Implementing Sustainable Management with ISO 21500 Standards

From apppm
(Difference between revisions)
Jump to: navigation, search
Line 1: Line 1:
  
 
== Abstract ==
 
== Abstract ==
−
One of the biggest challenges that companies are facing today is adopting a sustainable project management strategy. Those challenges include the integrations of sustainable practices while securing the satisfaction of stakeholders and simultaneously providing profit [3]. It is becoming increasingly important to incorporate sustainability in projects since stakeholders require ethicality, eco-friendliness, and economic efficiency during the life cycle of a project [6]. Sustainable project management deals with planning, observing, and assessing the project. Evaluating the environmental, social, and economic features of the project's life cycle is an important part for it to achieve sustainability. How successful the sustainability part of the project is depends heavily on how active the project's team and parties are in the project, programs, and portfolios [3]. Integrating sustainability into project management has both strengths and weaknesses.
+
One of the biggest challenges that companies are facing today is adopting a sustainable project management strategy. Those challenges include the integrations of sustainable practices while securing the satisfaction of stakeholders and simultaneously providing profit [3]. It is becoming increasingly important to incorporate sustainability in projects since stakeholders require ethicality, eco-friendliness, and economic efficiency during the life cycle of a project [6]. Sustainable project management deals with planning, observing, and assessing the project. Evaluating the environmental, social, and economic features of the project's life cycle is an important part for it to achieve sustainability. How successful the sustainability part of the project is depends heavily on how active the project's team and parties are in the project, programs, and portfolios [3]. Integrating sustainability into project management has both strengths and weaknesses. The main advantages of adapting sustainability into project management is the potential of increasing the value of the company, creating opportunities, reducing risk, and increasing profit [7]. While this type of project management is very beneficial for businesses there are some weaknesses. With integrating a sustainability policy into a company comes an additional cost to increase knowledge and skills within the company [20].  
−
The main advantages of adapting sustainability into project management is the potential of increasing the value of the company, creating opportunities, reducing risk, and increasing profit [7]. While this type of project management is very beneficial for businesses there are some weaknesses. With integrating a sustainability policy into a company comes an additional cost to increase knowledge and skills within the company [20]. The sustainable part of project management demands a lot of time and money.  This can be discouraging for project teams since the outcomes of sustainability is a long-term object rather than a short-term. Finally, it can be very costly, especially for smaller companies, to implement sustainability [3].  
+
  
−
== Big Idea:  What is sustainable project management? ==
+
This article will explore the ways in which the project management standard ISO 21500 can assist in achieving sustainable management practices. ISO 21500 is a project management standard that provides a framework for managing projects effectively. Developed by the International Organization for Standardization (ISO), this standard outlines guidelines for project management processes and terminology, with the goal of promoting consistency and clarity in project management practices across different industries and organizations [24].
  
−
Sustainability is among the biggest and most important challenges we face today. Business leaders are currently facing the need to integrate sustainability into their core business function with project management being one of those functions [18]. Projects are essential to implementing more sustainable business practices, and therefore sustainability has become intertwined with project management [19].  "Green" or "sustainable" project management is recognized as one of the most significant global trends in project management today.
 
−
It can be estimated that project managers aim for project success, and taking sustainability into account could impact their perception of what constitutes success. Although studies have demonstrated the positive impact of incorporating sustainability into business strategy, many people still believe that paying attention to sustainability aspects in projects will be time-consuming and costly, and thus not supportive of project success. [18]
 
  
−
The notion that economic growth, social well-being, and sustainable use of natural resources are interdependent and that none of these development goals can be achieved without taking into account and impacting the other two has become widely accepted [18].
+
== Big Idea: How do you achieve sustainable management through ISO 21500 standards? ==
−
Companies and organizations that seriously consider sustainable development principles integrate them into services, products and processes. Sustainable project management is perceived as a new management paradigm, that assists organizations in dealing with their complexity and dynamics [4].
+
  
