Sustainability and Project Management

Transcription

1 Sustainability and Project Management Why integrate PRiSM with Agile Project Management (AgilePM ), and the relationship with PRINCE2 Antony della Porta V Correlation between the two approaches Table 1: Showing PRiSM Specific Activities incorporated into AgilePM and PRINCE2 1

2 Rationale why integrate and why use AgilePM and PRINCE2 Agile Project Management enables organizations to gain the benefits of an agile approach without introducing unnecessary risks. Ensures going agile becomes a measured and balanced change, keeping what is good in the current organization retaining existing good practices around project management and delivery whilst gaining the benefits of a more agile way of working. AgilePM has been developed and written to fit in well with PRINCE2 and complements quality processes such as ISO9001 and CMMI and therefore a relationship between the two is discussed. Using Agile Project Management continues to provide the right degree of rigor in managing the project, whilst still being flexible and agile, allowing the project to evolve the solution and control the time scale. with GPM incorporated, the project manager has the skills and knowledge to make sure the project adheres to sustainability strategies Integration of Sustainability methods CSR is becoming more important for consumers, stakeholders, employees, and competitors when viewing organizations, need for experienced project managers that can engage sustainable methods through the project delivery, is in high demand. The GPM-b certification provides assurance of the benefits that can be gained from employing a sustainability based project delivery approach, whilst still employing the complete set of processes and activities required to completely integrate the P5 Standard framework into the project manager s usual working practices and project delivery methods such as AgilePM. 2

3 Standards Addressed SAPM and SP2 incorporates: UN Global Compact s Ten Principles for Sustainable Development, UN s Post 2015 Business Engagement Architecture, GRI G4 Reporting Framework, ISO The Energy Management, ISO The Environmental Management Standard ISO Guidance on Social Responsibility, ISO 9001 The Quality Management Standard ISO Guidance on Project Management Where Organizations Fall Short 3

4 What the view of the problem is About the Architecture The Post-2015 Business Engagement Architecture illustrates the main building blocks necessary to enhance corporate sustainability as an effective contribution to sustainable development, creating value for both business and society. Each of these building blocks must be further strengthened and connected through a comprehensive and collective effort if they are to help take corporate sustainability to scale and turn business into a truly transformative force in the Post-2015 era. UN Secretary Ban Ki-Moon Outlining the Architecture on September 19th 4

5 POST-2015 Business Engagement Architecture RIO +20 Anyone hear about this? In section 46 it states: We acknowledge that the implementation of sustainable development will depend on active engagement of both the public and private sectors. We recognize that the active participation of the private sector can contribute to the achievement of sustainable development, including through the important tool of public-private partnerships. We support national regulatory and policy frameworks that enable business and industry to advance sustainable development initiatives taking into account the importance of corporate social responsibility. We call on the private sector to engage in responsible business practices, such as those promoted by the UN Global Compact. Already EXISTING ISO STANDARDS! 10 5

6 Since the RIO Declaration in 1992, conditions have not changed. 11 CSR New style Corporate Responsibility -Core business -Creating benefits Corporate Philanthrophy -Side business -Sharing benefits 12 6

7 Global Reporting Initiative(GRI) Pioneering nonprofit propose a framework for sustainability reporting. Companies use this report to inform its shareholders and consumers through their performance of economic, social and environmental 13 GRI Indicators Economic Economic Performance Market Presence Direct Economic impact Environment Materials, energy, water biodiversity Emissions, waste, transport Products and services Integral sustainability Social Labor practices and decent work Society Human rights Product liability Ethics 14 7

8 The United Nations Global Compact The Ten Principles The UN Global Compact's ten principles in the areas of human rights, labour, the environment and anti-corruption enjoy universalconsensus and are derived from: othe Universal Declaration of Human Rights othe International Labour Organization's Declaration on Fundamental Principles and Rights at Work othe Rio Declaration on Environment and Development othe United Nations Convention Against Corruption The UN Global Compact asks companies to embrace, support and enact, within their sphere of influence, a set of core values inthe areas of human rights, labour standards, the environment and anti-corruption: Human Rights obusinesses should support and respect the protection of internationally proclaimed human rights; and omake sure that they are not complicit in human rights abuses. Labour obusinesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; othe elimination of all forms of forced and compulsory labour; othe effective abolition of child labour; and othe elimination of discrimination in respect of employment and occupation. oenvironment obusinesses should support a precautionary approach to environmental challenges; oundertake initiatives to promote greater environmental responsibility; and oencourage the development and diffusion of environmentally friendly technologies. Anti-Corruption obusinesses should work against corruption in all its forms, including extortion and bribery. GPM Global is a member of the UN Global Compact and can be found on their registry 15 Question What is the difference between sustainable development and sustainable delivery? In 1987, the UN released the Brundtland Report, which defined sustainable development as follows: "Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs." 16 8

