Article

Sustainability as a new school of thought in project management

Authors:
  • LOI UAS / HU UAS / Wittenborg UAS / University of Johannesburg
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Abstract

Sustainability is one of the most important challenges of our time. It is recognized that projects play a pivotal role in the realization of more sustainable business practices and a developing theme in project management research is the relationship between projects and sustainability. As the literature on this topic is evolving, this paper discusses the question whether the growing attention for sustainability in project management research represents a new ‘school of thought’ in project management? The study builds upon earlier work on schools of project management research, in which nine schools were identified. The question whether sustainability should be considered a new school of project management is answered by deriving the criteria for recognition as a school and performing a structured literature review on a sample of 71 articles on sustainability in project management, taken from the leading academic journals on this topic. As criteria for recognition as a school of project management, the criteria content, community and impact were found. After a content analysis of the articles in the sample, the conclusion is reached that sustainability qualifies a new, distinct and emerging school of thinking in project management. The defining characteristics of this sustainability school are: considering Projects in a societal perspective, having a Management for stakeholders approach, applying Triple bottom line criteria, and taking a Values based approach to projects and project management.

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... In addition, these authors explored the challenge of introducing Sustainability in Project management in another paper in gap between the perception of the importance of sustainability in project management and the actual use in practice (Mauro Luiz Martens & Carvalho, 2016b). et al., 2005 Sustainability evaluation framework for corporate strategy virtual environment Silvius (2017) concluded that sustainability in Project Management should be considered as a new and emerging school of project management once it attends to the three criteria that define a school of thought: content, community, and impact (Silvius, 2017) The development of project management methods considering sustainability is emergent, despite the experience with them is still limited and must be evolved (Silvius, 2017). ...
... In addition, these authors explored the challenge of introducing Sustainability in Project management in another paper in gap between the perception of the importance of sustainability in project management and the actual use in practice (Mauro Luiz Martens & Carvalho, 2016b). et al., 2005 Sustainability evaluation framework for corporate strategy virtual environment Silvius (2017) concluded that sustainability in Project Management should be considered as a new and emerging school of project management once it attends to the three criteria that define a school of thought: content, community, and impact (Silvius, 2017) The development of project management methods considering sustainability is emergent, despite the experience with them is still limited and must be evolved (Silvius, 2017). ...
... In addition, these authors explored the challenge of introducing Sustainability in Project management in another paper in gap between the perception of the importance of sustainability in project management and the actual use in practice (Mauro Luiz Martens & Carvalho, 2016b). et al., 2005 Sustainability evaluation framework for corporate strategy virtual environment Silvius (2017) concluded that sustainability in Project Management should be considered as a new and emerging school of project management once it attends to the three criteria that define a school of thought: content, community, and impact (Silvius, 2017) The development of project management methods considering sustainability is emergent, despite the experience with them is still limited and must be evolved (Silvius, 2017). ...
Article
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After the coronavirus pandemic, virtual work environment solutions increased dramatically in human history, proving to be a viable and much more sustainable method of project management and overall organization work. Teams working on projects in a virtual environment help reduce the carbon footprint and use resources more efficiently. This study is the first to do a quantitative analysis of the relationship between sustainability in project management and project success in a virtual environment. Based on the Systematic Literature Review, a structured model was proposed, and a 5-point Likert scale questionnaire was prepared and distributed to professionals with project management experience. The survey used SEM to quantitatively confirm both hypotheses: the positive impact of sustainability in project management on project success and the positive moderation of the virtual teams to this relationship.
... Project management literature dedicates great attention to the topic of 'sustainability' (Sabini, Muzio, & Alderman, 2019;Silvius, 2017), and over time has slowly shifted from focusing predominantly on environmental impacts (Fernández-Sánchez & Rodríguez-López, 2010), sustainable procurement (Zuo & Potangaroa, 2009) and sustainable control practices (Kivilä, Martinsuo, & Vuorinen, 2017) toward a greater attention to projects' contributions to social sustainability (Shen, Tam, Tam, & Ji, 2010). Indeed, according to Wang, Zhang, and Lu (2018), although the importance of the social sustainability dimension has been recognized in recent decades along with the developmental momentum of corporate social responsibility, no consensus has yet been reached (Vallance et al., 2011). ...
... Sustainable development and sustainability-related topics have become an established field of study both in general management (Schaltegger, Hörisch, & Freeman, 2019) and in project management (Huemann & Silvius, 2017;Sabini et al., 2019). Sustainable project management is considered one of the ten schools of thought within project management (Bredillet, Turner, & Anbari, 2007a;Silvius, 2017) and is defined as "the planning, monitoring and controlling of project delivery and support processes, with consideration of the environmental, economic and social aspects of the life-cycle of the project's resources, processes, deliverables and effects, aimed at realizing benefits for stakeholders, and performed in a transparent, fair and ethical way that includes proactive stakeholder participation" (Silvius & Schipper, 2014, p.79). A number of research studies have been conducted to identify the interconnections between project management and sustainable development, and the fast-growing momentum of sustainability challenges in practical terms has seen literature fast exploring all aspects of Elkington (1997) triple bottom line concept: environmental, social and economic. ...
... Therefore, in examining the social aspects of sustainability, project scholars consider issues connected with stakeholder engagement as a vital driver of overall sustainability considerations (e.g., Baba et al., 2021;Eskerod & Huemann, 2013;Keeys & Huemann, 2017;Yuan, 2017). For example, Silvius (2017) notes that "having a management for stakeholders' approach and applying triple bottom line criteria for business case" (p.1484) secures improved project performance. When considering stakeholders, it is instinctive to expect their inclusion in project decision-making processes to be a component part of social sustainability. ...
Article
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Major construction projects are characterized by a heterogeneous audience of stakeholders who can create severe reputational risk to project organizations when not properly addressed. The inclusion and support that project organizations devote to local communities form a crucial part of a project's delivery and social sustainability considerations, yet this has only recently attracted attention in project studies. To address social sustainability, project managers should reinforce accountability and the inclusion of ‘new voices’ in the project decision-making process. Through mixed-methods research, this paper contributes to the project stakeholder engagement discourse and normative stance of stakeholder theory concerning the role of local communities and examines the ways in which inclusion can provide a response to the sustainability challenges of major projects. Findings suggest means-ends decoupling situations where current project management practices towards communities' engagement are weakly linked to their goals and induced by convergent pressures and reactive mechanisms, thus preventing an inclusive decision-making process.
... There has been a growing body of literature that addresses the relationship between project management and sustainability, suggesting that the integration of sustainability considerations into project management is essential for sustainable projects [22] and for increasing organizational value, reducing risk, improving project outcomes, and strengthening competitive advantage [23]. Embodying sustainability practices into project management can contribute to project success [24,25]. What defines success, however, has been changing as the field of project management matures [26], evolving from the iron triangle dimensions (cost, time, and scope) to making a greater effort to address the triple bottom line (TBL) dimensions into each project and ensure a sustainable way of life for future generations [27]. ...
... Achieving sustainable project management implies following several principles [16,23,25], namely commitment and accountability, guaranteeing the rights of the critical stakeholders, ethics and decision-making, integration and transparency, enhancement of natural resources, social and ecological equity, and economic prosperity. Furthermore, project managers must use a variety of skills [36,37], including decision-making. ...
... The results also reveal that most respondents agree that training should meet long and short-term needs. Training and learning are social sustainability variables through which the human capital is cultivated, increasing the (economic) value of the organization's intellectual capital (competencies, knowledge, and skills) [17,25,38]. This capital is the organization's constantly renewable source of creativity and innovativeness (again, relying on the ability to change) [17]. ...
Article
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Biotechnology is an emerging and increasingly important sector in the current context. As the number of biotech projects grows, so does the need to establish processes to improve project management effectiveness and project success, including assessing their impacts (positive and negative) on the Sustainable Development Goal (SDGs). This broader approach opens the door to developing a new project management (PM) paradigm designated by sustainable project management (SPM). However, there is a need for more empirical studies to understand how sustainability can be integrated into project management. This research is based on the proposition that PM maturity could lead to incorporating sustainability in PM. No research studies are reported in the literature exploring this interrelationship between maturity and sustainable project management; such is this study’s purpose and originality. The study applies Kerzner’s Level 3 PM maturity model on a sample of 96 biotech companies in Portugal through a questionnaire that addressed project managers and team members. The findings suggest that the process of integrating sustainability into PM should follow these steps: (1) perform an early PM maturity diagnosis to identify the company’s most and least dominated areas; (2) identify the strengths and weaknesses that impact the integration of sustainability into project management practices; (3) develop a customized and adjusted action plan to integrate sustainability in PM. The study’s main contribution relies on understanding how sustainability can be integrated into project management, explaining the role of maturity assessment in this process. In addition, it characterizes the biotech industry projects concerning the linkage between PM maturity and sustainability and provides recommendations that may contribute to the companies’ development towards sustainable project management.
... It is recognized that projects play an essential role in the realization of more sustainable business practices and the relationship between projects and sustainability is visible in the following examples: considering projects from a societal perspective, having management for stakeholders' approach, applying triple bottom line criteria, and taking a values-based approach to projects and project management. The integration of the concepts of sustainability into the processes, standards, and practices of project management is an emerging field of study and is constantly being developed [4]. There are several (9) dimensions of sustainability that are relevant to understanding the impact of sustainability on project management. ...
... The research in this regard suggests that engaging stakeholders with all their interests in project management activities is desirable [10]. According to [4], in the published studies about sustainability in project management, the building/construction industry is well represented. ...
... Sustainable business strategies are being implemented in many projects, which has led to a recent expansion of the interest in exploring the potential of integrating sustainability dimensions in project management [85]. Sustainability in project management is about social (people), environment (planet), and financial (economic) aspects/goals [4,86]. As mentioned before, stakeholders' involvement and participation in projects are significant for sustainability from the project's point of view (inclusion of a social aspect). ...
Article
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According to contemporary literature, stakeholder management (which is one of the identified clues of sustainable project management) plays a significant role in successfully delivering construction projects. However, the literature focuses on the issues of stakeholder management/analysis mainly for large projects, and the authors could not find any items related to small construction projects. The aim of the article is to present the results of research conducted in small construction companies in the context of stakeholder management of their projects against the background of project success and sustainability. Many researchers have concluded that stakeholder management is one of the success factors of projects (including construction projects). Based on the conducted quantitative research, the needs in the field of stakeholder management of small construction companies’ projects were determined and the approaches used in this area were diagnosed. The research results indicate a low level of maturity of small construction companies in managing project stakeholders, which is a surprising result considering the fact that the literature on the subject emphasizes the importance of taking care of the project stakeholder management area and associating it with the project’s success.
... On the other hand, within the PM discipline, Morris (2017) established the concept of sustainability 5 and sustainable development. 6 Both definitions use the concept of the TBL (social, environmental and economic), which impacts all practices and processes of PM (Banihashemi et al., 2017;Gimenez et al., 2012;Martens & Carvalho, 2017;Silvius, 2017;Silvius & Schipper, 2014). ...
... This dimension has an impact on PM and sustainability, as on the one hand, there is a relationship between these disciplines where innovation can be added as social innovation. 11 On the other hand, sustainability 12 is based on the intersection of the three pillars (Barbier, 1987) of the TBL (social, economic and environmental) (Elkington, 1999;WCED, 1987), which influence PM practices and processes (Gimenez et al., 2012;Martens & Carvalho, 2017;Silvius, 2017;Silvius & Schipper, 2014). CLD is proposed in this paper to link PM, innovation and sustainability, as presented in Figure 9a. ...