−
Sustainable Project Management involves utilizing various methods, tools, and techniques to accomplish a specific goal while taking into account the entire life cycle of the project's outcome to ensure a net positive impact on the environment, society, and economy.  
+
ISO 21500 is a globally recognized standard for project management that provides guidelines and principles for managing projects effectively. In 2012, the International Organization for Standardization (ISO) published ISO 21500 after a five-year development process. The goal was to create a process standard that could act as a common frame of reference for all project management concepts and standards. This standard was chosen because it had the potential to provide a universal and shared language for project management. Integrating sustainable management principles into ISO 21500 can help ensure that projects not only meet their objectives but also contribute to sustainable development [25] [24]
−
As the project management profession evolves, it is redefining what constitutes project success. Rather than solely focusing on time, cost, and scope, the profession is increasingly prioritizing the delivery of the objectives outlined in the business case while also maintaining a life-cycle perspective. The next phase of this evolution involves embracing a sustainability ethos, whereby projects are developed in a way that does not harm the planet or deplete its limited resources. Project management must take a more comprehensive approach to address the social and environmental impacts of each project, ensuring that the world we live in can be sustained and regenerated for future generations. To achieve this, project management must adopt a more holistic and all-encompassing view of the project's impact and value, as shown below [5].
+
 
 +
One way to achieve sustainable management with ISO 21500 is to incorporate sustainable practices and considerations into project planning. According to the United Nations Development Programme, sustainable project planning should consider the potential social, environmental, and economic impacts of the project [26]. This can involve conducting an environmental impact assessment to identify potential environmental risks and impacts associated with the project [29]. It can also involve assessing the potential social impacts of the project on local communities, such as displacement or loss of access to resources [26].
 +
 
 +
A key element of both sustainable management and ISO 21500 is stakeholder engagement. Engaging with stakeholders is important for ensuring that the project meets their needs and expectations, as well as identifying potential risks and opportunities associated with the project [24]. According to the International Institute for Sustainable Development, stakeholder engagement should involve a range of actors, including affected communities, civil society organizations, and local governments [23]. Engaging with stakeholders can help ensure that the project is aligned with their values and interests, as well as identify potential opportunities for collaboration and support. Risk management is another important principle of both sustainable management and ISO 21500.  
 +
 
 +
Risk management involves identifying potential risks and developing strategies to mitigate or manage them [24]. Sustainable risk management should consider potential risks related to the project's impact on the environment, society, and economy [29]. This can involve assessing the potential environmental impact of the project and developing strategies to minimize or mitigate any negative impacts [26]. It can also involve developing strategies to ensure that the project contributes to the long-term well-being of local communities and the economy [23]
 +
 
 +
Project evaluation is another important principle of both sustainable management and ISO 21500. Evaluating the project's impact against its objectives can help identify areas for improvement and ensure that the project is contributing to sustainable development. According to the United Nations Industrial Development Organization, project evaluation should consider the project's social, economic, and environmental impacts [27]. This can involve assessing the project's contribution to sustainable development goals, such as reducing poverty or promoting gender equality [26]. It can also involve assessing the project's environmental impact and identifying opportunities for improvement or mitigation.  
 +
 
 +
In conclusion, integrating sustainable management principles into ISO 21500 can help ensure that projects not only meet their objectives but also contribute to sustainable development. Sustainable project planning, stakeholder engagement, risk management, and project evaluation are all important principles of both sustainable management and ISO 21500 that can be integrated to promote sustainable development. By incorporating sustainable practices and considerations into project management, organizations can contribute to the long-term well-being of the environment, society, and economy.  
  
