the sustainable project management maturity model
TRANSCRIPT
The Sustainable Project Management
Gilbert Silvius - Ron Schipper Dortmund 2015
Maturity Model
Background
Why the SPM maturity model?
Design
Experiences
Gilbert Silvius - Ron Schipper Dortmund 2015
Sustainabilityneeds
Changeis organized in
Projects
Sustainabilityneeds
Changeis organized in
Projects?
Sustainability in project
management
0
5
10
15
20
25
30
35
40
1993 -1999
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Conference papers
Journal articles
Book chapters
Books
0
5
10
15
20
25
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Conference papers
Journal articles
Book chapters
Books
Sustainability in project
management
0
5
10
15
20
25
30
35
40
1993 -1999
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Conference papers
Journal articles
Book chapters
Books
0
5
10
15
20
25
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Conference papers
Journal articles
Book chapters
Books
Management of sustainable development projects
Continuity of development projects
Management of ‘green’ projects
Sustainable management of all projects
Sustainability in project
management
Sustainable management of all projects
Sustainable Project Management is
the planning, monitoring and controlling of project delivery and support processes,
with consideration of the environmental, economical 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.
Sustainability in project
management
Sustainable management of all projects
Sustainable Project Management is
the planning, monitoring and controlling of project delivery and support processes,
with consideration of the environmental, economical 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.
Sustainability in project
management
Sustainable management of all projects
Sustainable Project Management is
the planning, monitoring and controlling of project delivery and support processes,
with consideration of the environmental, economical 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.
Having apeople/planet/profit perspective
Sustainability in project
management
Sustainable management of all projects
Sustainable Project Management is
the planning, monitoring and controlling of project delivery and support processes,
with consideration of the environmental, economical 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.
Having apeople/planet/profit perspective
Having alife cycle perspective
Sustainability in project
management
Sustainable management of all projects
Sustainable Project Management is
the planning, monitoring and controlling of project delivery and support processes,
with consideration of the environmental, economical 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.
Having apeople/planet/profit perspective
Having alife cycle perspective
Managing of and forstakeholders
Sustainability in project
management
Sustainable management of all projects
Sustainable Project Management is
the planning, monitoring and controlling of project delivery and support processes,
with consideration of the environmental, economical 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.
Having apeople/planet/profit perspective
Having alife cycle perspective
Managing of and forstakeholders
With transparencyand accountability
Sustainable Project Management
>Why do it? √
>What is it? √
>How to do it?.....
»Understanding the impact
Impact of sustainability on project management
Project context Business caseStakeholder identification
Project specifications
Project succes Project planning Resource useProject
communication
Procurement Learning organizationStakeholder involvement.
Acceptance
Project reporting Risk management Human capital Sustainable change
- Broader perspective- Supply chain- Local and Global- Related to organization
strategy and society
- Extent with social and ecological factors
- Related to organization vision and business case
- Multi criteria investment analysismulti criteria
- Based on people, planet, profit
- Short term and long term - Local and global- Take supply chain(s) into account
- Based on ecological and social requirements to results and goal
- Requirements based on all stakeholders
- Holistic view
- Based on project life cycle including deliverables and effects
- Different approach to realize efficiency and reduction of waste
- What is the negative impact ofthe resources used in the project
- Take the life cycle of resources (and harmful effects) into account
- Based on transparency and accountability
- Open, pro-activecommunication with stakeholders
- Taking responsibility- Sustainability requirements in
supplier selection- Local procurement
- Prevent waste caused by project mistakes
- Involve stakeholders (and their stakes) active with the project
- Make sure project results arereally used
- Reporting about ecological, social and economical factors of delivery and outcome
- Also observe ecological and social risks
- Risks during and after the project
- Involve stakeholders
- Life-work balance- Equal opportunities- Fit for the project-job- Fit for after-project job
- Change of behavior- Change of attitude
Sustainable Project Management
>Why do it? √
>What is it? √
>How to do it?.....