Article
Full-text available
This paper argues that there is a requirement to connect project management (PM) with innovation and sustainability to address new societal needs. Societal demands have facilitated further complexity and uncertainty within the PM discipline and have led to both theoretical and practical evolutions. Key evolutions are identified, which suggests that PM is becoming more holistic and interdisciplinary in nature so it can successfully deal with this complexity and uncertainty. Furthermore, holistic thinking naturally connects with systemic thinking, which justifies the selection of system dynamics (SD) to support PM decision‐making. An extensive critical review of SD modelling with respect to identified evolutions within the PM discipline is undertaken. The contribution of this paper connects innovation and sustainability to the PM discipline by the initial development of a causal loop diagram (CLD).
... In addition, these authors explored the challenge of introducing Sustainability in Project management in another paper in which they stated that there is a gap between the perception of the importance of sustainability in project management and the actual use in practice (Mauro Luiz Martens & Carvalho, 2016b). Silvius (2017) concluded that sustainability in Project Management should be considered as a new and emerging school of project management once it attends to the three criteria that define a school of thought: content, community, and impact (Silvius, 2017) The development of project management methods considering sustainability is emergent, despite the experience with them is still limited and must be evolved (Silvius, 2017). Integrating sustainability into project management is a complex effort (Chawla et al., 2018). ...
... In addition, these authors explored the challenge of introducing Sustainability in Project management in another paper in which they stated that there is a gap between the perception of the importance of sustainability in project management and the actual use in practice (Mauro Luiz Martens & Carvalho, 2016b). Silvius (2017) concluded that sustainability in Project Management should be considered as a new and emerging school of project management once it attends to the three criteria that define a school of thought: content, community, and impact (Silvius, 2017) The development of project management methods considering sustainability is emergent, despite the experience with them is still limited and must be evolved (Silvius, 2017). Integrating sustainability into project management is a complex effort (Chawla et al., 2018). ...
Preprint
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After the coronavirus pandemic, virtual work environment solutions increased dramatically in human history, proving to be a viable and much more sustainable method of project management and overall organization work. Teams working on projects in a virtual environment help reduce the carbon footprint and use resources more efficiently. This study is the first to do a quantitative analysis of the relationship between sustainability in project management and project success in a virtual environment. Based on the SLR, a structured model was made, and people who work in project management were given a 5-point Likert scale questionnaire. The survey used SEM to quantitatively confirm both hypotheses: the positive impact of sustainability in project management on project success and the positive moderation of the virtual teams to this relationship.
... The "global" necessity of incorporating sustainability into construction project management to ensure long-term economic prosperity has been emphasized in scholarly works worldwide [22][23][24][25]. The current research suggests that the major negative environmental impact of the construction industry is linked to the economic and social status of people, their unquenchable desire for modernity driven by consumerism [25,26], a booming population growth [27], and unrestrained urban sprawl [28]. ...
... Sustainability is one of the most pressing issues confronting modern enterprises [23], and the necessity for long-term growth has been well established [22]. In this regard, research literature reveals that the construction sector substantially influences the environment and social and economic life, which has become an increasing issue [25]. ...
Article
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Sustainable construction practices should be integrated at every stage of the development process for optimum benefit, without compromising the structure's intended use. Incorporating green building principles into home construction projects requires substantial investments, which may represent a barrier to overcome. When trying to fix a problem in a developing country such as Ghana (where resources are limited), it is important to first focus on eliminating the impediments. Thus, this article will attempt to identify and assess sustainability implementation barriers of residential building projects in Ghana. Consequently, the barriers to sustainability implementation were identified in previous studies. After that, a questionnaire survey was conducted among construction firms in Ghana. The exploratory factor analysis (EFA) results showed that the barriers to implementing sustainability could be categorized under four main groups (management, standards, society and knowledge). Additionally, partial least squares structural equation modelling (PLS-SEM) was employed to assess the linkages between each categorization barrier and sustainability implementation. The results from PLS-SEM showed that management-related barriers are the most significant barriers affecting substantiality implementation. The findings of this study will serve as a roadmap for policymakers in Ghana's construction sector as they work to implement sustainability parameters to save costs and improve the environmental ecosystem and social cohesion in residential buildings.
... In the PM literature, the imperative of achieving impact, namely from the social, economic, and environmental points of view has led to the uprise of a new school of thought labelled as "sustainable project management" [5]. Recent developments include the development of the 'P5 standard for sustainability in project management' [6], which goes beyond the Triple Bottom Line (Profit, People, Planet) and includes the project product impacts and the PM processes impacts in a set of focus areas to consider when managing the benefits of a project [6]. ...
... P5 adds two other Ps: Product and PM Processes. This is in-line with the fact that from the emerging literature on the integration of sustainability and PM, two types of relationship can be identified [15]: the sustainability of the project's product (the deliverable that the project realizes) and the sustainability of the project's process of delivering and managing the project [5]. The five P5 standard focus areas are divided into a total of 16 subtopics (defined as benefit categories in this study), presented in Fig. 1. ...
Article
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This paper presents a methodology was developed to prioritize stakeholders of a collaborative research and innovation (R&I) project in the circular bioeconomy area, towards enhancing its benefits from a multi-perspective point of view. The concept of R&I project benefits was broken down into criteria, evaluating different attributes related to the project outputs and outcomes, the project management processes, and the social, environmental and economic dimensions. The devised methodology is based on a combination of the analytic network process multicriteria decision making method and the key benefit categories from the P5 standard for sustainability in project management. The P5 standard has been shown to adequately frame the benefits to stakeholders of R&I projects in the topic of circular bioeconomy. The key benefits identified by the experts relate to the categories "society and costumers" and "consumption". The following stakeholders should have priority in the development of the project stakeholder management plan: research team members, leaders at the consortium organizations, project management team members, and environmental NGOs. Future research will include a longitudinal study of the perceived stakeholder and benefit categories priority over time.
... This approach is known as the triple bottom line (TBL) framework which helps in the implementation of sustainable business initiatives and attains sustainable performance. It is believed that considering economic, environmental, and social factors into processes of decision-making is essential for successful sustainable business performance (Al Koliby et al., 2022;Silvius, 2017). ...
... Business success now depends on long-term sustainability by including economic, environmental, and social aspects in executive processes (Silvius, 2017). To encourage businesses to operate sustainably, Elkington (1998) proposed the Triple Bottom Line (TBL) framework, which necessitates considerable adjustments to the company's emphasis on the aforementioned triple bottom line dimensions. ...
Article
Discovering the determinants of firm sustainable performance from the Small and Medium-sized Enterprises (SMEs) perspectives is essential. However, few studies have empirically examined all three environmental, financial, and social pillars of sustainable performance into a single research framework in the context of emerging economies like Malaysia. Drawing on the resource-based view and institutional theory, this study identified the determinants of environment, financial, and social sustainable performance of manufacturing SMEs. Data was collected from 209 Malaysian manufacturing firms. A hybrid approach of structural equation modeling (SEM) - artificial neural network (ANN) was used to assess the hypotheses and predict the level of their importance toward sustainable performance. Results showed that green entrepreneurial orientation, green innovation, leadership commitment, stakeholder pressure, and market orientation positively and significantly influenced social performance. Environmental performance was predicted by green entrepreneurial orientation, green innovation, leadership commitment, and market orientation. Green entrepreneurial orientation and market orientation demonstrated a positive influence on financial performance. Results of ANN showed that leadership commitment is the most significant factor influencing environmental and social performance while green entrepreneurial orientation is the first ranked factor predicting financial performance. These findings extend the knowledge by shedding light on the determinants of SMEs' sustainable performance. The study enables SMEs to take proper actions in response to sustainability development. Besides, the findings assist practitioners and policymakers in setting effective plans by giving more attention to leadership commitment and green entrepreneurial orientation as the most significant determinants.
... practices, and methods(Van Tulder et al., 2013), the project management process is also involved(Armenia et al., 2019). Sustainable project management is emerging as a new paradigm in project management(Armenia et al., 2019;Silvius, 2017). Project managers may be seen as organisational change agents. ...
... They are also increasingly recognised as playing a critical position when it comes to the change towards further sustainable business methods(Marcelino-Sádaba et al., 2015). The crucial role of the project manager in this process(Maltzman et al., 2014) is l recognised in recent industry standards for project management, which equal sustainability to a view to be considered when managing and controlling projects(Silvius, 2017). Nevertheless, there are claims that project management and sustainability are not natural friends(Silvius et al., 2012), so it should be still examined the difference between theory about sustainability in project management and what is done in the practical project management life(Marnewick et al., 2012;Økland, 2015). ...
Article
Full-text available
Purpose: Project management is a universally recognized methodology for business and project activities. Organisations are increasingly using project activities to achieve strategic benefits. It is purposed to optimize the time, human and financial resources, without deviating from the planned quality of the final product of the project and while maintaining the principles of sustainability. The energy sector is no exception. The purpose of this paper is to determine trends in energy sector project management. Design/methodology/approach: To present the research concerning project management in energy sector innovations the literature review process was carried out. The analysis of keywords, abstract, and on this basis further deeper analysis of scientific texts allowed to identify trends in project management in the energy sector. There is a research gap in research summarizing trends in the description of the issue of project management in the energy sector. Findings: The literature analysis presented indicates that the interest of scientists is largely directed towards sustainable projects in the energy sector. This has to do with global trends not only in the energy sector but in every sector of the economy. Energy project management should continue to focus on becoming more sustainable, especially when more and more organizations are aware that their strategy should include ecological sustainability, such as eco-innovation and environmental innovation. Originality/value: It is one of the few scientific texts that touches on the problem of project management in the energy sector. In terms of implications, studies have shown that particular emphasis should be placed on the aspects of project teams creating sustainable innovations for the sector, as well as neutralizing the carbon footprint of the project teams themselves.
... This approach is known as the triple bottom line (TBL) framework which helps in the implementation of sustainable business initiatives and attains sustainable performance. It is believed that considering economic, environmental, and social factors into processes of decision-making is essential for successful sustainable business performance (Al Koliby et al., 2022;Silvius, 2017). ...
... Business success now depends on long-term sustainability by including economic, environmental, and social aspects in executive processes (Silvius, 2017). To encourage businesses to operate sustainably, Elkington (1998) proposed the Triple Bottom Line (TBL) framework, which necessitates considerable adjustments to the company's emphasis on the aforementioned triple bottom line dimensions. ...
Article
Purpose Present research aims to study the determinants of big data analytics (BDA) adoption intention and outsourcing in the context of small and medium-sized enterprises (SMEs). Design/methodology/approach The partial least squares approach was employed to analyse data collected from 187 SMEs. Findings The findings indicate that relative advantage, competitive pressure and environmental uncertainty significantly influence SMEs' BDA adoption intention. Top management support moderates the association between the regulatory environment and BDA adoption intention. Furthermore, organisational readiness moderates negatively the association between BDA adoption intention and propensity to outsource BDA. Practical implications The findings benefit SMEs' managers/owners in making well-informed decisions in the BDA adoption process. Originality/value The majority of the previous research on BDA adoption intention is limited to large corporations. To address the gap on determinant factors of BDA adoption intention among SMEs, the drivers of BDA adoption intention and propensity to outsource were investigated using the technology-organisation-environment model.
