training programs that lead to professional certifications valid internationally as the Green Project Manager through the methodology PRISM. 

On day 22, on the occasion of Earth Day, symbolically began a course of preparation for the certification that will be taken by teachers from all faculties of the University for International Cooperation. This is the first step to provide our students, starting in the fourth quarter of the year, the opportunity to prepare well to obtain this certification, which will represent not only a sign of personal and institutional commitment to the environment and the future but a critical differentiator in the academic and professional training of our graduates. "

All of us at GPM are focused on supporting colleges and universities and our goal is to promote project management and the inclusion of sustainable methods to ensure that future generations have the resources and tools to meet their own needs. 

Sustainability starts with project management.



Dialogue with EDF Energy on Why have Sustainability in Projects

The following dialogue was published in the EDF Monthly Projects Newsletter.  They have over 1000 PMs on staff and are working hard to integrate sustainability in every facet of their organization.  Thank you for Dr. Ian Clarkson of QA for setting up this discussion. 


Why have sustainability in projects?

The APM Body of Knowledge is the bible of project management. As such, its’ content is all encompassing and authoritative.  But its’ temperature rises when it comes to sustainability.  To quote, ‘Sustainable development is an area in continual flux and is rarely without debate and argument.  There are often no hard and fast rules unless the work is in a highly regulated environment.  However, any manager needs to consider it as a core aspect of being a professional and ethical manager.’  With this in mind, Martin Bishop invited two leaders in this field – Richard Sage, Transformation Portfolio Director from ESCS (Energy Supply and Customer Services) in EDF Energy, and Joel Carboni, founder of GPM, to discuss this hot topic.

Martin: What is your interest in sustainability in projects?

Richard: In my role I have a focus on portfolio management and programme delivery, enterprise architecture, capability and resourcing.  I see it as key to work closely with our ESCS sustainability team to view all the projects in our portfolio through three lenses – People, Planet and Profit.  I want to ask not only how our projects delivering using these lens but do the project outcomes, and the legacy we will leave, stack up as well?

Joel: I founded GPM in 2009 as a concept.  We are based in USA but our reach is now across the world.  Our services include two certifications, and PRISM (PRojects Integrating Sustainable Methods).  This is our project delivery methodology and training offer.  It has an emphasis on five P’s - People, Planet, Profit, Product, and Process.  So we beat Richard by two!

Martin: Why is sustainability in projects so important?

Richard: Look at the EDF Energy website; it mentions how sustainability is core to our business.  Our CEO, Vincent de Rivaz, has stated that sustainability is the overarching goal of all our ambitions combined.   We should all be asking ‘what can I do differently’ and ‘how can I embed sustainability in what I do?’  This includes project professionals. In fact project professionals have a particular responsibility here, both in terms of how we work on projects and the legacy we leave.

Joel: I agree.  Just ask yourself, ‘what do customers want?  What does society want?’  More and more, consumers want to know what’s in a product and how it is delivered.  Stakeholders want to know as well.  We should ask are we adhering to what society says.’  (Martin: the horsemeat scandal and the subsequent sharp decline in people buying the affected products is very recent proof of Joel’s view.)

Martin: So what action can we take?

Richard: In ESCS we have a number of initiatives underway.  One of those is to update the ‘Set Up For Success’ assurance check for projects that are going through key EEPW gateways and particularly those that are seeking full investment at Gate C.  There are already eight categories for the Sponsor and PM to answer to ensure the project is set up correctly; we have added sustainability as a ninth (see fig. 1; draft framework below).  We are also hope to make the people/planet/profit dashboard more visible to encourage Sponsors to think more carefully about sustainability throughout the project lifecycle, after projects have delivered and the changes are embedded in BAU.  For example, looking through the people lens a question might be “how to cut down on travel and make virtual teams work as effectively as their physically co-located versions” or, looking through the planet lens “can we design business processes that cut down on waste”, or. Looking through the profit lens “let’s make sure we have robust benefit tracking mechanisms in place to ensure tangible and intangible project benefits are delivered”.

Fig 1:


9.  Sustainability


Comments / Proposed Actions / RAID ref.

Threat Assessment


  • Are sustainable working practices in evidence across internal and external resources involved in delivery of the project?
    • Will the project result in sustainable benefits for our employees?


  • Are the estimating and planning methods used in the projects (eg for time, cost and benefits) realistic?
    • Will the project deliverables support sustainable growth?


  • Is there rationale for the project location strategy supporting our sustainability ambitions?
    • Will the project deliverables contribute to a greener future?



Control Evaluation

  • Are sustainability metrics embedded in project reporting?
  • Are sustainability metrics embedded and shared across the entire delivery team?
  • Is evidence of sustainability credentials being taken into account in selection of 3rd parties and measured throughout engagement?
  • Are key sustainability impacts captured and managed in RAID?
  • Are significant sustainability ‘impacts’ (positive and negative) reflected through the business case with specific benefit owners?
  • Has the H&S strategy / approach been adequately defined and agreed by all relevant parties?