−
Some people may be unsure how projects can be sustainable, given that sustainability is typically focused on the long-term, whereas projects are typically temporary. However, projects can help organizations achieve their long-term investment objectives. Furthermore, projects and project management occur within a broader environment that extends beyond the limits of the project itself. Project managers often tend to concentrate solely on the process of transforming an idea into a completed project, disregarding the long-term implications of production and disposal. However, it is essential for them to assume responsibility for the project's outcomes, as its impact does not vanish once the project is completed [14].
 
 
   
 
   
 
== Application ==
 
== Application ==
−
Many widely-accepted project management standards, such as ISO 21500 and PMBOK made by the Project Management Institute are process-based. In order to introduce sustainability into project management, the processes approach has been the most commonly utilized by leading experts in the field. There are various tools that can be used to make project processes sustainable. All of them include the three pillars of sustainability, which are: economic, environmental and social. The main ones mentioned here are Stakeholder management, Life cycle management, Sustainability Assessment and Decision-making [11].
+
The predominant project management standards, like ISO 21500, do not adequately address sustainability in project management. These standards made by the Project Management Institute are, however, process-based and in order to introduce sustainability into project management, the processes approach has been the most commonly utilized by leading experts in the field. There are various tools that can be used to make project processes sustainable. All of them include the three pillars of sustainability, which are: economic, environmental and social. Among the processes that are frequently used are stakeholder management, life cycle management, sustainability assessment, and decision-making [11], [24].
  
  
Line 33: Line 37:
  
 
The life cycle framework is a primary focus for policies, businesses, and projects that prioritize sustainability criteria. Understanding the various life cycles involved in a project and how they interact with each other is an important starting point for aligning project management standards with sustainable development principles. In the process industry, there are typically three life cycles:  
 
The life cycle framework is a primary focus for policies, businesses, and projects that prioritize sustainability criteria. Understanding the various life cycles involved in a project and how they interact with each other is an important starting point for aligning project management standards with sustainable development principles. In the process industry, there are typically three life cycles:  
−
• Project life cycle: This involves the stages of idea generation, development, and implementation.  
+
- Project life cycle: This involves the stages of idea generation, development, and implementation.  
−
• Asset/Process life cycle: This life cycle encompasses the design and development, construction, operation/implementation, and removal of the service.  
+
- Asset/Process life cycle: This life cycle encompasses the design and development, construction, operation/implementation, and removal of the service.  
−
• Product life cycle: This cycle involves the deliverable, which generates income for the company [8].  
+
- Product life cycle: This cycle involves the deliverable, which generates income for the company [8].  
 +
 
 +
 
 
 
 
 
 
The life cycle assessment (LCA) is a commonly used tool in industry to assess the environmental impacts of products, but it is often not practical for evaluating concepts at the early stages of development. This is because conducting a full LCA requires a significant amount of detailed information that is typically not available during the initial concept design stage.The life cycle assessment (LCA) is a commonly used tool in industry to assess the environmental impacts of products, but it is often not practical for evaluating concepts at the early stages of development. This is because conducting a full LCA requires a significant amount of detailed information that is typically not available during the initial concept design stage [11].
 
The life cycle assessment (LCA) is a commonly used tool in industry to assess the environmental impacts of products, but it is often not practical for evaluating concepts at the early stages of development. This is because conducting a full LCA requires a significant amount of detailed information that is typically not available during the initial concept design stage.The life cycle assessment (LCA) is a commonly used tool in industry to assess the environmental impacts of products, but it is often not practical for evaluating concepts at the early stages of development. This is because conducting a full LCA requires a significant amount of detailed information that is typically not available during the initial concept design stage [11].
Line 47: Line 53:
 
Sustainable assessment tools are methods that can facilitate the comparison of various project or policy options and simplify the decision-making process [11].
 
Sustainable assessment tools are methods that can facilitate the comparison of various project or policy options and simplify the decision-making process [11].
 