... Sánchez (2015) 2) Stakeholders' engagement on different size of organizations in order to reach sustainability implementation Mohapatra et al. (2011) 3) The culture of the organization and its management in relation with the involvement of stakeholders Mulder et al. (2006) Agility sustainability and agility are complementary concepts that help project managers to deal with environment burden Obradović et al. (2019) Therefore, if the 3P guidelines represent a recognized model of application of the sustainability principle to projects management, it emerges of defining other complementary pillars to supplement the previous ones (Silvius, 2017). Especially if we think at the management of megaproject, in fact, we immediately realize how decisive other pillars can be as the policy dimension, transparency and risk reduction (Silvius et al., 2016a;Locatelli et al., 2015). ...
... A subsequent empirical analysis conducted by Gilbert Silvius (Silvius et al., 2017) indicates that in the cases analyzed the sustainability principles were considered only in limited numbers, and rarely in the decision-making phase (with a higher positioning in number of uses of the constraints regarding the People and Quality area). On the other hand, the author (Silvius, 2017b) supports how "sustainability qualifies a new, distinct and emerging school of thinking in project management", reversing the existing relationship in emerging practice. ...
... Sánchez (2015) 2) Stakeholders' engagement on different size of organizations in order to reach sustainability implementation Mohapatra et al. (2011) 3) The culture of the organization and its management in relation with the involvement of stakeholders Mulder et al. (2006) Agility sustainability and agility are complementary concepts that help project managers to deal with environment burden Obradović et al. (2019) Therefore, if the 3P guidelines represent a recognized model of application of the sustainability principle to projects management, it emerges of defining other complementary pillars to supplement the previous ones (Silvius, 2017). Especially if we think at the management of megaproject, in fact, we immediately realize how decisive other pillars can be as the policy dimension, transparency and risk reduction (Silvius et al., 2016a;Locatelli et al., 2015). ...
... A subsequent empirical analysis conducted by Gilbert Silvius (Silvius et al., 2017) indicates that in the cases analyzed the sustainability principles were considered only in limited numbers, and rarely in the decision-making phase (with a higher positioning in number of uses of the constraints regarding the People and Quality area). On the other hand, the author (Silvius, 2017b) supports how "sustainability qualifies a new, distinct and emerging school of thinking in project management", reversing the existing relationship in emerging practice. ...
... This can invite scepticism due to its vagueness (Sze, 2018). Ambiguity could lead to the concept of sustainability becoming meaningless (Silvius, 2017), conversely, Robinson, (2004) coined the phrase 'constructive ambiguity' which makes the concept flexible with diverse meanings and therefore, attracting a wide range of actions and possibilities. The Brundtland report of the World Commission on Environment and Development (WCED) adopted a definition that is accepted and used extensively in research. ...
... A sustainable strategy is not only difficult to translate in terms of project implementation but also in terms of obtaining meaningful sustainable outcomes. Silvius, (2017) draws attention to the fact that projects are temporary in nature and sustainability should be part of the product or deliverable contrary to Labuschagne, Brent and Van Erck, (2005) who stipulate that projects and their deliverables are interrelated. Integration of sustainability into PPM should be the answer to both as it leads to both sustainable projects as well as deliverables. ...
Chapter
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Business leaders recognise that accomplishing tasks through projects allows them to maximise benefits by objectively addressing their organisational constraints, capacities and capabilities. They also acknowledge that sustainability is becoming an essential ingredient for long term economic success. There does, however, remain the key question, what exactly is sustainability and how best to integrate it into the organisational practices, particularly the project environment. This paper pursues the premise that sustainability is strategic and distinct from functional and tactical project management processes. Integrating the principles of sustainability into project management should, therefore, deliver limited outcomes or lack a comprehensive solution that is flexible and adaptable to different business models, functions and situations. Project portfolio management (PPM) on the other hand has a much wider application and perspective. It bridges project management with the overall organisational strategy, goals and objectives. Not only is PPM strategic but it is a continuous process, unfettered by the limitations of individual projects or programmes. This research, therefore, proposes a conceptual framework that incorporates the principles of sustainability in PPM that is unrestricted by industry, allows prudence in resource management, stakeholder management, and validates transparency and accountability. This implies that PPM should extend beyond its current confines of selection and management of the project portfolio to include processes leading to corporate social responsibility (CSR) reporting and influences development of best practices which can then be recycled into improving project management and delivering sustainable outcomes.
... Sustainability integration in projects can be done either on the content of the project or the process or delivery of the project (Gareis et al. 2013). These two different perspectives of the sustainability integration in projects, either by the content of the project or by the process or delivery of the project, are a recurring theme in studies on project management and sustainability (Silvius 2017). ...
... Saeed Banihashemi et al. (2017) propose a set of critical success factors (CSFs) to integrate sustainability into project management practices on construction projects in developing countries. Silvius et al. (2017) investigate whether the dimensions of sustainability are considered in the decision-making processes of project managers concerning the triple constraint of time, cost, and quality. Their results reveal that the consideration of sustainability principles is underrepresented compared to the triple constraint criteria. ...
Article
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In this paper, we examine whether the projects of the United States (U.S.) corporations have implemented initiatives to reduce the environmental footprint of their supply chains during coronavirus (COVID-19). Environmental footprint reductions could be achieved by reducing waste, reducing resource use, and reducing ecological emissions by introducing environmental management systems in the supply chains. For this aim, the project’s initiatives play a crucial role. This study has the primary purpose of examining the impact of ecological footprints on financial performance achieved by US corporations’ initiatives implemented through projects during the COVID-19 period. The final sample comprises 9997 company-year observations over the investigation period between 2010 and 2020. The results suggest that firms implementing the initiatives to reduce environmental footprint have shown a significant positive financial performance during the COVID-19 period. The results are robust to alternative specifications of informativeness and sensitivity tests controlling for time-invariant firm characteristics and alternative firms' performance measures. Our results corroborate with stakeholder theory, which implies implementing green policies will alleviate the agency issue and safeguard the shareholders' interest. Moreover, it clearly demonstrates the positive impact of environmental projects-focused organizations on the financial and environmental performance even while challenging and disrupting situations such as this unprecedented pandemic.
... However, more research is needed. The transition to sustainable development must be made by project managers through a well-defined project management [35,36], focused on balancing social, economic and environmental interest by means of integrating sustainable dimensions [37][38][39] into PM processes, activities, identify, define, unify and coordinate the various challenges of sustainable project management; short-term orientation through an efficient schedule to manage the timely completion of the project, local and global orientation dimension of sustainability that incorporates the organizational Quality policy regarding planning, managing and controlling the projects and product Quality requirements to meet the stakeholders expectations; Accountability and transparency in procurement of the processes required to purchase or acquire products, services or results needed from outside the project team; Sustainability impact in the project scope included in all project work required, and only the wok required, to complete the project in a successfully and sustainable manner; Consuming income and not capital, Cost management through the processes involved in planning, estimating, budgeting, financing, funding, managing and controlling cost to complete the project within the approved budget; Engaging stakeholders participation to follow, acquire, manage Resources needed for a successful completion of the project sustainability dimension; Risk reduction for the processes, conducting risk management planning, identification analysis response, planning response, implementation, and monitoring risk on a project; Sustainability values and ethics dimension reflected in the processes required to define, manage, control the project Communication needs as defined by the stakeholders. 22-33. ...
Article
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The goal of this paper is to explore the dimension of sustainability in project management through a systematic literature review; more specifically, the article aims at reviewing the approaches to ensure the performance of urban projects performance targeting sustainable objectives. An attempt to explore the way the two fields intersect by means of exchanging both strengths: project management know-how areas, on the one hand, and sustainability tools, a win–win for improving the efficiency of implementing sustenability in every project. The research objective is to define concepts, terminology and conceptual clarifications on the management of sustainable urban development projects, the bibliographic reference, which will present the historical evolution and the current state of knowledge in the field (theories, studies and relationships, good practices, definitions). The scope of this effort is to dive into the maze of a literature review in order to identify the link between project management and sustainability and the transition paved by unique and challenging experiences which shifts towards a green and inclusive future.
... In the Sustainable Development Goals 2030, it has provided a significant opportunity for the construction industry to shift towards the environmental aspect of sustainability (Goubran, 2019). Integrating social, economic, and environmental considerations into the project delivery processes, standards and practices will make the construction project delivery and its management being recognized as sustainable (Silvius, 2017). Moreover, Fei (2021) explained that through the delivery of sustainable projects, the construction industry plays a significant role in the global effort to achieve sustainable development by 2030. ...
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Thegreen procurement (GP) for construction industry and its implementation requires government interventionparticularly through policies, initiatives, and incentives. GP is relatively a new concept especially in Malaysian construction industryand its implementation is stillambiguous even though GP is globally recognised. Hesitationin implementing GP among construction stakeholderisdue to lacking of familiarity, lack of available standard guidelinesand awareness among stakeholders. These are the challenges that hindered the adoption of GP among construction stakeholders in Malaysia. In construction industry, collaboration among construction stakeholder is fundamental towards construction projects’ success and also depending on the support from various stakeholders to meet the project objectives.Thus, this conceptual paper is intended to highlight the importance of collaborative approach and way forward with GP as a strategy to solve environmental problems. Specifically, it looksinto government’s intervention to promote, empower the understanding, creating awareness, and willingness of construction stakeholders to implement GP in construction projects. The preliminary framework is developed through literature review and questionnaire surveywereusedas the method to collect and analyze the findings. The paper concludesthat collaborative approach providesa better platform forall the parties,particularly the construction stakeholders to be better engaged, in terms of communication, well informed, more aware and willing to implement the GP throughout the construction process.
... A indústria da construção é um dos maiores setores da economia e, apesar de criar vários empregos e movimentar grande valor no mercado, também utiliza uma quantidade considerável de recursos, com os consequentes impactos nas condições socioeconômicas e ambientais (SILVIUS, 2017). Uma vez que a construção é uma atividade personalizada não repetitiva, ela requer atenção especial (RUMANE, 2017). ...
Article
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A indústria da construção civil é responsável por 40% do consumo total de energia dos países, e contribui na aceleração das alterações climáticas e no esgotamento dos recursos naturais. Melhorar o modelo construtivo é uma medida imediata a ser tomada em relação a um ambiente saudável, pois perceber que temos um problema crescente sem medidas para minimizá-lo torna a sociedade retrógada. O objetivo do estudo é analisar as estratégias sustentáveis na construção civil. Para tanto, o estudo utiliza-se do método de estudo de caso e aborda as estratégias sustentáveis utilizadas na construção de uma residência unifamiliar na cidade de Passo Fundo-RS. O método utilizado foi o de estudo de caso, sendo realizadas visita in loco, análise de documentos, projetos e fotografias e análise dos resultados. Os resultados mostraram que a edificações têm um alto nível de inovação, eficiência e acessibilidade. Diversos fatores identificados na edificação mostram a preocupação com a sustentabilidade do projeto. Entre as principais medidas tecnológicas adotadas, destacam-se, os sistemas de reaproveitamento de água da chuva, técnicas de ventilação cruzada e de sistemas alternativos e renováveis de geração de energia elétrica, os quais contribuem para evitar desperdícios e fomentar a preservação dos recursos naturais. Com base no estudo realizado, é possível identificar que este projeto, favorece a inserção de critérios relacionados a eficiência energética no projeto das edificações, permitindo o planejamento adequado para redução de custos com energia e impactos ambientais.
... Furthermore, they suggested measuring different phases of project management in the decision-making process. Silvius (2017) 92 ...