Joel: as mentioned above, GPM have created the PRiSM project delivery method which you can adapt to any existing methodology like EEPW.  It incorporates a framework of activities from international standards such as ISO 21500, 14001, 26000, 50001, and 9001 with the goal that any PM can answer the question ‘how can I apply sustainability in my project?’  (Learn more about PRiSM here.)  And our P5 framework (Fig 2: below) allows PMs to measure sustainability against the bottom line.

P5 integration

Martin: there must be challenges to embed sustainability in projects?

Richard: Absolutely.  I wonder if we should run sustainability as a project (as we did with our Zero Harm initiative) to embed sustainability ion the way we do things rather than rely on embedding it as business as usual?  Would a project give impetus to drive some of these ideas?

Joel: I agree; we see a lot of challenges working with PMs in how can get this sustainability standardised in the project governance without upsetting the applecart.  One misconception is increased workload.  Also does it align with how projects are architected? 

Richard: making it real is at the heart of the challenge. I really like your idea of giving sustainable dimensions.

Joel: the guidelines are already set out in the ISO standards so I think the key is to engrain sustainability in project governance to embed it throughout the company.  Did you know, for example, that it takes over 250L of water in the production process to create just one litre of Coca Cola? They were able to reduce the amount of water by 35% but only after sustainability was embedded in their project governance.

Martin: who wants the last word?

Joel: we’ve mentioned the big question – have you looked at your corporate website?  What does your company stand for?  For EDF Energy it’s sustainability.  So how will you develop the project tools to show the value embedding sustainability projects has?  And we can help!  (And QA can deliver the training.)

Richard: the traditional time/cost/quality measures for projects are fine but can be used to avoid the ‘how’ we deliver.  If we can get the focus on people/planet/profit embedded from the outset of a project we will have made an excellent start.  What’s the experience in CIO?

Martin: I think we have the same journey to go on!

I would like to thank Richard and Joel for their time and input.  I would also like to say nice words about Kay English, Beverley Lambert and Ian Clarkson from QA who helped set up the discussion.  If you would like to know more about GPM their website is at http://www.greenprojectmanagement.org/.

GPM courses themselves are available through QA, our project management training partner.  You can see details at http://www.qa.com/training-courses/project-and-programme-management-training/green-project-management/">http://www.qa.com/training-courses/project-and-programme-management-training/green-project-management/ but do remember not to book direct but to raise an ad hoc training form or speak to Employee Services at mailto:trainingadmin@edfenergy.com.



The Review of our Book - The GPM Guide to Sustainability in Project Management.

THE GPM REFERENCE GUIDE TO: Sustainability in Project Management

My Overall Assessment
In recognizing the frightening position we find ourselves in modern day times surrounded by inferior quality of workmanship, process, products, and etc. we often look for a mechanism by which we can right our wrongs from actions past.

When we take a look from a project management standpoint we can see our efforts have contributed to this very pitfall in today’s world where “cheap cheap cheap” is the motto, and cutting cost is the mechanism.

When we do this we fail to understand the long term implications of this way of “doing business” and we slowly degrade the very basis for which made us great.

This book, the GPM Reference Guide to: Sustainability in Project Management would be considered in my opinion, the Holy Bible of Project Management Guides with a focus on Sustainability in Project Management. It is body of knowledge by which we can move forward to fix the erroneous practices of maximizing profit at the expense of everything and everyone.

What the Authors Convey
By covering the fundamentals of what sustainability is the Authors are able to show what sustainable methods in Project Management truly are and how this methodology (Projects integrating Sustainable Methods, aka PRiSM) they have developed will be the world changing system of processes we desperately need in the Project Management Community (PMC).

By focusing on simply the Profit as our only bottom line, we in the PMC have contributed to a world full of projects which have been performed with the cheapest labor, the cheapest materials, and ultimately the cheapest practices acceptable to produce a service or product.

What the Authors do is show how a triple bottom line (People, Planet, and then Profit) can be focused upon in project managing which will ultimately result in a better solution for all of those stakeholders who we have the responsibility to perform for as project managers.

The most interesting aspect developed in this book is the Sustainable application to the Triple Bottom Line which they have dubbed as P5. P5 is a groundbreaking concept which focuses on Sustainability in regard to the People, the Planet, and Profit (P3) through the Practices and the Products.

The significance here is found in the breakdown of the Project Management Cycle being injected with Sustainability Metrics and Planning from the beginning (Front Loading); and carried through with a Sustainability Management Plan to ensure the execution is in line with the Sustainable Requirements of the Organization for which they are managing projects.