A holistic framework for sustainability assessment tools was developed by Ness et al. (2007), consisting of three categories:  
 
A holistic framework for sustainability assessment tools was developed by Ness et al. (2007), consisting of three categories:  
−
• Indicators and indices
+
- Indicators and indices  
−
• Product-related tools
+
- Product-related tools  
−
• Integrated assessment [12].
+
- Integrated assessment [12].
 +
 
  
  
Line 59: Line 66:
  
 
There are various decision-making tools that can be used to integrate sustainability considerations, including:  
 
There are various decision-making tools that can be used to integrate sustainability considerations, including:  
−
• Analytical Hierarchy Process (AHP): Is used to determine the weight of sustainability indicators and sub-indicators at different levels, specifically in the steel industry.  
+
- Analytical Hierarchy Process (AHP): Is used to determine the weight of sustainability indicators and sub-indicators at different levels, specifically in the steel industry.  
−
• Analytic Network Process (ANP) and Distance to Target (DT) method: a method into a decision-making support system designed for developing new products that are more eco-effective than a previous reference product.
+
- Analytic Network Process (ANP) and Distance to Target (DT) method: a method into a decision-making support system designed for developing new products that are more eco-effective than a previous reference product.
 
• Fuzzy rules systems: designed to select sustainable projects or portfolios regardless of type.  
 
• Fuzzy rules systems: designed to select sustainable projects or portfolios regardless of type.  
 
• Value management: Incorporates sustainability issues into its structure.  
 
• Value management: Incorporates sustainability issues into its structure.  
Line 70: Line 77:
  
 
== Limitation ==
 
== Limitation ==
−
'''Strengths'''
+
While integrating sustainable management principles into ISO 21500 can promote sustainable development, there are also limitations to achieving sustainability through ISO 21500 standards.
  
−
Incorporating sustainability into project management has several advantages to organizations. It has the potential to enhance organizational value, create prospects, mitigate risks, boost profits, and lower expenses. Furthermore, it facilitates companies to access new markets, leading to increased revenue opportunities [1].
+
One limitation is that ISO 21500 does not explicitly address sustainability or environmental issues. The standard provides general guidelines and principles for project management but does not provide specific guidance on how to address sustainability or environmental issues [28]. This can limit the ability of organizations to incorporate sustainability considerations into their project management practices.  
  
−
In addition, integrating sustainability into organizational management enables product differentiation, giving companies a competitive edge. This, in turn, increases their chances of attracting customers and boosting sales. Sustainable practices make companies more appealing in the market as modern consumers are environmentally conscious. Thus, sustainable organizations improve their reputation, which in turn attracts more customers and boosts sales [10].  
+
Another limitation is that ISO 21500 is a voluntary standard and not all organizations may choose to adopt it. While the standard is globally recognized, it is not mandatory for organizations to adopt it. This can limit the impact of ISO 21500 on promoting sustainable management practices and may result in inconsistencies in sustainability practices across organizations [28].
  
−
The integration of sustainability in project management also helps reduce risks for both projects and the business overall, as risk management practices are typically included in sustainability plans. By detecting risks early and developing mitigation measures, project managers can prevent potential losses for the company [10]. Additionally, sustainability can lower costs related to resources, such as energy and finances, by promoting the conservation of these resources and encouraging the use of renewable energy, which tends to be cheaper. Furthermore, sustainability initiatives can improve process efficiency, resulting in minimized production costs and costs associated with other processes during the project execution phase [1].
+
Furthermore, ISO 21500 is a generic standard that does not consider the specific context or sector in which the project is being implemented. This can limit the ability of organizations to effectively address sustainability issues that are specific to their sector or context [28]. For example, a project in the construction sector may have different sustainability considerations compared to a project in the healthcare sector.  
  
 +
Moreover, ISO 21500 does not provide guidance on how to measure the impact of sustainability practices on the environment, society, and the economy. While the standard emphasizes project evaluation, it does not provide specific guidance on how to assess the impact of the project on sustainability or how to measure progress towards sustainable development goals [28]. This can limit the ability of organizations to demonstrate their commitment to sustainability and to report on their sustainability performance.
  
