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Sustainability and the Project Manager

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Sustainability and the Project Manager Opportunities, Challenges and Contributions Prof. Charles Egbu Dr. Mohammed Arif The University of Salford, The Old Fire ... – PowerPoint PPT presentation

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Title: Sustainability and the Project Manager


1
Sustainability and the Project Manager
Opportunities, Challenges and Contributions
  • Prof. Charles Egbu
  • Dr. Mohammed Arif
  • The University of Salford, The Old Fire Station,
    Salford, M5 4WT
  • 23rd September 2010

2
Structure
  • Presentation
  • Workshop
  • Break Out Session to discuss key issues
  • Feedback from Break-Out Session
  • Support with Research - Completion of Short
    Questionnaire

8
3
Sustainability and the Project Manager

4
Project Management today, now and in the future
5
OPPORTUNITY.. introducing sustainability
initiatives into projects and in organisations
through change management
6
The Changing Face of PMgt?
  • The dominant way of organising change is in
    projects
  • Project and project management are becoming a
    crucial activity of organisations Business as
    Usual (BAU)
  • - Value Adding

8
7
Strategic Planning - Understanding Business Value
  • Who are our Clients/stakeholders?
  • What value do we provide to them? (GAP ANALYSIS)
  • Who will be our customers/stakeholders in the
    future?
  • How will we satisfy their needs and expectations?

8
Linking Project and Strategic Plan
9
The Project Manager
  • Responsibility
  • Authority
  • Accontability
  • ... To see the project to its successful
    completion...

8
10
Sustainability
  • Sustainability is complex, diverse and tend to
    mean different things to different people

11
Triple Bottom Line
Sustainable Development
Economic Principles
Social Principles
Environmental Principles
12
Sustainability A global challenge of our time.
  • In 1987 Brundtland defined sustainability as
    meets the needs of the present without
    compromising the ability of future generations to
    meet their own needs
  • The Brundtland Report (1987) Our Common Future.
    Oxford University Press, ISBN 019282080.
  • 1992 Earth Summit - United Nations Conference on
    Environment and Development -Rio de Janeiro,
    Brazil
  •   1997 Kyoto Protocol
  •    2009 Copenhagen (COP15)

13
UKs Position
  • The UK Government identified 4 aims in its
    strategy for sustainable development
  • Social progress that recognises the needs of
    everyone
  • Effective protection of the environment
  • Prudent use of natural resources
  • Maintenance of high and stable levels of economic
    growth

14
Sustainable Project Management
15
People, Planet, Profit
Sustainability is about balancing or harmonizing
social, environmental and economical interests
16
Environment
  • Revell and Blackburn (2007), and Pasquire
  • (1999) have presented a range of success factors
  • that can help make construction industry
  • environmentally friendly.
  • imposition of stricter regulations.
  • establishment of longer customer-supplier
    relationship.
  • awareness of environmental, social and economic
    impact.

17
Environment Contd.
  • implementation of environmental management
    system.
  • push from the top management.
  • implementation of ISO14,000 kind of
    certifications.
  • regular audits on green environmental standards.
  • customers willingness to pay extra for green
    construction and
  • engagement by government bodies during the
    formulation of the regulations.

18
Waste Minimisation
  • Dainty and Brooke (2004), and Sarkis (1998) have
    listed and extensive range of practices that can
    help minimise waste in construction as well An
    other infrastructure projects.
  • standardization of design
  • stock control to minimize over-ordering
  • environmental education for the workforce
  • having recycling and waste disposal companies as
    part of the supply chain
  • just in time delivery
  • penalties for poor waste management
  • incentives and tender premiums for waste
    minimisation

19
Waste Minimisation Contd.
  • waste auditing
  • increased use of off-site techniques/mass-producti
    on vs. made to order
  • use of on-site compactors
  • suppliers required to provide in small batch
    sizes and
  • reverse logistics.

20
Energy
  • For energy efficiency in construction, Bartlett
  • and Howard (2000), Tiwari (2001), Sarkis (1998),
  • and Unruh (2008) have highlighted issues and
  • practices.
  • setting up energy saving objectives at
    operational level
  • consideration of energy objectives at the
    strategic planning level itself
  • value management of energy plans

21
Energy Contd.
  • lifecycle costing accuracy
  • education/awareness to designers about energy
    efficient materials and techniques
  • use of cost and environmental assessment tools
    and
  • investigation about energy producing
    opportunities in the project.

