Presentation 'Duurzaam Doen' 2012

WORKSHOP B2

Sustainability in Project ManagementGilbert Silvius en Ron Schipper

11.30 – 12.30 uur / zaal F1.26

Sustainability in Projects

and Project Management

Research Centre forInnovations in Health Carewww.kenniscentrumivz.hu.nl

What makes a project a project?• A temporary nature or temporary organization;

• Most often across organizational structures and boundaries;

• A defined deliverable or result, logically or preferably linked to the organization’s strategy or goals;

• Specified resources and budget.


Projects as instruments of change

BenefitsOperation Performance

Operations Management

Stra

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GoalSetting

PerformanceEvaluation

Project Portfolio Mgt

ProjectDelivery

Project Management

ProjectResources

ProjectDelivery

Project Management

ProjectResources

ProjectOutputs

ProjectDelivery

Project Management

ProjectResources

Assets

Resources

Temporary organization

Permanent organization

unsatisfactory


Sustainabilityneeds

Changeis organized in

Projects


‘In essence, sustainable development is a

process of change

in which the exploitation of resources, the direction of investments, the orientation of technological development and institutional change are all in harmony and enhance both current and future potential to meet human needs and aspirations’ (UN, 1987)


The challenge

How to live a comfortable life with 9 billion people on

the planet?


Our businesses

Digging up the earth to produce waste

TAKE

MAKE USEWASTE


We need to change

MAKE USE

MAKE

USE MAKE

USE


We need to change

USE USE

USE

USE USE

USE


Sustainabilityneeds


Projects


Sustainabilityneeds


Projects?


Sustainable development

World Commission on Environment and Development (the Brundtland Commission): "forms of progress that meet the needs of the present without compromising the ability of future generations to meet their needs."


The Triple Bottom line

http://www.amazon.com/gp/reader/0865713928/ref=sib_dp_pt


People, Planet, Profit


ISO 26000


The 6 key principles of Sustainability

Sustainability is about…• …balancing or harmonizing social, environmental and economical interests

• …both the short term and the long term

• ...local and global

• …consuming income, not capital

• ...transparency and accountability

• ...personal values and ethics


Corporate Responsibility

Van Minder slecht

Naar: Goed

Less poluting resourcesBetter isolated buildingsBetter safety clothingBusiness Resources

BusinessProcessen

BusinessModel

Producten/diensten




Sustainability is about…• …balancing or harmonizing social,

environmental and economical interests






What is the implication of these principles for….

The content of projects?

The management of projects?

The competences of the project manager?












What criteria?


Sustainability criteria

You cannot change what you cannot manageyou cannot manage what you cannot measure


The Global Reporting Initiative


Sustainability criteria??

Economic Sustainability

Return on Investment - Direct financial benefits - Net Present Value

Business Agility - Flexibility / Optionality in the project - Increased business flexibility

Environmental Sustainability

Transport - Local procurement - Digital communication - Traveling - Transport

Energy - Energy used - Emission / CO2 from energy used

Waste - Recycling - Disposal

Materials and resources - Reusability - Incorporated energy - Waste

Social Sustainability

Labor Practices and Decent Work

- Employment - Labor / Management relations - Health and Safety - Training and Education - Organisational learning - Diversity and Equal opportunity

Human Rights - Non-discrimination - Freedom of association - Child labour - Forced and compulsory labor

Society and Customers

- Community support - Public policy / Compliance - Customer health and safety - Products and services labeling - Market communication and Advertising - Customer privacy

Ethical behaviour - Investment and Procurement practices - Bribery and corruption - Anti-competition behaviour












What is the scope?


Labuschagne and Brent


Projects as a ‘system’ of realising organizational change



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GoalSetting



ProjectDelivery

Project Management

ProjectResources

ProjectDelivery

Project Management

ProjectResources

ProjectOutputs

ProjectDelivery

Project Management

ProjectResources

Assets

Resources



unsatisfactory




Stra

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GoalSetting



ProjectDelivery

Project Management

ProjectResources

ProjectDelivery

Project Management

ProjectResources

ProjectOutputs

ProjectDelivery

Project Management

ProjectResources

Assets

Resources



unsatisfactory





Stra

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c M

anag

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GoalSetting



ProjectDelivery

Project Management

ProjectResources

ProjectDelivery

Project Management

ProjectResources

ProjectOutputs

ProjectDelivery

Project Management

ProjectResources

Assets

Resources



unsatisfactory





Stra

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GoalSetting



ProjectDelivery

Project Management

ProjectResources

ProjectDelivery

Project Management

ProjectResources

ProjectOutputs

ProjectDelivery

Project Management

ProjectResources

Assets

Resources



unsatisfactory





Stra

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GoalSetting



ProjectDelivery

Project Management

ProjectResources

ProjectDelivery

Project Management

ProjectResources

ProjectOutputs

ProjectDelivery

Project Management

ProjectResources

Assets

Resources



unsatisfactory





Stra

tegi

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GoalSetting


Project Portfolio

Mgt

ProjectDelivery

Project Management

ProjectResources

ProjectDelivery

Project Management

ProjectResources

ProjectOutputs

ProjectDelivery

Project Management

ProjectResources

Assets

Resources



unsatisfactory



Potential areas of impact

• Project context• Stakeholders• Project content• Business case• Materials and procurement• Project reporting• Risk management• Project team• Organizational learning

Praktische toepassingSmartRemote

Case SmartRemote

Wie heeft er meer dan 4 remotes?