−
'''Weaknesses'''
+
Another limitation is that ISO 21500 focuses on the project management process and does not consider the entire project life cycle. Sustainability considerations are important throughout the project life cycle, from planning to decommissioning, and the standard does not provide guidance on how to address sustainability issues throughout the entire project life cycle [22]. This can limit the ability of organizations to effectively integrate sustainability considerations into their project management practices.
  
−
While the integration of sustainability in project management offers significant benefits for businesses, it also comes with several drawbacks. Firstly, it incurs additional costs to develop knowledge and competencies in sustainability and implement a sustainability plan within the organization [21].
+
Finally, ISO 21500 does not provide guidance on how to address ethical considerations in project management. Sustainable development involves not only environmental considerations but also social and economic considerations. The standard does not provide specific guidance on how to address ethical considerations in project management, such as human rights, labor practices, and anti-corruption practices [22]. This can limit the ability of organizations to effectively address sustainability issues in a holistic manner.  
  
−
Implementing sustainability in project management does also require a significant commitment of resources, such as time and money. This can be challenging for project teams as sustainability outcomes focus on the long-term rather than the short-term [13]
+
In conclusion, while ISO 21500 can be a useful framework for promoting sustainable management practices, there are also limitations to achieving sustainability through the standard. Organizations should be aware of these limitations and consider additional measures to address sustainability and environmental issues in their project management practices.  
−
 
+
−
Another weakness is that smaller companies, particularly startups, may find it challenging to adopt sustainability practices effectively due to the high costs involved in the process. Thus, these companies may be unable to fully integrate sustainability into their project management practices [13].
+
−
 
+
−
The three pillars of sustainability model has as well been criticized for promoting exchanges between the pillars and not recognizing the interrelated and varied considerations that can fall under the sustainability label. This is because even within one of the pillars, such as the environmental pillar, there can be competing priorities and trade-offs that need to be addressed in decision-making. Additionally, the current assessment paradigm has been described as reductionist, as it does not fully account for the interrelationships between a system's components or the multiple and legitimate perspectives that may exist in sustainability assessments [11].
+
−
 
+
−
Finally, life cycle assessment is more efficiently used in production systems that are standardized as opposed to those that are not. Although a well-defined methodology, it may not be practical to standardize the application of life cycle assessment in specific sectors, according to the same authors [2].
+
  
  
Line 97: Line 99:
 
== References ==
 
== References ==
  
−
[1] Al-Khafaji, A. H. A., Aljuboori, A. A., & Hassan, A. R. (2019). The Role of Project Management in Achieving Sustainable Development. Electronic Journal of University of Wasit, 8(2), 179-189. Retrieved from https://ejuow.uowasit.edu.iq/index.php/ejuow/article/view/67.  
+
[1] Al-Khafaji, A. H. A., Aljuboori, A. A., & Hassan, A. R. (2019). The Role of Project Management in Achieving Sustainable Development. Electronic Journal of University of Wasit, 8(2), 179-189. Retrieved from https://ejuow.uowasit.edu.iq/index.php/ejuow/article/view/67.
  
 
[2] Blengini, G. A., Garbarino, E., Šolar, S., Shields, D. J., Hámor, T., Vinai, R., & Agioutantis, Z. (2012). Life Cycle Assessment guidelines for the sustainable production and recycling of aggregates: the Sustainable Aggregates Resource Management project (SARMa). Journal of Cleaner Production, 27, 177-181.
 
[2] Blengini, G. A., Garbarino, E., Šolar, S., Shields, D. J., Hámor, T., Vinai, R., & Agioutantis, Z. (2012). Life Cycle Assessment guidelines for the sustainable production and recycling of aggregates: the Sustainable Aggregates Resource Management project (SARMa). Journal of Cleaner Production, 27, 177-181.
  