Article
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Purpose: The dynamic economic changes in recent years have made the principles of sustainable development gain more and more importance and there is a great need to maintain a balance in the social, environmental, and economic dimensions. This has also been observed in project management, whereby the concept of sustainable project management plays an important role in both practice and science. In recent years, there has been a significant increase in scientific publications on the concept of sustainable project management. The article presents the assumptions of sustainability in a project and the identification of research directions in this area. The study aims to present the results of the literature review and answer the two research questions: which research areas related to sustainable project management dominate the literature and what are the further research directions in the field of sustainable project management? Design/methodology/approach: The study was conducted based on a literature review in the field of sustainable project management and sustainability in project management. Scientific articles indexed in the Scopus database, published before 2022, were used. A keyword analysis was carried out, on the basis of which subject areas related to sustainable project management were distinguished, and the most cited articles were reviewed to extract recommendations for the directions of future research. Findings: The literature review, taking into account sustainable project management, show that project lifecycle, project success, and risk management are dominated research topic in the articles. Further research directions suggested in the literature indicate, inter alia, to extend the scope of research on sustainable project management to different countries and sectors. Originality/value: The literature review is based on the most recent publications. Moreover, in addition to the traditional literature review, keywords were analyzed and other research directions were analyzed, which was rarely seen in publications that focused mainly on the synthesis of conclusions. Keywords: sustainable project management, sustainability in project management, research directions. Category of the paper: literature review.
... However, further research is needed. The transition to sustainable development must be made by project managers through a well-defined project management [35,36], focused on balancing social, economic and environmental interest by means of integrating sustainable dimensions [37][38][39] into PM processes, activities, identify, define, unify and coordinate the various challenges of sustainable project management; short-term orientation through an efficient schedule to manage the timely completion of the project, local and global orientation dimension of sustainability that incorporates the organizational Quality policy regarding planning, managing and controlling the projects and product Quality requirements to meet the stakeholders expectations; Accountability and transparency in procurement of the processes required to purchase or acquire products, services or results needed from outside the project team; Sustainability impact in the project scope included in all project work required, and only the wok required, to complete the project in a successfully and sustainable manner; Consuming income and not capital, Cost management through the processes involved in planning, estimating, budgeting, financing, funding, managing and controlling cost to complete the project within the approved budget; Engaging stakeholders participation to follow, acquire, manage Resources needed for a successful completion of the project sustainability dimension; Risk reduction for the processes, conducting risk management planning, identification analysis response, planning response, implementation, and monitoring risk on a project; Sustainability values and ethics dimension reflected in the processes required to define, manage, control the project Communication needs as defined by the stakeholders. Sustainable development means meeting the needs of the present while ensuring that future generations can meet their own needs. . ...
Conference Paper
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The goal of this paper is to explore the dimension of sustainability in the processes of project management through a systematic literature review; more specifically, the paper aims at reviewing the approaches for assuring urban projects performance targeting sustainable objectives. An attempt to explore the way the two fields intersect by means of exchanging both strengths: project management knowleadge areas, on the one hand, and sustainability tools, a win-win for improving the efficiency of implementing sustenability in every project. The research objective is to define concepts, terminology and conceptual clarifications on the management of sustainable urban development projects, the bibliographic reference, which will present the historical evolution and the current state of knowledge in the field (theories, studies and relationships, good practices, definitions). The scope of this effort is to dive into the maze of a literature review in order to identify the link between project management and sustainability and the transition paved by unique and challenging experiences which shifts towards a green and inclusive future.
... Y transversalmente, también mejoraría nuestra capacidad de generar energías más limpias y desperdiciar menos las ya existentes. Hoy se cuenta con modelos que permiten diseñar intervenciones y transformaciones de origen digital, incluyendo de manera explícita el análisis de las implicaciones éticas y ambientales (Silvius, 2017;Vidgen et al., 2020). No es solo porque así lo exija el planeta y el país, sino fundamentalmente porque esta es la manera de lograr la transformación digital en su sentido amplio: valor para la organización, para los clientes y beneficio social, o lo que desde hace tiempo se cobija bajo el término del 'triple resultado' -beneficio económico, beneficio social y beneficio ambiental- (Martens & Carvalho, 2017). ...
Article
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La transformación digital es un fenómeno reciente, aunque se enmarca en lógicas de desarrollo tecnológico anteriores. De una parte, y sobre todo con el crecimiento de ciertas tecnologías digitales en los últimos años (inteligencia artificial, analítica de macrodatos, Internet de las Cosas, realidad virtual y aumentada, entre otras) se ha presentado como una oportunidad para que las organizaciones, los países y la humanidad en su conjunto, se transformen positivamente apalancados por nuevas tecnologías que les abra caminos, mercados e interacciones en los nuevos entornos y ecosistemas digitales. De otra parte, puede verse como una necesidad ante la cual no adoptar o no adaptarse puede implicar la desaparición u obsolescencia de empleos, empresas e incluso expresiones culturales. Lo anterior se ve exacerbado cuando lo enmarcamos en contextos de crisis: emergencias de salud pública, catástrofes climáticas, descalabros financieros, conflictos armados y demás. Estas crisis pueden restringir los campos de acción, pero al mismo tiempo pueden aumentar la motivación, el compromiso y la velocidad del cambio.
... Sustainability is expressly mentioned in the most recent project management principles as a point of view that should be considered in project management and governance [22]. Innovative project planning and execution methods that include sustainability positively impact the organisation's overall greening and environmental benefits [18]. ...
Article
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Citation: Din, A.u.; Shah, S.M.A.; El-Gohary, H.; Ur Rahman, R.; Haleem, M.; Jehangir, M.; Khalil, S.H.; Sayyam A Mixed-Method Study of Programme Management Resources and Social Enterprise Sustainability: A Developing-Country Context.
... Among the three dimensions of sustainability, the social aspect of SPM is an emerging area of the literature (Marcelino-Sádaba et al. 2015). Compared to traditional project management, SPM requires the commitment and collaboration of a wider array of stakeholders and a broader investigation of the societal context (Silvius 2017). Since the planning stage, the identification of critical project management factors at the personal, team, and organizational levels has to be made for efficient sustainable growth (Wang et al. 2017). ...
Article
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The COVID-19 pandemic has widely disrupted manufacturing industries. This research focuses on how project management, Industry 4.0 technologies, and the Circular Economy contribute to Sustainable Supply Chain development during the pandemic. A multiple case study focusing on three companies in the metals industry, covering small-, medium-, and large-size companies from Thailand, is adopted to investigate the impact of the pandemic on companies using the dimensions of demand, production, and distribution disruptions. The result shows that project management supports Industry 4.0 technologies and Circular Economy adoption. Moreover, the COVID-19 pandemic also expedites Industry 4.0 technologies adoption. Product customization is one of the key focuses of the companies to differentiate from the competitors and create long-term competitive advantages. Industry 4.0 technologies and the Circular Economy have a positive influence on Sustainable Supply Chain development.
... e sustainable development goals provide the construction industry with a new chance to shift its attention beyond the environmental aspect of sustainability [1]. Construction project delivery and supervision could be characterized as sustainable if economic, social, and environmental issues are incorporated into project delivery techniques, regulations, and practice [2]. Construction is a primitive industry that is combined with large-scale equipment and manual labor. ...
Article
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According to sustainable development goals, the construction industry is one of the vital industries that can build resilient and sustainable infrastructure for human settlements. As the traditional approaches in the construction industry are causing distinct challenges including environmental pollution and excess energy usage, however, the integration of emerging technologies will assist us to reduce the impact and also enhance the activities in the construction industry. Motivated by the facts, this study aims to address the significance of automation in the construction industry with distinct emerging technologies like the Internet of things (IoT), automation, radio frequency identification (RFID), building information modeling (BIM), augmented reality (AR), and virtual reality (VR). The large amount of data generated from the IoT, RFID, BIM, and AR/VR provided an opportunity for big data and artificial intelligence (AI) to extract meaningful insights related to the events in the construction industry. Furthermore, edge and fog computing technology encourages us to implement AI at the edge network for analytics at the end of the edge device. Based on the above analysis, the article discussed recommendations that could assist in further enhancement and implementation of automation in the construction industry. Cloud-assisted AR/VR, integration of AI with IoT infrastructure, 4D printing, adopting blockchain in the construction industry, and smart robotics are the recommendation addressed in this article.
... As a solution, Martens and Carvalho (2016) proposed a central position for sustainability in project management frameworks to ensure long-term project performance in areas of social benefits, environmental footprint, and effectiveness. However, little is known about sustainable P3 delivery (Aarseth et al., 2017) and the management tools, techniques, and methodologies that can help align P3 with sustainability agenda (Silvius, 2017). Implementation-level ramifications can be enabled only with stringent policy-level interventions and strong government support. ...
Chapter
Public–private partnerships attained global attention for public service delivery in perspective of market liberalization, rise of new public management and global financial crises. It became popular in developing countries like Pakistan amidst recent economic growth, low financial capabilities, and infrastructure deficits. Little knowledge exists on the current generalized implementation framework of PPP in Pakistan, its evolution from the privatization model, and complexities of efficient PPP delivery in the country, along with the little understanding of local socioeconomic and cultural contexts. This study attempts to trace the evolution of PPP policy reforms, reform mechanisms, and extent of implementation in Pakistan. An extensive systematic review is carried out to assess the position of Pakistan in the PPP arena, particularly highlighting the sectors of current application, modalities in practice and challenges in PPP implementation in Pakistan. Comprehensive insights into the hindrances in efficient and sustainable PPP project delivery were obtained from experts from diverse backgrounds. Poor stakeholder identification and engagement, planning fallacies, contextual understanding of risk, corruption exposure, political and security fluctuations, and lack of focus on long-term project success are among the leading barriers for successful PPP delivery in the country for which remedies are suggested by experts. Overall, the study provides readers insight into the complex PPP environment and implementation and explores the PPP model as a powerful tool for achieving a sustainable development agenda in public service delivery.
... The sustainability of a project has an impact on the way a project is planned, designed, executed, managed, and governed [4]. It is the basis for Sustainable Project Management (SPM), which combines considering environmental, economic, and social features of the project's lifecycle with the project's planning, monitoring, and controlling processes, intended to gain benefits for stakeholders, and carried out in a fair, transparent and ethical way, including the proactive participation of stakeholders [5]. ...
Article
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Nowadays, we can observe a growing number of investment projects in the construction industry and environmental engineering, as well as a growing interest in socially responsible projects aiming to contribute to sustainable development. Interorganizational cooperation in engineering projects is associated with many opportunities and risks that continue to be a challenge for today’s world. The aim of this work is to identify and assess relationship-specific risks and risk determinants threatening to achieve the intended benefit of interorganizational cooperation and to develop assumptions for the risk management model in such projects. It will support sustainable project management in interorganizational engineering projects and increase their sustainability. In this work, 18 risks and 28 risk determinants were identified. Risks’ frequency of occurrence, consequences, possibility of detection and Risk Priority Numbers as well as the significance of risk determinants were assessed based on the data gathered from 12,352 interorganizational projects from 100 Polish companies. It was found that self-interest orientation, hiding internal problems and/or problems related to the joint venture, unfavourable and imprecise contract, and lack of a good project coordinator pose the highest risk in interorganizational engineering projects. The study revealed that the highest Risk Priority Numbers in interorganizational projects were generally obtained for construction projects, lower for socially responsible projects taken by engineering companies, and the lowest for environmental engineering projects.