22
Sustainable Project Management
  • The management of project-organised change in
    policies, assets or organisations
  • consideration given to the economic, social and
    environmental impact of the project, its result
    and its effect for now and future generations

23
Research
  • How do we develop indicators for incorporating
    the concepts of sustainability in project
    management?

24
CONTRIBUTIONS Contribution through the roles
that Project Managers play in projects
25
Contributions and Roles (1)
  • Briefing Supporting and encouraging clients and
    sponsor - championing incorporation of
    sustainability into statements of requirements
    and applying them throughout the project
  • Finance and Funding Models understand,
    encourage and promote appropriate financial and
    funding models at the inception emphasising the
    triple bottom line and whole life costings with
    an awareness and knowledge of financial benefits

26
Contributions and Roles (1)
  • Selection Incorporating sustainability criteria
    in selecting team members, contractors,
    suppliers, etc.
  • Strategies Considering sustainability in the
    fundamental options of scoping, phasing,
    sequencing, sourcing, procurement, contracts,
    etc.
  • Design Proposals Stimulate and encourage
    designs which respond to statements of
    requirements, statutory, standards and good
    practice for sustainability

27
Contributions and Roles (1)
  • Specifications Making sure that components and
    assemblies are sourced and delivered in
    sustainable ways including delivery methods,
    packaging,
  • Change Decisions Address sustainability aspects
    when change is under review
  • Delivery Stage Implement predetermined project
    sustainability arrangements and good practices

28
Contributions and Roles (1)
  • Management Arrangements Adopt effective
    managerial and operational arrangements covering
    logistics, meetings, communications, consumables,
    re-use and recycling
  • Communications Convey sustainability aspects
    of the project throughout its duration Provide
    processes for this to happen.

29
CHALLENGES WHAT ARE THEY
30
Challenges
  • People are at the core of sustainability.
  • -How people initiate, implement and use
    project outcomes makes them either sustainable or
    un-sustainable

31
Challenges
  • Developing sustainable solutions requires a
    greater understanding of the
  • Impact that the use of projects have on the
    environment and quality of life of
    occupants/users
  • Cultural shift needed by key players (Clients,
    sponsors, project manager, educators,
    professional bodies..etc.
  • Barriers to implementation (i.e. stakeholder
    reticence, the role of whole life thinking etc).

32
Challenges
  • Short-termism of project professionals (and I
    dare say, their employers and clients)
  • The Project Management fraternity appear not to
    speak with one voice in their quest to address
    sustainability.
  • Collaboration between industry and research in
    addressing sustainability issues from a project
    management perspective
  • No holistic approach towards educating and
    training of the next generation of project
    professionals on the implications of managing
    sustainability issues

33
KNOWLEDGE, SKILLS AND COMPETENCES Developing
and acquiring what is needed to effectively
address sustainability issues in projects
34
Sustainability and the Project Manager
Knowledge, Skills and Competences
35
Developing and Acquiring Requisite Skills,
Knowledge and Competences
  • Are there targeted programmes on Sustainability
    and the Project manager (Formal, informal,
    external, in-house )?
  • What are the roles of the education and training
    providers professional associations?
  • What should an appropriate course content
    targeted at project professionals be?

36
Reflections and Conclusions
  • Projects are important tools for introducing
    sustainability initiatives into projects and in
    organisations through change management An
    Opportunity
  • Project Managers have significant contributions
    to make
  • There are inevitable challenges
  • We need targeted education and training
    programmes
  • Need to consider project professionals of the
    future as well as future generations in what we
    do TODAY.

37
Key workshop Questions
  • 1. What role should project managers play in
    addressing the sustainability requirements of
    projects?
  • 2. What main challenges confront project
    managers in addressing sustainability
    requirements of projects?
  • 3. What requisite knowledge, skills and
    competencies do project managers need in
    addressing sustainability requirements of
    projects?
  • 4. How best is knowledge, skills and competencies
    for addressing the sustainability requirements of
    projects acquired and/or developed?
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