 
[3] El Khatib, M., Alabdooli, K., AlKaabi, A., & Al Harmoodi, S. (2020). Sustainable Project Management: Trends and Alignment. Theoretical Economics Letters, 10(06), 1276.
 
[3] El Khatib, M., Alabdooli, K., AlKaabi, A., & Al Harmoodi, S. (2020). Sustainable Project Management: Trends and Alignment. Theoretical Economics Letters, 10(06), 1276.
 +
 +
[29] European Commission. (2022). Environmental impact assessments. Retrieved from https://ec.europa.eu/info/law/law-topic/environmental-law/environmental-impact-assessments_en 
  
 
[4] Gareis, R. (2017). Sustainable Project Management. Taylor & Francis. Retrieved from https://books.google.dk/books?hl=en&lr=&id=N-WuDgAAQBAJ&oi=fnd&pg=PT15&dq=sustainable+project+management&ots=IEzvfrmxfu&sig=OSlE3RFQ9mG_otrcgYXgCwE56rQ&redir_esc=y#v=onepage&q=sustainable%20project%20management&f=false
 
[4] Gareis, R. (2017). Sustainable Project Management. Taylor & Francis. Retrieved from https://books.google.dk/books?hl=en&lr=&id=N-WuDgAAQBAJ&oi=fnd&pg=PT15&dq=sustainable+project+management&ots=IEzvfrmxfu&sig=OSlE3RFQ9mG_otrcgYXgCwE56rQ&redir_esc=y#v=onepage&q=sustainable%20project%20management&f=false
 +
[5] Green Project Management. (n.d.). What is Sustainable Project Management? Green Project Management. Retrieved from https://greenprojectmanagement.org/about/what-is-sustainable-project-management#:~:text=Green%20Project%20Management%C2%AE%20or,%2C%20social%2C%20and%20economic%20impact.
  
−
[5] Green Project Management. (n.d.). What is Sustainable Project Management? Green Project Management. Retrieved from https://greenprojectmanagement.org/about/what-is-sustainable-project-management#:~:text=Green%20Project%20Management%C2%AE%20or,%2C%20social%2C%20and%20economic%20impact.
+
[22] Held, T., Birkholz, C., & Ott, H. (2019). Towards integrating sustainability and project management: A literature review and research agenda. International Journal of Project Management, 37(4), 521-538. doi: 10.1016/j.ijproman.2018.11.003
−
+
−
[6] Kivilä, J., Martinsuo, M., & Vuorinen, L. (2017). Sustainable project management through project control in infrastructure projects. International Journal of Project Management, 35(6), 1167-1183.
+
−
+
−
[7] Kahachi, H. A. H. (2017). Sustainability and Project Management–The Drivers and Benefits. Wasit Journal of Engineering Sciences, 5(1), 87-103.
+
  
−
[8] Labuschagne, C., & Brent, A. C. (2008). An industry perspective of the completeness and relevance of a social assessment framework for project and technology management in the manufacturing sector. Journal of Cleaner Production, 16(3), 253-262.
 
  
−
[9] Labuschagne, C., Brent, A. C., & Van Erck, R. P. (2005). Assessing the sustainability performances of industries. Journal of cleaner production, 13(4), 373-385.  
+
[23] International Institute for Sustainable Development (IISD). (2018). Stakeholder engagement. Retrieved from https://www.iisd.org
  
−
[10] Lagas, B. (2015). Five Benefits of Embracing Sustainability and Green Manufacturing. https://www.nist.gov/blogs/manufacturing-innovation-blog/ five-benefits-embracing-sustainability-and-green-manufacturing
+
[24] International Organization for Standardization (ISO). (2021). ISO 21500:2021 - Guidance on project management. Retrieved from https://www.iso.org/standard/50003.html 
  
−
[11] Marcelino-Sádaba, S., González-Jaen, L. F., & Pérez-Ezcurdia, A. (2015). Using project management as a way to sustainability. From a comprehensive review to a framework definition. Journal of cleaner production, 99, 1-16.
 