9 Key moment in the history of sustainability in project management IPMA World Congress 2008 Keynote The further development of the project managementprofession requires project managers to take responsibility for sustainability. Mary McKinlay Former IPMA Vice President 17 Project Management and Sustainability Project management standards fail to address sustainability Mohamed Eid

10 ISO standards Guidelines and Standards Guidelines ISO CSR ISO Project Management Normative Standards ISO 9000 Quality Management ISO Environmental ISO Energy Management Constraints 10

11 The Standards to be addressed oiso 1400 Series Environment Management o ISO Corporate Social Responsibility o ISO Project Management o ISO 9001 Quality Standard o ISO Energy Management Emerging signals o 2005: o C. Labuschagne: Sustainableproject life cyclemanagement o 2006: o APM Supports SustainabilityOutlooks o 2008: o J. Russell: CSR: Whatdoes itmeanforthe PM? o T. Taylor: A sustainability checklist for managers of projects o M. McKinlay: Keynote on IPMA conference o 2009: o M. Eid: SustainableDevelopment & Project Management o Several papers on IPMA and IRNOP conferences o GPM Was Established o 2010: o IPMA International Expert Seminar Developeda Checklist o Happy Projects conference: Sustainability& Projects o PMI research conference: panel discussion o Book: Green Project Management o GPM Certification was established o 2011 o BookSustainabilityin Project Management (HighlyRecommendedtoRead!) o PRiSM Methodology Established o PRiSM Courses Established o 2012 o GPM website eclipses2,300,000 visitorsandestablishesformaltraining in 37 countries. o 2013 o GPM WinsIPMA AchievementAward forapplyingsustainabilitytoproject Delivery o SP2 and SAPM Methodologies Established 22 11

12 PRISM The Strength of PRiSM The only project methodology that aligns with ISO 26000, 21500, 14001, 9000, the UNGC Ten Principles, and The GRI G4 Framework for Sustainability Reporting Phases of Sustainability 1. Pre- Compliance 2. Compliance 3. Beyond Compliance 4. Integrated Strategy 5 Purpose and Passion Reactive Proactive (The next sustainability wave, 2005, Bob Willard) 24 12

13 The Triple Bottom Line and Project Management Introducing the P5 Standard 13

14 P5 Overview o Five measureable elements to sustainability o Each measured individually and through Mutual Possession o Planet (Environmental aspect) o People (Social aspect) o Profit (Financial aspect) o Process (Governance aspect) o Product (Technical aspect) The P5Chart 14

15 What is a product? A "product" defined to be any tangible or intangible service, good(s), change, resource, business result or outcome undertaken by an organization using the project management processes as the method to create, update, expand, maintain and eventually dispose of the products, with the objective to use the "product" to provide future benefit to the organization. " Products commonly follow four stages Introduction A product is introduced to the market Growth the product starts to grow in the market Maturity the product is established, sales increase and eventually stabilize Decline the stage where the product begins to decline and either the market for the product is no longer there. What is a Project Process? According to ISO 21500, A process is a set of interrelated activities. Processes used in projects are generally categorized into three major types: Project management processes, which are specific to project management and determine how the activities selected for the project are managed; Delivery processes, which are not unique to project management, which result in the specification and provision of a particular product, service or result, and which vary depending on the particular project deliverable; Support processes, which are not unique to project management and which provide relevant and valuable support to product and project management processes in such disciplines as logistics, finance, accounting and safety. 15