... Geleneksel BSK modelinin uygulanması performans değerlendirme sürecinde sürdürülebilirliğin önemli yönlerini göz ardı etmektedir. Sürdürülebilirlik zamanının en önemli argümanlarından biri olduğundan performans ölçümüne dahil edilmesi gerekmektedir (Silvius, 2017(Silvius, , p. 1479. Bugün çok fazla kurumda sürdürülebilirlik, işletmenin merkezi bir unsuru, vizyonu ve kültürünün tamamlayıcı bir parçasıdır (Rodriguez vd., 2020, p. 1). ...
... There is also research done to improve education in order to prepare engineering students to address wicked problems within sustainability [26]. It would be worth discussing further if the theory and methods of addressing wicked problems could be recognized as a certain school of thought in architecture, similar to the sustainability school of thought in project management that is discussed by Gilbert Silvius [27]. He argues that the identity elements for any school of thought consist of a shared vision about the research paradigm, sets of concepts, community (academic and/or professional), and relevance of using certain methodologies, methods, and tools. ...
Article
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PhD students working in the field of architectural design often miss the reference to a consistent theoretical framework and a proper system of inquiry while working with the research design of their projects. Simultaneously, some of the architectural research questions and hypotheses are formulated as addressing wicked problems which causes methodological challenges. The aim of the paper is to put research by design approaches in the broader context of systems of inquiry and to emphasize their possible role to examine and resolve wicked problems. The paper first reviews some of the underlying assumptions of architectural research versus the assumptions behind different research paradigms characteristic for other fields. Then, the approaches and the methods in architectural research relevant to the chosen ontological, epistemological, and axiological assumptions are discussed. The theory of wicked problems is recalled as a relevant one for the complex, uncertain, projective tasks of architectural research. Research by design is seen as a method suitable for the investigation of wicked problems. It can reduce the epistemic uncertainty. Approaches of research by design are becoming more acknowledged in third cycle education in architecture. Two examples of recent PhD theses are briefly discussed in the paper in relation to the wicked aspects of their research/design problems, the research paradigm adopted and the role of research by design methodology. More conscious delineations and elaborations of a proper system of inquiry and the conscious use of research by design methodology can help in developing academic rigor of research studies addressing complex societal challenges.
... Followingthereasoningthatthetransitiontowardssustainabilityrequireschangesinthepolicies, products,services,processes;systemsandresourcesinorganizations(Silviusetal.,2012)andthat projectsareinstrumentstorealizethisorganizationalchange (LundinandSöderholm,1995),the understanding grew that projects, including IT/IS projects, play a crucial role in the sustainable developmentoforganizationsandsociety (Marcelino-Sádabaetal.,2015).Consideringprojectsfrom asocietalandsustainabilityperspectiveisoneofthedefiningelementsintheemergingsustainability 'school of thought' in project management (Silvius, 2017). This school of thought suggests that considering sustainability in projects has an impact on the way projects are designed, planned, executed,managedandgoverned (Silvius,2017). ...
Article
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Concerns about sustainability drive organizations to assume responsibility for societal impacts. Reducing negative impacts requires organizational change. Given the ability of information technology/systems to optimize business processes, it is an important contributor to more sustainable business practices. Projects play an instrumental role in the transition of organizations towards sustainability. Within projects, the project owner bears the responsibility of aligning the project with the strategies of the organization. However, in the assignment and governance of projects, project owners need to balance different interests and limitations. The study reported in this article focuses on the factors that stimulate project owners to address sustainability. Deploying Q-methodology, the study found 4 distinct stimulus patterns of project owners. The findings confirm that the behavior of managers is influenced by both rational and emotional factors. With these findings, organizations can fine-tune their organizational change efforts, in order to realize their sustainability strategies.
... According to a number of studies, however, it is quite challenging to implement the ISO 14001 standard in construction firms that are predominantly oriented around particular projects, as environmentally sustainable practices are often not embedded in project culture (Banihashemi et al. 2017;Carvalho and Rabechini 2017;Silvius 2017). By contrast, some studies have reported that adopting the ISO 14001 standard helped firms to increase their environmentally sustainable practices. ...
Article
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Despite significant worldwide growth in ISO 14001 standard adoption by construction firms, limited research exists on issues related to the implementation of environmentally sustainable practices and their associations with ISO 14001 certification. This article reports the results of an empirical study examining the implementation of environmentally sustainable practices, the link between their usage frequencies and ISO 14001 standard adoption, and the association between having this standard and firm size. The methodological approach involved interviews followed by a structured questionnaire to collect data from 259 construction firms in the United Arab Emirates. The results indicate that (1) environmentally sustainable practices have not been used extensively and those that have been implemented have varying usage frequencies, (2) adoption of the standard has been accompanied by partial improvement in the usage frequencies of the practices, and (3) there is no association between firm size and adoption of the standard. These findings can serve as a guide for policymakers as well as project managers in construction firms that are interested in implementing environmentally sustainable practices and those that are planning to invest in ISO 14001 certification. © 2022 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.
... Academic literature on project management (PM) have paired the concepts of Sustainability and Project Management for a more than quarter of a century (Sabini et al., 2019;Silvius & Schipper, 2014). In PM literature this stream has become a recognized new school of thought (Silvius, 2017), often referred to as sustainable project management or SPM (Sabini et al., 2019;Silvius & Schipper, 2014). In parallel with academia, the professional world is also experiencing a transformation of PM (Code of Ethics and Professional Conduct, 2015;PMI, 2010PMI, , 2016 where professional boundaries and duties have been widened to include social and environmental aspects in the development of the project (Huemann & Silvius, 2017;Sabini, 2016;Sabini et al., 2017). ...
Chapter
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Concerns over the causes of climate change are at historical high and all types of organizations are undergoing a deep scrutiny over their wider economic, environmental and social impacts - project organising arrangements are no different in this regard. Embedding sustainable objectives in project organizing means to explore its undefined long-term effect, to include a much larger audience of stakeholders and manage conflicting interests that emerge. Therefore, sustainability increases number of elements and relationships to be considered and managed throughout all project lifecycle. This chapter suggests that to fully hold of sustainability considerations the projects should embrace the arising complexity rather than dismissing or simplifying it (as traditional methods tend to do). This chapter offers an overview of how embracing complexity produce several challenges and opportunities. Moreover, it also proposes a future research direction the study of project paradoxes and trade-offs caused by the contradicting nature of sustainability objectives.
... The role of projects in the development towards sustainability has also led several authors to suggest a second relationship between projects and sustainability: that of an impact of sustainability on the way projects are designed, planned, executed, managed and governed [62]. This impact of sustainability on project management is referred to as Sustainability of the project [28], and has developed into the concept of Sustainable Project Management (SPM), which Silvius and Schipper [65] defined as "the planning, monitoring and controlling of project delivery and support processes, with consideration of the environmental, economic and social aspects of the life-cycle of the project's resources, processes, deliverables and effects, aimed at realizing benefits for stakeholders, and performed in a transparent, fair and ethical way that includes proactive stakeholder participation". ...
Article
The transition towards more sustainable business practices requires the changing of products, services, processes, policies and resources of organizations. Acknowledging the role projects play in these changes, the concept of sustainability should be integrated in the way projects are selected, prioritized, performed, managed, governed and evaluated. This requires the integration of sustainability in the organizational strategy, project portfolio management and project management. However, studies on sustainability in business describes the application of the concepts of sustainability mostly on the above-mentioned level in isolation, with little or no attention to the linkages between the strategy, portfolio and project levels. A conceptual framework is presented indicating the interlinking practices of integrating sustainability into the organizational strategy, project portfolio management and project management. From this framework, empirical studies can be developed, and guidance is provided for organizations that aim to improve this integration and thereby embedding the deeper implementation of sustainability into their policies and practices.
... Sustainability is expressly mentioned in the most recent project management principles as a point of view that should be considered in project management and governance [22]. Innovative project planning and execution methods that include sustainability positively impact the organisation's overall greening and environmental benefits [18]. ...
Article
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This research investigates the relationship between enterprise environmental factors (EEFs) and programme management (PgM) resources, and subsequently how PgM resources and sustainability integrate into social enterprise. With a resource-based view (RBV) concept as the theoretical starting point, a systematic literature review identified EEFs relating to PgM resources, and PgM resources relating to sustainability in private and public organisations. A mixed-method research approach was used that is founded on a sequential exploratory strategy. In the preliminary phase, meta qualitative analysis was conducted; in the second phase, 16 semi structured interviews were undertaken to customise and confirm the concepts by using thematic analysis within 4 selected case studies. In the final phase, the model was validated by a survey that returned (n = 302) completed questionnaires from around Pakistan, and the used method of analysis was PLS-SEM. These research findings highlight that PgM resources within social enterprises are highly influential and dependent on external and internal EEFs, and that PgM resources are critical to consider for social enterprise sustainability. In addition, this study highlights that PgM resources positively influence social, economic, and environmental sustainability in SEs. Furthermore, this study developed a validated novel theoretical framework.
... The success of any project can be measured by either project success criteria or success factor, as both often appear in the literature [59]. First of all, there is a differentiation between these two terms. ...
Article
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This research study investigates the relationship between sustainable project management (SPM) and benefits management (BM) on Project success (PS) with the influencing force of project governance (PG). The data was collected from the 207 employees and executive’s authorities of construction companies working in Pakistan. The convenience sampling was used for data collection. The results of the study show that SPM and BM has significant effect on PS. While the project governance (PG) is significantly influence the relationship. Moreover, another imperative discovery was made that the indirect combine effect of SPM and BM on PS is also significantly increased the project success rate.
... Several literature reviews also point to the importance of this trend due to its positive impacts on the practice of project management (Aarseth, Ahola, Aaltonen, Økland, & Andersen, 2017;Goel, Ganesh, & Kaur, 2019;Sabini, Muzio, & Alderman, 2019;Silvius & Schipper, 2014). Sustainability has even been presented as a new school of thought in project studies (Silvius, 2017). ...
Article
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Merely a peripheral discussion in project management up until recent years, sustainability has become a central issue in both academia and practice. Despite growing interest and research on sustainable project management, we still know little about how projects in the extractive industries, known for their significant local impact, can be used to foster inclusive sustainable development for local communities. Arguing that extractive industries have inadequately addressed the increasing demands of stakeholders for contributing to sustainable development, we build on the philosophical theory of capabilities and the principle of reciprocity to propose a new framework for community engagement and sustainable project management. The reciprocity framework for community engagement is based on the premise that a sustainable extractive project requires its promoter to nurture constructive and mutually beneficial relationships with local communities. By integrating moral considerations into our framework, we contribute to the paradigm shift required to embed projects in sustainable development by better balancing stakeholders' needs at the economic, environmental, and social levels.
... The first phase in this model is to collect the various factors that are required to represent the sustainability criteria of the various infrastructure projects. Such considerations were gathered by a thorough analysis of the available literature in this research field (Ariaratnam et al., 2013;Amiril et al., 2014;Wirahadikusumah & Ario, 2015;Siew et al., 2016;Carvalho & Rabechini, 2017;Martens & Carvalho, 2017;Silvius, 2017;Tupenaite et al., 2017;Sohu et al., 2018;Zhang & Mohsen, 2018;Alnoaimi & Rahman, 2019;Elmasoudi et al., 2019;Hosseini et al., 2017;and Thacker et al., 2019). One hundred infrastructure sustainability factors were gathered and classified into three broad categories: economic, environmental, and social. ...