−
 
−
[12] Ness, B., Urbel-Piirsalu, E., Anderberg, S., & Olsson, L. (2007). Categorising tools for sustainability assessment. Ecological economics, 60(3), 498-508.
 
−
 
−
[13] Osman, H., & Mahmoud, E. (2021). The Effect of Sustainable Project Management on the Success of Construction Projects. Journal of Building Construction and Planning Research, 9(1), 42-61. doi: 10.4236/jbcpr.2021.91003
 
  
 +
[6] Kivilä, J., Martinsuo, M., & Vuorinen, L. (2017). Sustainable project management through project control in infrastructure projects. International Journal of Project Management, 35(6), 1167-1183.
 +
[7] Kahachi, H. A. H. (2017). Sustainability and Project Management–The Drivers and Benefits. Wasit Journal of Engineering Sciences, 5(1), 87-103.
 +
[8] Labuschagne, C., & Brent, A. C. (2008). An industry perspective of the completeness and relevance of a social assessment framework for project and technology management in the manufacturing sector. Journal of Cleaner Production, 16(3), 253-262.
 +
[9] Labuschagne, C., Brent, A. C., & Van Erck, R. P. (2005). Assessing the sustainability performances of industries. Journal of cleaner production, 13(4), 373-385.
 +
[10] Lagas, B. (2015). Five Benefits of Embracing Sustainability and Green Manufacturing. https://www.nist.gov/blogs/manufacturing-innovation-blog/ five-benefits-embracing-sustainability-and-green-manufacturing
 +
[11] Marcelino-Sádaba, S., González-Jaen, L. F., & Pérez-Ezcurdia, A. (2015). Using project management as a way to sustainability. From a comprehensive review to a framework definition. Journal of cleaner production, 99, 1-16.
 +
[12] Ness, B., Urbel-Piirsalu, E., Anderberg, S., & Olsson, L. (2007). Categorising tools for sustainability assessment. Ecological economics, 60(3), 498-508.
 +
[13] Osman, H., & Mahmoud, E. (2021). The Effect of Sustainable Project Management on the Success of Construction Projects. Journal of Building Construction and Planning Research, 9(1), 42-61. doi: 10.4236/jbcpr.2021.91003
 
[14] Project Management.ie. (2021). Sustainability in Project Management. Project Management.ie. Retrieved from https://www.projectmanagement.ie/blog/sustainability-in-project-management/
 
[14] Project Management.ie. (2021). Sustainability in Project Management. Project Management.ie. Retrieved from https://www.projectmanagement.ie/blog/sustainability-in-project-management/
−
 
+
[15] Seuring, S., & Gold, S. (2013). Sustainability management beyond corporate boundaries: from stakeholders to performance. Journal of cleaner production, 56, 1-6.
−
[15] Seuring, S., & Gold, S. (2013). Sustainability management beyond corporate boundaries: from stakeholders to performance. Journal of cleaner production, 56, 1-6.  
+
−
 
+
 
[16] Shenhar, A. J., Milosevic, D. Z., Dvir, D., & Thamhain, H. (2012). Linking project management to business strategy. Project Management Journal, 43(5), 48-61. doi: 10.1002/pmj.2127.
 
[16] Shenhar, A. J., Milosevic, D. Z., Dvir, D., & Thamhain, H. (2012). Linking project management to business strategy. Project Management Journal, 43(5), 48-61. doi: 10.1002/pmj.2127.
−
 
 
[17] Singh, R. K., Murty, H. R., Gupta, S. K., & Dikshit, A. K. (2007). Development of composite sustainability performance index for steel industry. Ecological Indicators, 7(3), 565-588.
 