Wie heeft er een universele remote?

Wie heeft er meer dan 3 remotes in de kast?

Ligt uw smartphone(s) naast u tijdens TV-kijken?

Case SmartRemote

Praktische toepassing - issues

• 1. Duurzaamheid wordt niet meegenomen in het project

• 2. Teveel project oriëntatie

• 3. Corporate identiteit bepaalt de realistische acties

Stappen

Identiteit organisatie

MVO Visie

Waarden en normen

Inzicht

De werkelijke verandering

Life cycle & Waardeketen

Alle mogelijkheden

Interne scope

Externe scope

Analyse bevindingen

Interne scope

Externe scope

Selectie van interventies

Korte / lange termijn

Verantwoordelijk / beïnvloeden

Identiteit organisatie

• Missie: “We help our customers achieve long lasting competitive benefits by successfully implementing best of breed IT-solutions

• MVO: They help charity foundation by donating 700 hours of software development

• Four core values are listed: Smart, Balanced, Dedicated and Reliable

Amsterdam Beijing

Van identiteit naar sustainability principles

• Passende principes:• A balance in People, Planet and Profits aspects;• Both a short term and long term view;• An emphasis on personal values and ethics;• Transparency and accountability.

Inzicht: Werkelijke verandering

Natural resources

Transport and produce

TV + remote

Distribution to retailer

Buying by consumer

Use by consumer

Disposal by consumer

Waste

Collecttranspor

t

Waste destroyment

Final waste

Seperate (integrated

) remote

Inzicht: Life cycle “old remote”

Design & engineer remote

service

Design and engineer service

opperation

Application including

infrastructure

Download application

Use Open Remote application by

consumer

Delete open remote

application by consumer

Inzicht: Life cycle “SmartRemote”

Agile approach to cope with uncertainty and complexity

Use of digital communication to prevent travelling

Reusability of (generic built) software components

Possibility for positive diversity in staff hire

Express leadership on social working circumstances

Business agility

Transport

Good labor practise

Economical

Environ-mental

Social

Transferring knowledge work from Europe to Asia means potential problem for European staff.

Employ-ment

Smart Remote Broader angle

Possibility for employement of knowledge workers

Organizational learning for future projects

Training and eductation possibilities for staff including combining individual learing goals with project task assignments

Material and

resources

Interne oriëntatie

ROI

Profitable sustainable smartphone service with less waste

No cradle to cradle for old remotes

Possibility to enhance service into more services making life easier

OpenRemote gives no waste (except the used smartphone and the IT-Infrastructure of the service)

Possibility of eco-friendly design of the IT infrast

Less energy used to produce each instance

Less transportation for consumers to obtain the remote

Privacy aspects should be taken into account with use of accessible smartphone

Business agility

Waste

Transport

Society and customer

Economical

Environmental

Social

Manufacterers offer no flexibility resulting in waste

Smartphone addiction, no cradle to cradle concept; results in waste

Waste

Manufacterers offer no flexibilityBusiness

agility

Reduction of manufacturers labor

Labor employ-ment

SmartRemote Broader angle

Externe oriëntatie

Selecteren van realistische actie

Realistische interventies

Sustainability principles van de organisatie

Alle mogelijke sustainability interventies

Verantwoordelijk vs beïnvloedbaar

Selecteren van realistische opties

Delivery of the SmartRemote service.

Generic software componentsECO-friendly ICT infratsructure

Privacy protectionExpress leadership

Use digital communication techniques

Balance TBLShort term & Long

termValues and ethicsTransparency and

accountability

Alle mogelijke sustainability interventies

Verantwoordelijk vs Beïnvloeding


Sustainabilityneeds


Projects



Sustainability is about…• …balancing or harmonizing social, environmental and economical interests







Mind shiftTaking responsibility

for sustainable development

Having a holistic perspective onmanaging change

Paradigm shift

Scope shift

Managing social, environmentaland economical impact


We need to change the way we view things

In order to change the way we do things

Nelmara Arbex


Sustainability in Projectsand Project Management

• Are we taking responsibility?• Should we take responsibility?

Sustainability in Projects

and Project Management

Health & Medicine

Presentation 'Duurzaam Doen' 2012