Article
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While infrastructure investments can have a significant impact on economic growth, they can also have a negative impact on the environmental and social aspects. As a result, there has lately been a strong trend toward assessing infrastructure projects based on their expected sustainability performance. The primary contribution of this paper is the development of a model for assessing the sustainability of infrastructure projects. 100 infrastructure sustainability factors were collected from previous research to cover the various phases of any infrastructure project. These factors were divided into the three main pillars of sustainability: economic, environmental, and social, with percentages of 50%, 30%, and 20%, respectively. A questionnaire of 100 infrastructure development experts from various sectors was conducted to rate the sustainability factors within each of the three main pillars according to their relative importance. The most important 27 factors were chosen. Another questionnaire was conducted for the 27 factors, using the AHP technique to identify the priority vectors in each of the three main pillars, as well as the selected factors within each of them. A recommended scale was created to be used as a yardstick to measure the proposed model’s input factors. For the three main pillars, three sustainability assessment models were developed. As a result, an overall sustainability assessment model was developed. With this model, the proposed infrastructure projects can be evaluated and ranked according to their expected sustainability outcomes. Consequently, decision-makers can successfully plan for the sustainable development of the infrastructure projects within certain specified boundaries and restrictions.
... In the past 15 years, several industry sectors have expressed concerns about the need to incorporate sustainability in project management. In a recent paper, Silvius (2017) predicts that sustainability could even become a new school of thought in project management, in addition to the nine schools-optimization, modelling, governance, behaviour, success, decision, process, contingency and marketing-proposed by Turner et al. (2010). In a guest editorial of papers published under the title 'Projects to create the future: Managing projects meets sustainable development', Silvius (2017, p. 1066) argue that 'project management has a vital role in contributing to sustainable development of organizations and society', raising the issue of societal responsibility of the profession. ...
Article
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Project management practices have evolved as the discipline grew from managing defence and engineering projects to delivering information systems, supporting organizational transformation, and managing megaprojects supporting national infrastructure needs. Thus, from starting as a tactical tool, project management grew to deliver organizational and national strategies. The next challenge for project management is to support the achievement of sustainable development goals to tackle societal challenges. How can it do this? In this article, we chart a way forward for project management to contribute to global sustainability by tracing the history of projects from prehistoric times to the 21st. We outline the development using the lens of socio‐technical transitions to analyse technological niches developed to advance the field, and socio‐technical regimes that have supported the development of project management to adopt these technological niches to meet changes that appear at the landscape level. By analysing the history of projects and project management, we argue that the discipline has continuously evolved as a transition innovation that can meet the challenges posed by sustainable development. However, further investigation is required. A sustainable development framework has been proposed in this article to enable project management researchers and managers to achieve this transition.
... This approach can also be defined as "absolute attention to project values" [61], given that stakeholders are valued according to project contribution, and (2) the management for stakeholders approach, which allows managers to treat stakeholders based on their rights, and not exclusively by the values they contribute to the specific project. Identified also as an approach that gives "absolute attention to stakeholders' values" [61], it allows stakeholders to draw the attention of managers based on the interest they have in the project [62]. The management for stakeholders approach means that managers should welcome all stakeholders and treat them equally, whether they have the potential to harm or help the project [25]. ...
Article
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The aim of this study was to analyze the strategies that external stakeholders apply to influence sustainable projects. In order to investigate this phenomenon, we employed a qualitative case study approach considering the Serbian small hydro power plant project. For the purpose of this research, we developed a theoretical framework consisting of four types of different influence strategies, which were identified and then applied to our case. The results show that external stakeholders utilized all four strategies interchangeably, with the goal to influence the project and decision-makers. The case of the small hydro power plant project revealed certain relationships between influence strategies, as well as the intensity and direction of these relationships. It also revealed that external stakeholders were highly motivated by negative impacts on the environment. Five propositions were derived as a result of our research. This paper contributes not just to the project and stakeholder management literature but also to the practical knowledge of project managers. Understanding stakeholder actions and influence is essential to achieving project goals.
Chapter
Transmission System Operators (TSOs) are responsible for the construction, maintenance, and operation of the high-voltage grid. The Dutch TSO TenneT, has been appointed by the Dutch government to oversee all the projects required for the connection of the offshore wind farms in the North Sea with the high-voltage grid. An important step in the lifecycle of such projects is the invitation to tender and the selection of the awarded contractor, based on different exclusion, selection, and award criteria. This study focuses on identifying such sustainable criteria suitable for the TSO market and proposes a multi-criteria decision-making process based on the Best-Worst Method (BWM) for assessing their importance. Additionally, this study proposes using a Maturity Model for evaluating the performance of existing sustainable measures, related to sustainable goals. Next, following an Importance-Performance Analysis (IPA), the study concludes by identifying and proposing which sustainable goal can be prioritised. TenneT is used as a case study where its experts helped identify the research problem and took part in the IPA, helping to identify the sustainable goals to be prioritised.KeywordsBest-Worst Method (BWM)Importance-performance analysisDecision-makingTransmission system operatorsSustainability
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This study determined the effect of project resource management on economic sustainability development in pharmaceutical firms in Imo State, Nigeria. Survey research design was adopted for the study. A sample of 100 respondents was used from pharmaceutical firms in Imo State, Nigeria, using purposive sampling. Questionnaire was used to generate data for the study. The data were analyzed and the hypothesis was tested with regression analysis via SPSS version 20.0. The result revealed that project resource management had a significant and positive effect on economic sustainable development on pharmaceutical firms in Imo State, Nigeria at 5% level of significance. Based on the findings of the study, the researchers recommended that there is a noticeable lack of knowledge on the meaning and dimensions of sustainability and accordingly an urgent need for project managers to gain knowledge and skills pertaining to sustainable project management.
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Sustainable building approaches should be included at every level of the development process for maximum benefit without jeopardising the structure’s intended usage. However, researchers have paid less attention to how they may be applied to developing nations. This study aims to investigate the numerous determinants of sustainable delivery in the construction industries of developing nations. For this to happen, existing literature was used to inform the development of a closed-ended questionnaire. Consequently, 95 structured questionnaires by building professionals investigated the importance of these factors. As a result, the factor’s structure was determined and confirmed using the study’s partial least square structural equation modelling (PLS-SEM) approach, which was utilised to investigate the connections between these factors. According to the PLS-SEM analysis, the factors most strongly influencing sustainable delivery are those associated with the preparation, followed by evaluation and use factors, respectively. As a result of this research, authorities in Egypt’s building sector will have a road map for implementing sustainability principles to reduce building costs, boost the local ecosystem, and strengthen social cohesion
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Smart technologies in the Fourth Industrial Revolution can improve the performance of the construction industry with corresponding changes to project manager’s knowledge and skills. This study investigated the impact of smart technologies on project management knowledge and skills required of project managers with the following research objectives: (1) to investigate the project management knowledge areas and skills that are important in managing projects with smart technologies; (2) to evaluate the changes in the relative importance of project management knowledge areas and skills in managing projects with smart technologies; and (3) to determine if project managers from different organisation domains perceive the importance of the knowledge and skills differently. Project communication, cost, and risk management were found to be most important, with changes in the importance of project integration, stakeholder, scope, and procurement management when managing projects with smart technologies. The top skills required were found to be problem solving, information management, communication, project management, and planning and organizational skills. Higher importance was placed on technical and operational technology skills, information management skills, creativity, ethical awareness, strategic planning, active learning, decision-making, and motivation skills when managing projects with smart technologies. The findings from this study contribute to the knowledge through better understanding of the impact of smart technologies on project management knowledge and skills. This can serve as guidelines for practitioners to remain competent and consistently deliver successful projects with smart technologies.
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The fast growth of digital technologies as well as the amount of data that devices and applications collect daily, increasingly drive organisations to radically transform their business models. The impact of digitalization on Information technology (IT) projects are evident through the adoption of agile approaches and DevOps. What is not clear, is how digitalization is impacting the larger project management discipline. A bibliometric analysis of 478 articles provides insights into the state of project management digitalization. At a high level, project management is not yet digitalized but technologies are used as tools to optimise project management processes. The results also highlight the need for continuous learning to adapt to the transformation introduced by digitalization. The introduction of the Project Management Digitalization Research Agenda Cube can be used to guide practitioners and academia to facilitate the digitalization of project management.
Article
Purpose The purpose of this study is twofold: to examine the impact of entrepreneurial competencies and innovation on manufacturing small and medium-sized enterprises' (SMEs) sustainable performance and to explore the role of innovation as a mediator on the relationship between entrepreneurial competencies and manufacturing SMEs' sustainable performance. Design/methodology/approach Data collected from manufacturing SMEs in Malaysia were analysed via the partial least squares-structural equation modelling (PLS-SEM) approach. Findings The results reveal that entrepreneurial competencies play a robust and noteworthy role in promoting innovation and the sustainable performance of manufacturing SMEs, respectively. Further, innovation has a partially mediated effect on the link between entrepreneurial competencies and manufacturing SMEs' sustainable performance. Manufacturing SMEs' aspirations to be the first to market with new products are reflected in these SMEs' implementation of positive entrepreneurial competencies or capabilities which enable them to scan the environment to identify high-quality business opportunities and respond through these SMEs' Research and Development (R&D) activities to create products that provide real benefit to customers' needs. Hence, these SME's seize the market opportunities. Practical implications Manufacturing SMEs' sustainable performance should be strengthened by linking entrepreneurial competencies with innovation to nurture greater agility to respond quickly to change and market demands. These SMEs should conduct tactical meetings on a regular basis to discuss current projects and assess critical indicators, as well as to identify and test fresh ideas for innovation and new business ventures in order to achieve sustainable performance in challenging business environments. Originality/value By applying the resource-based view (RBV) theory and the triple bottom line (TBL) framework into a single framework, this study highlights the role of innovation as a meaningful mediator between entrepreneurial competencies and manufacturing SMEs' sustainable performance. As exploration of this relationship has been very limited, the study makes a novel contribution to the extant literature.
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Objectif : La présente recherche explore la relation entretenue entre la gouvernance des organisations à but non lucratif et leur performance globale, qui inclut également leur impact sur leurs parties prenantes. Elle affiche donc des objectifs analytiques autour des liens avec les parties prenantes : avec qui œuvrer et à qui rendre des comptes ? comment rendre des comptes et raffermir les liens avec elles ? quels comptes rendre et quels sont les critères d’évaluation ? Les effets de la gouvernance, les formes prises par la reddition des comptes et la construction sociale de la performance et de l’impact organisationnels sont donc particulièrement étudiés.Approche et méthode : L’ancrage principal est la vision contingente des organisations, à laquelle appartiennent les théories des parties prenantes et de la dépendance aux ressources. A partir d’une démarche hypothético-déductive insérée dans le paradigme épistémique réaliste critique (PERC), les hypothèses issues de la littérature sont testées à partir de méthodes d’analyses de données textuelles, de régressions multiples logistiques et linéaires ainsi que de modèles d’équations structurelles. Les analyses ont porté sur les données des plus grandes associations françaises, sur un questionnaire auprès des dirigeants associatifs pendant la crise de la Covid-19, sur une enquête auprès de parties prenantes individuelles ainsi que sur le cas des Jeunes Agriculteurs.Résultats : Les études menées ont permis de montrer que les mécanismes de gouvernance s’expliquent notamment grâce au secteur et aux actions de l’association. En revanche, les liens entre gouvernance et performance globale sont à étudier au cas par cas. Il en va de même pour les effets de la reddition des comptes sur la performance. La performance à court-terme des associations, à savoir leur viabilité, est renforcée par le maintien des dispositifs de gouvernance tandis que l’adoption d’une orientation sociétale a des effets contrastés sur la viabilité. Enfin, globalement, la gouvernance améliore l’impact et la qualité de relation avec les parties prenantes qui elle-même a un effet positif sur l’impact organisationnel. Cependant, ces résultats doivent être étudiés dans le détail des mécanismes de gouvernance, des parties prenantes et des dimensions de la performance.Implications théoriques : Les résultats obtenus permettent de répondre aux objectifs fixés. Ainsi, la vision contingente de la gouvernance des organisations à but non lucratif conduit à une forte adaptabilité (dans chaque organisation et à ses parties prenantes). Le reporting est un mécanisme crucial de reddition des comptes mais la relation avec les parties prenantes est aussi particulièrement pertinente. Enfin, l'ensemble des concepts abordés sont contingents, permettant d'expliquer une vision émotionnelle et subjective de l’impact ainsi que la multidimensionnalité de la performance. Les théories mobilisées sont donc particulièrement adaptées pour les associations et leur opérationnalisation a été revisitée.Implications praticiennes et sociétales : Les résultats invitent à une mesure raisonnable et flexible de l’impact des organisations à but non lucratif et soulignent le caractère crucial de la gouvernance pour améliorer la performance et l’impact, en dépit des méfiances. La priorisation des parties prenantes est en outre cruciale, pour éviter les problèmes associés à la reddition des comptes holistique. Les composantes de la qualité de relation peuvent alors devenir des critères de hiérarchisation et de priorisation des parties prenantes, car elles varient selon les parties prenantes et ont un effet sur la performance et l’impact.