Why Project Managers Should Read This Book
Without a solid understanding of finite and infinite it might possibly be understood how this book could be overlooked for its value. However, in a day of such modern advancements and understandings about our world, it is hard to overlook the harsh reality that we are strongly marching towards. This reality of which I speak is a lack of resources such as clean air, water, minerals, and other such life sustaining necessities brought about by humanities careless waste and abuse of such resources.

It is not hard to observe the damage which we are doing to our world by implementing projects that lack sustainability metrics and guidelines. We see them in the pacific garbage patch that poisons our oceans, or the fracking for oil which poisons our water tables. We find it in the mutations of animal species or in the perpetual haze that overhangs most metropolitan areas.

For these reasons, and many more, we as project managers should seek out methodologies and systems which will bring back into harmony the people and the planet while still making a profit. In this reason alone we can find much solace in the comprehension and practical application of this book’s methods.

Target Audience
This book is targeted towards the PMC and anyone who is in an organization which employs project managers to perform project based delivery of services or products. For anyone who has ever had a doubt or a wonder about the way we do things and whether we can do them better in order to ensure the longevity of life on earth while still ensuring a nominal financial profit then this book is most definitely for you.

David M. Simon
, PMP, is a former U.S. Army Ranger and current Project Manager and co-owner of DarNofa Construction & Interior Design, a construction and project management company in Kuwait.  He has a broad range of experience in project management operating in the Middle East and in the USA.  David is a member of PMI-AGC Kuwait and the Director of Performance for the Kuwait Chapter.  David can be reached by email at simon.david.m@gmail.com

PMI Barcelona Newsletter features the GPM and Avanza

Chapter Realizados PMI BCN Events Thursdays with PMI  - Green Project Management® JANUARY 2012 [Translated to english by Google]  
Speaker: Lorena Perdomo GPM®


January 31, we attended the conference  Lorena  Perdomo made on Green Project Management (GPM).  Lorena is GPM certified Professional Coach and founding partner of Avanza Projects a GPM Global strategic partner in Mexico and Spain  and offers training and consulting on Green Project Management.

The first part of the presentation, discussed the concept of sustainability, so in vogue these  times of crisis.  "Sustainability is not just protection of the environment, but  awareness to improve the world" pointed the lecturer. Large companies are  developing sustainability plans in line with indicators such as the Dow Jones Sustainability Index or frameworks such as ISO 26000.

Green Project Management is a concept to integrate, development of projects with a  sustainability framework.  From the Project Charter, objectives of the project and their impact are consistent with the principles of P5, People, Planet, Profit, Process and Product (Triple Bottom Line).

The lecturer explained the processes to follow for the whole project cycle is aligned  with this concept.  All processes are consistent ISO 21500 and the two types exist in the PMBOK® Guide.

GPM certifications that support knowledge of Project Managers with sustainability through the  GPM and GPM-level b.  GPM Certification is obtained by submitting a project before an assessor  for approval.  GPM-B is reached surpassing the certification exam of 150  questions with a minimum of 75% correct.  For GPM is recommended to start in attending a course 8 hours on the fundamentals which are acquired the basic principles of sustainability. After the presentation, opened a interesting debate on the involvement of  companies on sustainability.  The general society being the engine  who should use sustainable products and services in order to create a better world.





Advancing Sustainability in the Middle East

Report on the EPC Projects Summit

On February 16th, I flew to Kuwait City to present and deliver a workshop on sustainability in project management at the EPC Projects summit that was hosted by IQPC with media sponsors PMI AGC Chapter and CMCS. (www.kuwaitepcprojects.com)  If you are not familiar with an EPC project, think Mega Project.  (EPC stands for Engineering, Procurement and Construction and are commonly associated with the energy sector.)

On Monday the 18th, there were several wonderful speakers who presented on quality, finance, project planning, and tools available to the EPC sector; all were very good and informative. It was shared that EPC projects have an unusually high failure rate, 65%!!  This number is based on only three criteria Time-Cost-Schedule.  

Key Traits of EPC Projects:
1. They require a large capital investment
2. They have highly complex engineering requirements
3. They require specialized equipment

Key reasons why EPC projects fail (as per industry definition)
1. Inadequate initial and subse-quent surveys in identifying necessary..
2. Inadequate planning, which leads to substantial scope creep and cost overruns.
3. Lack of coherent procurement strategies.
4. Lack of authority given to the Project Manager by stakeholders.