»Understanding the impact»Measuring and monitoring
Measuring and monitoring
>The Sustainable Project Management Maturity Model (SPM3)
> Maturity models are suitable instruments to assess the implementation of complex concepts and to raise awareness for potential development (Dinsmore, 1998)
Organizational Maturity Models
> Most models are derived from the Capability Maturity Model (CMM / CMMi)
Organizational Maturity Models
> Most models are derived from the Capability Maturity Model (CMM / CMMi)
> Most models ‘measure’ process maturity
Having apeople/planet/profit perspective
Having alife cycle perspective
Managing of and forstakeholders
With transparencyand accountability
Organizational Maturity Models
> Most models are derived from the Capability Maturity Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all
Application area
BusinessSupply networks (network design)
Information management
Business Project management ManufacturingInformation and communication
technology
Maturity level 1
Ad hocAccidental/
initialAd hoc Ad hoc Not existing Initial Initial
Maturity level 2
Planned in isolation Repeatable ConsciousDefined, documen-ted and architected
Resources Repeatable Basic
Maturity level 3
Managed with no integration
Defined EstablishedRepeatable and
governedBusiness processes Defined Intermediate
Maturity level 4
Excellenceat corporate level
ManagedQuantitatively
controlledOptimized and
extensibleBusiness model
Quantitatively managed
Advanced
Maturity level 5
High performance sustainability net
Mastered/optimized OptimizedDemonstrable ROI of
green initiativesProducts and services Optimizing Optimizing
Cagnin et al.(2011)
Kirkwood et al.(2008)
Zarnekow and Erek(2008)
Object Management Group (2009)
Silvius and Schipper(2010)
Curry and Donnellan(2012)
Mani et al.(2010)
Organizational Maturity Models
> Most models are derived from the Capability Maturity Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all
Organizational Maturity Models
> Most models are derived from the Capability Maturity Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all
reactive proactive
Stage 1
Pre-compliance
Outlaws:disobey social and
environmental regulations; only
focus on short-term profits
Stage 2
Compliance
Compliers: take a minimalist
approach, reactively do what they legally
have to do
Stage 3
Beyond compliance
Case-makers: move from defence
to offence; sustainability
initiatives increase but are still
marginalized in different
departments
Stage 4
Integrated strategy
Innovators: company transforms and fully integrates
sustainability into its corporate strategy;
captures value-added from sustainability
initiatives
Stage 5
Purpose & Passion
Trailblazers: driven by a
passionate, value-based commitment
to improve well-being of the
company, society and environment
(Silvius et al., 2012, adapted from Willard, “The Next Sustainability Wave”, 2005)
Organizational Maturity Models
> Most models are derived from the Capability Maturity Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all> Characteristics
– Levels
Organizational Maturity Models
> Most models are derived from the Capability Maturity Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all> Characteristics
– Levels– Domain
Organizational Maturity Models
> Most models are derived from the Capability Maturity Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all> Characteristics
– Levels– Domain
• Project process: Including the resources used in the project processes and the way the processes are organized and executed.
• Project product: The deliverables of the project and their effects on various stakeholders and society.
Organizational Maturity Models
> Most models are derived from the Capability Maturity Model (CMM / CMMi)
> Most models ‘measure’ process maturity, but not all> Characteristics
– Levels– Domain– Dimensions
Sustainability criteria for
projects??
Sustainability criteria for
projects??