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The evaluation of urban infrastructure development is a decision‐making process with multidisciplinary stakeholder engagement assessing sustainability metrics in different dimensions. However, there are uncertainties in such an evaluation caused by the heterogeneity between different stakeholders' preferences and the difficulty in differentiating sustainability decision criteria (DC). This study aims to formalize a multidisciplinary DC system to evaluate sustainable infrastructure development, which represents the preferences to DC metrics heterogeneously weighted by stakeholders. An empirical survey was conducted to collect the stakeholders' preferences to 50 sustainability DC metrics in which 91 infrastructure professionals from six disciplines (i.e., owner, architect, engineer, contractor, supplier, and consultant) were invited to participate. As a result, this study identified one common and six disciplinary DC sets and defined 20 DC factors with weights information structuring the multidisciplinary decision‐making process, which indicates the multidisciplinary DC system is formal to be leveraged on assessing the sustainability performance of infrastructure development. In addition, the proposed multidisciplinary DC system is comprehensive in reducing uncertainties through determining the weights of DC metrics across various disciplines. Theoretically, the multidisciplinary DC system advances the knowledge of sustainability measurement by not only integrating the planet–people–prosperity framework and the product–organization–process framework but mitigating evaluation uncertainty through representing stakeholders' heterogeneity. For practical significance, such a multidisciplinary DC system will serve as a precursor for managers and policymakers in decision‐making processes to enhance sustainability performances of infrastructure development.
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Purpose: This study aims to examine problems related to the existing education management in Muhammadiyah schools in Indonesia. Methodology: The present study is qualitative research, data obtained from observation, interview, and documentation. The results of the study show that Muhammadiyah, one of the private and independent institutions, has engaged in various fields, among which one of them is education. It has more than 4500 elementary, middle, and senior high schools spreading throughout Indonesia. In addition, the situations and conditions of education management at the Muhammadiyah School have different characteristics with public schools run by the government. Results: The results of the study can be used to increase the quality of education, which directly affects other public schools. Implications: The present research can help schools to provide the best educational services and produce competent and competitive graduates. Novelty: This research has focused on the Muhammadiyah Schools, particularly its management and administration approach.
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Because research focusing on sustainability in a project context is still nascent and fragmented, we carried out a systematic literature review covering all research published in five leading journals in the fields of project management and sustainable production prior to 2016. Our analysis revealed two distinct perspectives in the project sustainability research; one assumes the perspective of the project organisation delivering the asset while the second assumes the perspective of the host organisation. We identify and describe eight distinct strategies used by either the project organisation, its host, or both in collaboration to support sustainability goals. We complement the findings of our literature review with an illustrative empirical case focusing on the delivery of an innovative seawater-based heating solution in Norway.
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This research identifies the key variables of sustainability in project management and explores the impact of these variables on project success. The methodological approach combined a literature review and an expert panel. The expert panel was conducted in two phases: interviews were conducted with five experts to validate the content of the identified variables, and a forum was held with 11 experts from 10 universities in 6 different countries. Research data were analyzed using content analysis, descriptive statistics, and analytic hierarchy process. Through systematic expert reviews, this research shows a succinct and relevant list of variables and their classification, reflecting the experts’ consensus, which can help practitioners and scholars introduce sustainability into project management. Similarly, the key variables for project success are identified and classified. Finally, the article explores the experts’ perspectives on the impact of sustainability on project success.
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Although it remains one of the most significant challenges in recent years, companies are beginning to integrate the ideas of sustainability into organized projects such as marketing, corporate communications, and annual reports. In this case, sustainability remains an important influence on the initiation of project management. Sustainability Integration for Effective Project Management provides a comprehensive understanding of the most important issues, concepts, trends, methodologies, and good practices in sustainability to project management. The research and concepts discussed in this publication are developed by professionals and academics aiming to provide the latest knowledge related to sustainability principles for prospective professionals, academics, and researchers in this area of expertise.
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The purpose of this book is to present the results of the PMI sponsored Research Project: SustPM, which was carried out between 2010 and 2012 in cooperation between Projektmanagement Group and Research Institute for Managing Sustainability both WU Vienna. This book provides viable approaches to consider sustainable development principles in the project initiation and the project management process.
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We live today in an age of sustainababble, a cacophonous profusion of uses of the word sustainable to mean anything from environmentally better to cool. The original adjective-meaning capable of being maintained in existence without interruption or diminution-goes back to the ancient Romans. Its use in the environmental field exploded with the 1987 release of Our Common Future, the report of the World Commission on Environment and Development. Sustainable development, Norwegian Prime Minister Gro Harlem Brundtland and the other commissioners declared, meets the needs of the present without compromising the ability of future generations to meet their own needs.
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The concept of sustainability in project management is likely to increase in importance over the coming years. Sustainability issues and the ways in which sustainability considerations may be incorporated in project management are already well documented in academic literature. There still exist a gap between what is suggested in the literature and what is carried out in practice. This article documents a literature review of sustainability in project management and briefly looks into sustainability in PM standards, stakeholder analysis, governance frameworks, performance indicators and measuring schemes. Several authors point out that following their proposals would indicate new paradigms in project management. As these seems not to have been triggered yet, additional research into mental models of projects and sustainability is recommended in order for sustainability to become truly incorporated in project management.
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Achieving sustainability-related targets in construction projects is increasingly becoming a key performance driver. Yet sustainability is a complex concept in projects and there are many diverse stakeholders. Some stakeholders are generally recognized as important, i.e., the client and main contractor, yet there are others not always perceived as such and whose absence from the decision-making processes may result in a failure to address sustainability issues. Hence there is a need for a systematic approach to engage with stakeholders with high salience in relation to sustainability. This paper reports the results of an exploratory study involving interviews with construction project practitioners that are involved in sustainability in some way. Data were collected from the practitioners in terms of the processes for engaging with stakeholders to deliver sustainability. The data suggests six steps to a stakeholder engagement process: (i) identification; (ii) relating stakeholders to different sustainability-related targets; (iii) prioritization; (iv) managing; (v) measuring performance; and (vi) putting targets into action. The results suggest that understanding the different sustainability agendas of stakeholders and measuring their performance using key performance indicators are important stages to be emphasized in any stakeholder engagement process to achieve sustainability-related goals.
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Research in sustainable building practices suggests that integrated project delivery methods can more successfully deliver green buildings as measured by cost, schedule, and quality objectives. Design-build is an integrated project delivery method that has increased in use in the public sector. Design-build projects are commonly acquired through best-value procurement, which includes factors in addition to price. However, the procurement process of green buildings requires specific selection factors that are not accounted for in conventional buildings. This study synthesizes the current state of practice for best-value procurement of sustainable design-build projects within the public sector. The findings are based upon a content analysis of procurement documents for 26 projects. The results of this study reveal that procurement opportunities exist to improve best-value award algorithms. The findings show that owners are missing opportunities to evaluate design-builders on sustainable building experience and sustainability of the proposed design in project management plans. Modifying the solicitation documents to include these elements could improve the overall success of delivery.
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Sustainability is defined as balancing the three concepts of people, planet, and profit to maximize the absolute value of an undertaking. Therefore it deals with the long term economic, social, and environmental effects of an undertaking. However, the definition of sustainability, which is focused on the long term, does not provide practical guidance to companies attempting to integrate sustainability into their projects, which by definition are temporary constructs. The imbalance between the definition of sustainability and the definition of a project has made it difficult to incorporate meaningful sustainability indicators into project baselines. In this paper we propose a framework for integrating sustainability into project baselines for consulting engineering projects in the industrial and resource extraction fields. This framework is based on using a sustainability indicator set that has been derived from existing sets applicable to industrial or resource extraction projects. The utility of the proposed framework and indicator set are back checked against a recently completed engineer, procure, and construction manage mining project undertaken by a large engineering and project management services organization.
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Purpose The purpose of this paper is to analyze how various approaches to stakeholder management, as well as sustainable development principles, are included in internationally‐used project management standards; and to consider the demands these approaches and principles place on project stakeholder management. Design/methodology/approach An analytical framework was developed based on stakeholder theory within general management, as well as on sustainability research. Desk research was carried out by applying the analytical framework to three project management standards: ICB, PMBOK and PRINCE2. Findings The research findings suggest that stakeholder issues are treated superficially in the project management standards, while putting stakeholder management in the context of sustainable development would ask for a paradigm shift in the underpinning values. The current project stakeholder practices represent mainly a management‐of‐stakeholders approach, i.e. making stakeholders comply to project needs, whereas a management‐for‐stakeholders approach may be beneficial. Research limitations/implications As the analysis is based on document studies of bodies of knowledge, the authors cannot be sure to what extent the standards represent real‐life practices. However, the standards are developed by practitioners agreeing on common practices. Further, they are used to certify project managers worldwide. Therefore, the authors find it safe to claim that the findings are relevant when discussing project management practices. Originality/value The value of this paper lies in the enrichment of the understanding of project stakeholder management by applying concepts from general stakeholder theory and sustainable development research.
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Our views on project success have changed over the years from definitions that were limited to the implementation phase of the project life cycle to definitions that reflect an appreciation of success over the entire project and product life cycle. This paper assesses our evolving understanding of project success over the past 40 years and discusses conditions for success, critical success factors and success frameworks. The paper concludes with a holistic view of project success and its implications for practice. This is an important topic because projects are an increasingly common way of work, and the lines between project and process work are harder to discern. Increasingly, more project managers work in companies using program and portfolio management as a means to organize project-related work. The success of individual projects, therefore, impacts the wider organization in several dimensions and makes the concept of project and project management success that much more relevant. The topic is also important because it has a bearing on the future directions of project management in the strategic context.
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This paper demonstrates that project management is a developing field of academic study in management, of considerable diversity and richness, which can make a valuable contribution to the development of management knowledge, as well as being of considerable economic importance. The paper reviews the substantial progress and trends of research in the subject, which has been grouped into nine major schools of thought: optimization, modelling, governance, behaviour, success, decision, process, contingency, and marketing. The paper addresses interactions between the different schools and with other related management fields, and provides insights into current and potential research in each and across these schools.