I wanted to see one up front for myself so I went to a recently completed project called the Avenues Mall which was meant to rival the Dubai Mall (it is quite amazing, visited it last fall), and at first glance it was.  The facade of all the stores had a Las Vegas New-York New-York or Venetian look and feel and the Starbucks was a pure work of art.  
As I put on my PM Hat and looked at it from a project perspective, it took on a whole new form. when I then put on my sustainability lens, it was an utter disaster. It became clear where the problem lies. Quality wasn't wasn't being measured by project outcome from a performance standpoint,  it was based solely on adherence to cost-schedule-scope with scope being the less important part.  David Simon, who was kind enough to give me the grand tour, explained to me that this is widespread practice. "who cares if it costs an extra 15 Million when I have allocated billions. Get it done on time.
Pictures below show marble that is cracked, whole sections of tile missing grout, ceiling panels that are an efficiency nightmare, wiring that is not terminated, the list was huge. When we went outside, it was worse.  If you have to leave on foot, there are no crosswalks or pedways. (YIKES!)  You have to go directly from the doors of the mall into the street to dodge traffic. Once you make it to the median, you climb over and once again take your life into your own hands.  If you are carrying anything you purchased, this is virtually impossible. From a social sustainability aspect, it was a nightmare.
2013-02-18 14.42.22
2013-02-18 14.21.582013-02-18 14.26.182013-02-18 14.36.33
Let's see.  A high end mall that features Louis Vuitton, Hermes, Gucci, etc. was poorly planned, unfinished, and a safety nightmare for those on foot.  As a PM, how could you hand this off?  Easy. It was on time, within budget, and in scope.  
Keeping this firmly in mind, I delivered a 30 minute presentation that conveyed why social, economical, and environmental sustainability should infused with project governance and why success should be viewed not simply from three factors rather does the resulting product do what it was supposed to do and in a manner that is socially, economically, environmentally conscious.  It was well received (I thought) and I was excited to get them alone for six hours to show them how.  
On Wednesday for the workshop, the focus was how to leverage PRiSM to improve quality and performance of a project from a sustainability standpoint.  We worked on measuring specific elements of a project using a sample construction project and our P5 impact analysis and sustainability calculator to show the correlation between project objectives, outcomes, resource usage, and processes employed to profitability, environmental impact, and social sustainability.  The six hours went by quickly, but I believe the participants who ranged from Senior Program Directors, Project Managers, and Consultants had the "a-ha" moment when they saw that true metrics could be established and maturity from project to project could increase. The dialogues happening in the hallway and afterwards were very positive.
When I returned, I received a note from from David, who is the Director of Performance from PMI-Arabian Gulf Chapter- Kuwait. He shared with me his take on the workshop which I am humbled to end with.

"Being a certified Project Management Professional (PMP®) and finding GPM Global’s GPM® credential and PRiSM method of introducing expertise on sustainability in project management was to me the equivalent of stumbling along a dark road with a pen flashlight for ages, and finally finding a 100watt halogen torch to guide my way to better project management. - David Simon PMP®"   

Thank you to PMI Arabian Gulf Chapter, CMCS, and IQPC, for the invitation, It was a very rewarding experience! 

Sustainability starts with Project Management!

Analysis Group for the implementation of ISO 21500 Blogs on the GPM-b

Now that we are up and running with the GPM-b, the exam is out, and the handbook is available for download online, our team (after a good night's sleep) has joined the land of the living again.  We want to share a blog article that was posted iso21500on the ISO 21500 Analysis group blog that covers the GPM-b.

The original version is in Spanish and is available here: http://grupoiso21500.blogspot.com.es/

Launch of the first certification specializing in sustainability, integrating ISO 21500 (Certification GPM-b)

Green Project Management Certification is presented as a commitment to maximizing sustainability throughout the project life cycle.
It aims to improve the generation and delivery of goods and services as well as project management itself, considering environment protection environmental impacts, using measurable standards.
This certification is given to Project Managers who have met established standards of project implementation, including technical competence in sustainability and also in professional project management.
Sustainable Management Project is an initiative that promotes the reduction of environmental degradation from the hand of economic growth of the company. It is a discipline that unites the principles of P5 and PRISM (Projects integrating sustainable methods).
GPM-b, is presented as the first certification of its kind that incorporates the new ISO 21500 standard in project management (Standard which, by itself, is not certifiable.)
Get certified
To be certified as Level B Green Project Manager (GPM-b), candidates must pass 150 multiple choice questions and must achieve a minimum score of 76% to pass the exam is divided into two main sections listed below.
1. Project Management
1.1. Project management standards based on ISO 21500
1.2. Project Management Skills
1.3. Knowledge areas in Project Management
1.4. Key Terms and Concepts
2. Integration of Sustainability
2.1. Why Sustainability
2.2. PRISM ™
2.2.1. P5 ™
2.2.2. Management Planning in Sustainability
2.2.3. Phases, inputs and outputs
2.3. ISOs on Sustainability
2.3.1. Energy Management Standard ISO 50001
2.3.2. Environmental Management Standard ISO 14001
2.3.3. Guide ISO 26000 Social Responsibility

Past Posts

Archived Posts

Stay Connected on Facebook, Twitter and LinkedIn!