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Sustainable Development &
Project Management
http://www.pmuni.net
Roland Gareis1st PMUni Workshop`09WU Wien, June 3rd, 2009
AgendaRelevance of SD for Project ManagementSD & PM: First hypothesesProposal for the OeNB: Research Project „SD & PM“Related activities
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Relevance of Sustainable Development for Project Management
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Interest in the PM Community
PMIPMI– “In the future, a project´s ROI will be measured in terms of
environmental and social gains as well as financial gains”– Topics of the last PMNet issue
» Green projects e.g. reduction of emissions, pollution; alternative energy, humanitarian aid & development projects
» Focus on project contents and results, less on the project
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management process IPMA– expert seminar 2008 Zürich: Project Management & Ethics– IPMA Project Excellence Model
Some first research activities: Bond university, Utrecht, etc.
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IPMA Assessment Model for „Project Excellence“: www.ipma.ch
Sustainability: Project Excellence Model
Project managementDeveloping project objectives– Identification of relevant environments: clients, suppliers, but
also citizens, neighbours, etc.– Internalisation of social interests
Relationships with project team members, suppliers, clients– Focus is on cooperation and win-win situations
Resources
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– Careful managementProject results
Explicit analysis of “Results of other parties involved”
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SD & PM: First Hypotheses
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SD in Different Social Systems I
Social Systems
Organizations SocietiesInteractions
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PermanentOrganizations
TemporaryOrganizations
Divisions DepartmentsCompaniesProjects Programmes
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SD in Different Social Systems II
Society– Sustainability as a political concept– Economic, social and ecological concerns
Company– CSR concepts can be applied to the specific strategies,
structures, and cultures of project-oriented companiesProjects and programs
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Projects and programs– Sustainability of the project and the program management
process, the project results and program results
First Hypotheses: Investment & ProjectSustainable development is referred to project results. A process related understanding of sustainable development is required for project management. Sustainable project management promotes sustainable project results.The temporary character of a project contradicts the long term orientation of sustainable development. Projects initialize investments in new products, markets, organizations, or i f t t B thi j t t ib t t li l t
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infrastructures. By this projects contribute to realize long-term business objectives. The long term orientation of sustainable development is considered by explicitly planning the post project phase and by performing a business case analysis.
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Project End of the
InvestmentControlling II
InvestmentInvestment I t t
Relevance of SD: Project and Investment
Project to Initialize the Investment
ProjectStart:
Projectassigned
Project End: Project approved
Utilization of the Investment Object
End of the Utilization
Des-invest -ment
InvestmentControlling IV
Investment -Evaluation
InvestmentControlling I Investment
Controlling III
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j pp
Investment Life Cycle (Business Case)
End investment life cycle: Desinvestment performed
Start investment life cycle: Investment decision made
t
F i n a n c i a l
Investment Score Card
C u s t o m e r
t i
F i n a n c i a l p e r s p e c t i v e
I n n o v a t i o n
I n v e s t m e n tP l a n
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p e r s p e c t i v e
P r o c e s s a n d r e s o u r c e p e r s p e c t i v e
p e r s p e c t i v e
Relevance of SD:Potential to add criteria such as societal concerns, etc
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First Hypotheses: PM ProcessSustainable development is of relevance in the designing of the project management process. It is to be considered in the planning and controlling of the project objectives, project scope, project schedule, project costs, project resources, and project risks, project organization, project culture, project personnel, project infrastructure and the project context. In the definition of project objectives economic, ecological and social interests can be considered which might lead to an
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social interests can be considered, which might lead to an internalization of external interests.
Projectassigned
Project starting
Project controlling
Resolving of aproject discontinuity
Project coordinating
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Project closing-down
Projectapproved Relevance of SD:
For all PM Sub-Processes
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Project and Programme Management:Objects of Consideration
Scope, schedule, costs, and ...Objectives, resources, income, risksOrganization, culture, personnel, infrastructureContext: Pre-, post-project phase, relevant environments, other projects, company strategies business case
Scope
S h d l Costs
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strategies, business caseSchedule Costs
Relevance of SD: Objectives, resources, organization, culture, personnel, infrastructure, context, …
Relationships between SD & PMProject management
s hedu
le
, ks on,
l, ject
ce
ss
Sustainable development
Holistic approach
Long-term orientation
Proj
ect o
bjec
tives
Proj
ect s
cope
, sch
Proj
ect r
esou
rces
,in
com
e, c
osts
, risk
Proj
ect o
rgan
izat
iocu
lture
, per
sonn
ein
fras
truc
ture
Proj
ect c
onte
xt
Des
ign
of th
e pr
o jm
anag
emen
t pro
c
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Large spacial and institutional scale
Risk and uncertainty reduction
Values and ethical considerations
Participation
Capacity building
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First Hypotheses: Project OrganizationNew approaches for the organizational design of projects consider integration (e.g. of representatives of suppliers and customers) as well as partnering and empowerment.Sustainable development increases the complexity and dynamics of projects. On the other hand it speeds up the decision processes in projetcs, because of a more cooperative culture.In designing the appropriate project infrastructure travel times can b li it d b ki i i t ll d f i t l h d
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be limited by working in virtually and performing telephone and video conferences.