16 P5 and the Social Bottom Line Labor Practices and Decent Work Employment Labor Management Relations Health and Safety Training and Education Organizational Learning Diversity and Equal Opportunity Trained Professional Emigration P5 and the Social Bottom Line Society and Customers Community Support Public Policy/ Compliance Customer Health and Safety Products Labeling and Services Labeling Market Communications and Advertising Customer Privacy 16

17 P5 and the Social Bottom Line Human Rights Non Discrimination Freedom of Association Child Labor Forced or Compulsory Behavior P5 and the Social Bottom Line Ethical Behavior Investment and Procurement Practices Bribery and Corruption Anti-Competitive Behavior 17

18 P5 and the Environmental Bottom Line Transport Local Procurement Digital Communication Traveling P5 and the Environmental Bottom Line Energy Energy Used (Consumed) Emission / Co2 Clean Energy Return 18

19 P5 and the Environmental Bottom Line Water Water Quality Water Quantity Water Consumption Water Displacement P5 and the Environmental Bottom Line Waste Recycling Disposal Reusability Incorporated Energy Waste 19

20 P5 and the Financial Bottom Line Return on Investment Direct Financial Benefits Benefit Cost Ratio External Rate of Return Internal Rate of Return Net Present Value P5 and the Financial Bottom Line Business Agility Flexibility / Optionality in the Project Increased Business Flexibility Economic Stimulation Local Economic Impact Indirect Benefits 20

21 How to Perform the Analysis 1. There are several ways to perform a P5 impact analysis. Developing a risk register using each element, as a category is the simplest. 2. The most effective way is to use a scoring system. Example o When using a scoring system, each product deliverable and project process will be scored against each element of P5 based on a positive/neutral/negative scale ranging from a neutral (o) high (+ or -3), medium (+ or -2), and low (+ or -1). o This method is a simplified Analytic Hierarchy Process, one of the most popular analytical techniques for complex decision-making problems. Note: An AHP hierarchy can have as many levels as needed to fully characterize a particular decision situation. 21

22 P5 Scoring Compared Against the GRI G4 Framework 22

23 Slide 44 1 Joel Carboni, 20/08/2013

24 Calculating Impact Why do this? o The P5 impact analysis will provide key insight on where the problem areas are from a sustainability perspective. o Once the analysis is completed, the items that pose a risk (anything with a + score) should be sectioned off and reviewed, and mapped to into a Sustainability Management Plan (SMP) 23

25 P5 Impact Assessment A summary of the planned environmental impact and steps that will be taken to decrease the effects or increase the opportunities identified Stakeholder Management and Organization Roles 48 24

26 Stakeholder Management and Organization Roles stakeholders: customers or customer representatives contribute to the project by specifying project requirements and accepting the project deliverables suppliers contribute to the project by supplying resources to the project project management office may perform a wide variety of activities including governance, standardization, project management training, project planning and project monitoring 49 Challenges to Sustainability in Project Management o Managing in an Integrated Manner while involving all stakeholders o Aligning Social Responsibility with Corporate Strategy o Rationalising harmony with economy, compliance, and ethical responsibility o Managing Risk to Brand and Reputation o Integrating Eco-Design into Product and Service Offerings 50 25

27 Sustainability at the Program Level o Improved resourcing leads to less wastage o Linking and connecting projects can bring greater efficiencies o Risks and Issues are managed at the right level and can in some cases be curtailed prior to occurrence o Connection with BAU means that sustainability message doesn t get restricted to project with a clearer route for communication 51 Sustainability at Portfolio Level o Sustainability can be invoked easier from a greater height o Sustainability seen as part of the department or organization o organization shares best practices and so improves more rapidly o Response to and from lower levels becomes easier to make changes to business approach 52 26

28 Measuring Sustainable Success. o Important to Trend Sustainable Impact o Set Baselines o View Projects as Cyclical o Drive Sustainability Through Projects 53 Green Vendor Scorecard 54 27

29 Adding Sustainability to the Mix 55 Process Flow Sustainable AgilePM 28

30 Introducing GPM Training Development and Standards Certification and Governance GPM Certifications The GPM-b - Knowledge based Foundational Certification The GPM - Proficiency based Practitioner Level Certification The GPM-m - Proficiency Based Master Level Certification 29

31 Our Focus o Certification o GPM-b o GPM o GPM-m o Methodology o PRiSM o Training o PRiSM Courses o SP2 o SAPM 30