Economic Sustainability
Return on Investment - Direct financial benefits - Net Present Value
Business Agility - Flexibility / Optionality in the project - Increased business flexibility
Environmental Sustainability
Transport - Local procurement - Digital communication - Traveling - Transport
Energy - Energy used - Emission / CO2 from energy used
Waste - Recycling - Disposal
Materials and resources - Reusability - Incorporated energy - Waste
Social Sustainability
Labor Practices and Decent Work
- Employment - Labor / Management relations - Health and Safety - Training and Education - Organisational learning - Diversity and Equal opportunity
Human Rights - Non-discrimination - Freedom of association - Child labour - Forced and compulsory labor
Society and Customers
- Community support - Public policy / Compliance - Customer health and safety - Products and services labeling - Market communication and Advertising - Customer privacy
Ethical behaviour - Investment and Procurement practices - Bribery and corruption - Anti-competition behaviour
Economic sustainability
indicators
> Return on Investment
> Business Agility
> Competitive potential
> (Business) Continuity
> Motivation and incentives
> Risk reduction
Environmental sustainability
indicators
> Transport
> Energy
> Water
> Eco system
> Waste and Packaging
> Materials and resources
> Emissions
> Spatial planning
> Nuisance
Social sustainability indicators
> Labor practices and decent work
> Human rights
> Ethical behaviour
> Society, customer and product responsibility
> Participation
> Human capital development
> Corporate governance
SPM3 conceptual model
Return on InvestmentBusiness agilityCompetitive potential(Business) ContinuityMotivation and incentivesRisk reduction
Economicsustainability
Environmentalsustainability
TransportEnergyWaterEco systemWaste and PackagingMaterials and resourcesEmissionsSpatial planningNuisance
Socialsustainability
Labor practices and decent workHuman rightsEthical behaviourSoc, cust and prod responsibilityParticipationHuman capital developmentCorporate governance
Level 2Reactive
Level 1Compliant
Level 3Proactive
Level 4Purpose
Sus
tain
abil
ity
indi
cato
rsIntegration of sustainability
‘do no harm’ ‘positive contribution’
SPM3 example question
Return on InvestmentBusiness agilityCompetitive potential(Business) ContinuityMotivation and incentivesRisk reduction
Economicsustainability
Environmentalsustainability
TransportEnergyWaterEco systemWaste and PackagingMaterials and resourcesEmissionsSpatial planningNuisance
Socialsustainability
Labor practices and decent workHuman rightsEthical behaviourSoc, cust and prod responsibilityParticipationHuman capital developmentCorporate governance
Level 2Reactive
Level 1Compliant
Level 3Proactive
Level 4Purpose
Sus
tain
abil
ity
indi
cato
rsIntegration of sustainability
‘do no harm’ ‘positive contribution’
SPM3 example question
Return on InvestmentBusiness agilityCompetitive potential(Business) ContinuityMotivation and incentivesRisk reduction
Economicsustainability
Environmentalsustainability
TransportEnergyWaterEco systemWaste and PackagingMaterials and resourcesEmissionsSpatial planningNuisance
Socialsustainability
Labor practices and decent workHuman rightsEthical behaviourSoc, cust and prod responsibilityParticipationHuman capital developmentCorporate governance
Level 2Reactive
Level 1Compliant
Level 3Proactive
Level 4Purpose
Sus
tain
abil
ity
indi
cato
rsIntegration of sustainability
‘do no harm’ ‘positive contribution’
SPM3 reporting
Return on InvestmentBusiness agilityCompetitive potential(Business) ContinuityMotivation and incentivesRisk reduction
Economicsustainability
Environmentalsustainability
TransportEnergyWaterEco systemWaste and PackagingMaterials and resourcesEmissionsSpatial planningNuisance
Socialsustainability
Labor practices and decent workHuman rightsEthical behaviourSoc, cust and prod responsibilityParticipationHuman capital developmentCorporate governance
Level 2Reactive
Level 1Compliant
Level 3Proactive
Level 4Purpose
Sus
tain
abil
ity
indi
cato
rs
Integration of sustainability in the project process‘do no harm’ ‘positive contribution’
Conclusion
> SPM3 offers a highly needed instrument for the assessment of the consideration of sustainability in projects and project management
> SPM3 provides guidance for development
> SPM3 connects to the (sustainability) strategy of the organization
> SPM3 is developed based on a thorough analysis of the concepts of and literature on sustainability
Background
Why the SPM maturity model?
Design
Experiences
Gilbert Silvius - Ron Schipper Dortmund 2015
The Sustainable Project Management
Gilbert Silvius - Ron Schipper Dortmund 2015
Maturity Model
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