Project Owner team
Project Manager
OrganizationsExpert
Subteam OrganizationSubteam
Technics
j g
CommercialExpert
Technical Expert
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Subteam Billing
Project Organization
Technical contractor
Billing contractor
Investor
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First Hypotheses: Project EnvironmentRelationships to relevant project environments are a context dimension to be managed in projects. Based on a participatory and holistic approach the quality of a project environment analysis can be improved.Depending on the project management approach considered, some principles of sustainability development are implicitly applied.
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Project
Relevance of SD:Additional Social Environments, Additional Relationships
Project
Project team
ProjectOwner
Partner
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Customers SuppliersCompetitors
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Relevance of SD: Additional Dimensions in Project Controlling
P j tS C dProject Score Card
Project objectives and context 08.01.05 20.02.05 10.04.05 04.06.05 09.07.05
Realization of project objectives 1 1 4 2 5Coprehensive objects of consideration 1 1 1 1 2Contribution to the organisation strategy 2 2 4 2 5Relation to other projects 2 2 2 2 1
Project environment relation08.01.05 20.02.05 10.04.05 04.06.05 09.07.05
7 associations 2 3 2 3 3 Project organisation 08.01.05 20.02.05 10.04.05 04.06.05 09.07.05
Umbrella organisation 1 1 1 1 1 Performance of project roles 1 1 2 1 2Ministry of Health 2 2 4 3 5 08.01.05 20.02.05 10.04.05 04.06.05 09.07.05 Project communication 1 1 1 1 1Academies 2 2 2 2 2 Project culture development 2 1 1 1 1Medical association 2 2 2 2 2 Project team work 1 1 2 1 1
Development MTD Austria
2 2 4 3 5
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Poitical parties 1 1 4 3 5
Legende Planning, controlling 08.01.05 20.02.05 10.04.05 04.06.05 09.07.05
very bad 5 Project progress 1 1 1 1 3bad 4 Project schedule 1 1 3 3 5ok 3 Project costs 1 1 3 4 5good 2 Project ressources 2 1 3 4 5very good 1 Project risks 3 3 3 3 5
Proposal for the OeNB: Research Project „SD & PM“
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Research Area: SD&PM Project Proposal
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Research QuestionsHow is sustainable development implicitly considered in project management?How could sustainable development be considered explicitly in project management?Which challenges and potentials arise for project management from the consideration of sustainable development?
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Project Objectives
Analyze if sustainable development is implicitly considered in projectAnalyze if sustainable development is implicitly considered in project management.Conceptualize how sustainable development can be explicitly considered in project management.Analyze which challenges and potentials arise for project management from the consideration of sustainable development.Draft instruments for explicitly considering sustainable development in project management
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in project management.Non-objectives– Analyze if the consideration of sustainable development in
project management supports the creation of sustainable project results.
– Gather information on sustainability projects and analyze these.
Research Project: FactsProject manager: GareisSenior researchers: Gareis Huemann Martinuzzi SedlackoSenior researchers: Gareis, Huemann, Martinuzzi, SedlackoProject start: July 2009Project end: December 2010
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Work breakdown structure
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Research Process and MethodsQualitative, cyclic research approach Interdisciplinary team of project management and of sustainability researchersResearch methods applied in this research project:– Literature review – Focus group– Case studies
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Case studies– Qualitative interviews – Research workshops
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Project Environment Analysis
WU-Wien
SD & PM
Project Organization Project OwnerProject CoordinatorProject Team
OeNB
PROJECT MANAGEMENT
GROUP
Research Institute on Managing Sustainability
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Project Management Research Community
Sustainable Development Research Community
Case Study CompaniesPOC 1 POC 2...
Journal publisher
Project Milestone PlanProject Milestone Plan
PSP Mil t D tPSP-Code
Mile stone Date
1.1.1 Project assigned 01.07.2009
1.2.6 As-is analysis documented 30.10.2009
1.3.4 First draft models developed 30.02.2010
1.4.7 Case studies documented 15.08.2010
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1.5.6 Further developed models documented 15.10.2010
1.6.5 Draft instruments documented 30.11.2010
1.7.4 Journal papers accepted 15.12.2010
1.1.8 Project approved 20.12.2010
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Related Activities
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Related Activities: Papers, ProposalsInvitation to researchers for cooperation in the 1st PMUni Workshop`09 in ViennaPaper submission for the IRNOP conference‘09Proposal within the pmi Project Management Research Program`09
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