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This paper addresses perspectives underlying the project management literature. Content analysis of selected textbooks and formal articles revealed that this literature is primarily based on a few perspectives, and that the perspectives emphasized have changed over time. Today the leadership perspective is the dominant one, while the task perspective earlier was the most emphasized. The study also revealed growing application of the leadership and business perspectives.
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Corporate social responsibility as a management concept is growing more and more important also for project companies. The task of project management is to identify relevant ecological systems, to recognize the internal and external dimension of social responsibility, and to test existing standards of Corporate Social Responsibility for their applicability in projects. The special benefit of CSR in projects is to set-up values such as integrity, credibility and reputation. For successful implementation of CSR activities, it is essential to align the commitment of the project organization to the own business operations and own goals.
Book
Winner of PMI’s 2011 David I. Cleland Project Management Literature Award Detailing cutting-edge green techniques and methods, this book teaches project managers how to maximize resources and get the most out of limited budgets. It supplies proven techniques and best practices in green project management, including risk and opportunity assessments. With illustrative case studies and insights from acknowledged leaders in green project management, the text: Explains how to tap into green incentives, including grants, rebates, and tax credits Includes case studies that illustrate how to integrate green techniques and methods to generate cost savings and maximize resources Provides green techniques that take little time to implement, can benefit all types of projects, and can generate immediate savings to your project’s bottom line Praise for: A first-of-its-kind book … a must-read for senior executives as well as project managers. -Harold Kerzner, Ph.D., Senior Executive Director for Project Management at The International Institute for Learning … an impressive piece of work. -Jean Binder, PMP, MBA, award-winning author (David I. Cleland Literature Award, 2008) This important book defines the green field and sets out the steps for those who want to be ahead of the crowd… -Dr. David Hillson, PMP, FAPM, FIRM, MCMI, Director of Risk Doctor & Partners … an incredible call to arms to increase your project greenality for a better world, or a bigger pay check, if you’re still cynical on this topic. -Bas de Baar, ProjectShrink.com … an excellent job of making the reader aware of how much influence a single project manager, let alone an entire discipline, can have on improving our environment. -Professor Schwalbe, Department of Business Administration, Augsburg College.
Chapter
The purpose of this chapter is to outline the development of the idea of "stakeholder management" as it has come to be applied in strategic management. We begin by developing a brief history of the concept. We then suggest that traditionally the stakeholder approach to strategic management has several related characteristics that serve as distinguishing features. We review recent work on stakeholder theory and suggest how stakeholder management has affected the practice of management. We end by suggesting further research questions.
Chapter
Sustainability is one of the most important challenges of our time. How can prosperity be developed without compromising the life of future generations? Companies are integrating sustainability in their marketing, corporate communication, annual reports and in their actions. The concept of sustainability has more recently also been linked to project management. Sustainability needs change of business models, products, services, resources, processes, etc. and projects are a frequently used practice of realizing change. Several studies explored how the concept of sustainability impacts project management. This chapter elaborates on the impact of sustainability found in literature and analyses the most influential standards of project management processes for their coverage of this impact. The study concludes that the most important standards of project management processes still fail to refer convincingly to sustainability considerations. Based on the author's analysis, this chapter also provides guidance for the further development of the process standards towards a ‘sustainable project management' process.
Article
This study aims to propose and to validate a research model on project sustainability management. Moreover, it investigates the relation between project sustainability management and project success. The methodological approach is a survey-based research, using structural equation modelling to validate the research model. The hypotheses were tested based on a field study involving 222 projects distributed among eight industries and two countries. The results show a low degree of commitment to social and environment aspects of the surveyed projects. The structural model proposed shows a significant and positive relation between project sustainability management and project success and in reducing the social and environmental negative impact.
Article
Sustainable development (SD) envisions business and their projects to deliver benefits to a broad group of stakeholders. Yet, projects are challenged to realize benefits to meet individual organization business objectives and value concerns. Given the benefits focus of SD, benefits realization helps to understand how SD can be integrated in the management of projects, linking it to strategy. This paper offers benefits co-creation as a strategy for creating benefits for a broad group of stakeholders reflecting holistic SD. The study presents an exploratory case study through a conceptual framework, illustrating one possible approach based on adaptation and emergence. The findings demonstrate how stakeholder co-creation enables the shaping of project SD benefits, addressing stakeholder value concerns and suggest the need to consider a two dimension conceptual approach to benefits realization—benefits creation and benefits capture, reducing the conceptual distance between projects and benefits realization.
Article
Sustainability is becoming increasingly important in the delivery of projects as stakeholders require ethicality, eco-friendliness, and economic efficiency during a project's life cycle. Previous studies focused on the environmental aspects of sustainability in project deliverables, whereas less attention has been directed at sustainable project management during project delivery. The goal of this study is to identify the control practices that a project organization uses for sustainable project management. A qualitative single-case study was conducted on a large infrastructure project in which a road tunnel was constructed in a highly demanding environment, involving multiple stakeholders in an alliance contract. The results reveal that sustainable project management is implemented using not only indicators but a holistic control package in which control mechanisms are used differently for different sustainability dimensions. Internal project control is complemented with sustainable project governance, linking the project to its external stakeholders and regulations. The alliance contract activates the partners to exploit innovation opportunities and, thus, promotes economic, environmental, and social sustainability.
Article
Sustainability is one of the most important challenges of our time. Projects play a pivotal role in the realization of more sustainable business practices and the concept of sustainability has also been linked to project management. However, how managers of projects consider sustainability in their operational daily work is still to be explored. This paper uses Q-methodology to investigate the consideration of sustainability aspects in the decision making processes of project managers. The research question was How are dimensions of sustainability considered in the decision-making processes of project managers in relation to the triple constraint of time, cost and quality? Based on the Q-sort of selected respondents, the study found that the consideration of sustainability principles is underrepresented, compared to the triple constraint criteria. However, the analysis of the individual Q-sorts revealed four distinct perspectives that differ significantly in their consideration of sustainability principles and triple constraint criteria. © 2017 Elsevier Ltd and Association for Project Management and the International Project Management Association.
Article
Sustainability is without doubt one of the most important challenges of our time. How can one develop prosperity without compromising the life of future generations? Companies are integrating concepts of sustainability in their marketing, corporate communications, annual reports and in their actions. Information technology (IT) and information systems (IS) provide organizations with the ability to change and improve business processes to better support sustainable practices. IT/IS evaluation methods should therefore reflect this ability and include criteria for the assessment of sustainability aspects of IT/IS projects. However, IT/IS evaluation methods are today still dominated by the economical perspective that resulted from the infamous IT productivity paradox. This paper aims to broaden the perspective on IT/IS evaluation, by exploring the integration of indicators that reflect the concepts of sustainability into IT/IS evaluation methods. Based on an identification IT/IS evaluation methods and an overview of frameworks for sustainability indicators, an analysis is made of the inclusion of the indicators and principles of sustainability assessment in IT/IS evaluation methods. The analysis will conclude that integrating sustainability considerations in IT/IS evaluation requires far more than a set of additional criteria to be considered. Article Preview It/Is Evaluation Through research and in practice, a substantial number of evaluation methods to assess the contribution of IS/IT to business performance was developed. After considering over 50 evaluation methods Renkema and Berghout (1996) grouped these methods into four categories: Financial methods, Multi-criteria methods, Ratio methods and Portfolio methods. Purchase this article to continue reading all 15 pages >
Article
Corporate sustainability, which has become essential to most companies in the last decades, stipulates that environmental requirements should be incorporated into diverse business processes. To effectively integrate environmental aspects into product innovation processes, companies might have to significantly change some of the practices and habits of all the stakeholders involved and of the organisation. To complement the extensive literature on the (technical) “hard side of ecodesign”, this article explores the promising “soft side”, which considers company culture and human factors, by a multiple step literature review associated with a longitudinal action research in a large cosmetics company. Although a consistent prescriptive change model is still lacking in ecodesign literature, a strong convergence and complementarity is observed between the previous conclusions on ecodesign integration models and the emerging Transition Management approach designed for the sustainability issues faced by organisations. As a result, an “ecodesign transition framework” is proposed by combining a three-level systemic approach, considering both top-down planning and bottom-up innovation, with new types of interaction and dynamic cycles of action and learning, with a deep stakeholder management. This new framework was developed and positively applied to the company in a five-year experience to face the complex transition process, thus advancing the knowledge from social science for innovation and sustainability management challenges. Such approach could positively address change management issues and help companies evolve toward a more effective sustainable product innovation process, in the context of evolving business management practices that require progressive change and more human-based strategies.
Article
Topics of project management and sustainability have been addressed by countless studies, but research focusing on the intersection of these topics are needed. This research looks at sustainability through the triple-bottom line perspective: economic, social, and environmental. It aims to identify key aspects of sustainability in project management context and to understand its importance based on project managers' lens. A systematic literature review merging bibliometric and content analysis was applied toward an understanding of the key topics. Further, a survey of project managers was performed and analyzed through exploratory factor analysis. The results show that four factors stood out: Sustainable Innovation Business Model, Stakeholders Management, Economic and Competitive Advantage, and Environmental Policies and Resources Saving.
Article
Public opposition is one of the main political, and less predictable, risks of large-scale energy infrastructure projects. External stakeholder management has become indispensable to the governance of risk in such projects. We integrate insights on public engagement from policy and planning studies with the field of project management to contribute to the governance of risk. We present Q methodology as a congruent method for stakeholder analysis that allows for anticipation of unforeseen stakeholder issues or concerns and to kick-off a participatory procedure with external stakeholders. We present an illustration of Q methodology results of a Dutch shale gas exploration project. If used in the stakeholder management process, this method can help reveal perspectives beneficial for both the governance of risks and the identification of opportunities to create socially valued, successful projects.
Article
The relationship between Project Management (PM) and Sustainable Development (SD) is tested in this chapter through its application on the construction industry. When PM is embedded in construction projects, it has the capacity to be a significant leverage point of great influence, and it becomes one of the cornerstones for rethinking the relationships between PM, SD, and the Construction Industry. The work presented discusses the need for integrating sustainable development into project management processes to ensure a better outcome for the construction industry, which is directly related to the degradation of our quality of life on the economic, social, and environmental levels. The author explores the origins and philosophies behind sustainability, the core of project management processes, the strategic implications of the construction industry practices, and puts forward the "systems thinking and points of leverage" approach to facilitate an efficient environment of integration. Thinking and acting sustainably requires not only incremental change but also a revolution in approach, a shift of perspective; sustainable project management processes are possible to achieve.
Article
Various driving forces originating from society, government, employees, and partners are forcing the enterprise to both incorporate sustainable development in its internal operations and practices, and to align these with the principles thereof. Technology-oriented project management, as a core competency of many enterprises, is not excluded from these requirements. Four cases are explored of how the aspects of sustainability have been addressed by various approaches and tools to enhance the performances of enterprises-in the context of project management in South Africa. The associated challenges are highlighted and the requirement for further work, to address the shortfalls, is outlined. Specifically, by developing methods for understanding the full implications of alternative choices and their relative attractiveness in terms of enhancing the resilience of systems, by extending the field of sustainability science into the field of project management.
Article
Project management field management has neglected sustainability issues. This research investigates how companies are introducing sustainability into project management. Moreover, it aims to investigate how sustainability can impact project success. A multiple-case studies approach was conducted in four companies from Brazil and USA, from different sectors. Data were gathered from multiple sources including semi-structured interviews with to project and sustainability managers, and online questionnaires were applied to project team members. The results suggest that firms are concerned about sustainability in project management; however there is a gap between the perception of importance and the actual use in practice. Finally, companies from the public sector are more concerned about the social dimension than the others.