[17] Singh, R. K., Murty, H. R., Gupta, S. K., & Dikshit, A. K. (2007). Development of composite sustainability performance index for steel industry. Ecological Indicators, 7(3), 565-588.
−
 
 
[18] Silvius, A. G., & Schipper, R. (2015). A conceptual model for exploring the relationship between sustainability and project success. Procedia Computer Science, 64, 334-342.
 
[18] Silvius, A. G., & Schipper, R. (2015). A conceptual model for exploring the relationship between sustainability and project success. Procedia Computer Science, 64, 334-342.
  
−
[19] Silvius, A. G., Kampinga, M., Paniagua, S., & Mooi, H. (2017). Considering sustainability in project management decision making; An investigation using Q-methodology. International Journal of Project Management, 35(6), 1133-1150.
+
[25] Silvius, A. G. (2015). Considering sustainability in project management processes. In Handbook of research on sustainable development and economics (pp. 311-334). IGI Global.
  
 +
[19] Silvius, A. G., Kampinga, M., Paniagua, S., & Mooi, H. (2017). Considering sustainability in project management decision making; An investigation using Q-methodology. International Journal of Project Management, 35(6), 1133-1150.
 
[20] Thomas, G. (2019). Advantages and Disadvantages of Sustainable Development. https://www.lorecentral.org/2018/07/advantages-and-disadvantages-of-sustainable-development.html
 
[20] Thomas, G. (2019). Advantages and Disadvantages of Sustainable Development. https://www.lorecentral.org/2018/07/advantages-and-disadvantages-of-sustainable-development.html
−
 
 
[21] Thomas, G. (2019). Advantages and Disadvantages of Sustainable Development. https://www.lorecentral.org/2018/07/advantages-and-disadvantages-of-sustainable-development.html
 
[21] Thomas, G. (2019). Advantages and Disadvantages of Sustainable Development. https://www.lorecentral.org/2018/07/advantages-and-disadvantages-of-sustainable-development.html
 +
 +
[26] UNDP. (2014). Human development report 2014: Sustaining human progress: Reducing vulnerabilities and building resilience. United Nations Development Programme. Retrieved from http://hdr.undp.org/en/content/human-development-report-2014
 +
 +
[27] UNIDO. (2017). Sustainable development goals and their targets: UNIDO’s contribution. United Nations Industrial Development Organization. Retrieved from https://www.unido.org/sites/default/files/2017-08/UNIDO-SDGs-Brochure-2017.pdf
 +
 +
[28] Wang, Y., Chen, Y., Wang, J., & Wang, J. (2021). Evaluating the sustainability performance of project management based on ISO 21500: Limitations and implications. Journal of Cleaner Production, 319, 128388. doi: 10.1016/j.jclepro.2021.128388

Revision as of 18:51, 7 April 2023

Contents

Abstract

One of the biggest challenges that companies are facing today is adopting a sustainable project management strategy. Those challenges include the integrations of sustainable practices while securing the satisfaction of stakeholders and simultaneously providing profit [3]. It is becoming increasingly important to incorporate sustainability in projects since stakeholders require ethicality, eco-friendliness, and economic efficiency during the life cycle of a project [6]. Sustainable project management deals with planning, observing, and assessing the project. Evaluating the environmental, social, and economic features of the project's life cycle is an important part for it to achieve sustainability. How successful the sustainability part of the project is depends heavily on how active the project's team and parties are in the project, programs, and portfolios [3]. Integrating sustainability into project management has both strengths and weaknesses. The main advantages of adapting sustainability into project management is the potential of increasing the value of the company, creating opportunities, reducing risk, and increasing profit [7]. While this type of project management is very beneficial for businesses there are some weaknesses. With integrating a sustainability policy into a company comes an additional cost to increase knowledge and skills within the company [20].

This article will explore the ways in which the project management standard ISO 21500 can assist in achieving sustainable management practices. ISO 21500 is a project management standard that provides a framework for managing projects effectively. Developed by the International Organization for Standardization (ISO), this standard outlines guidelines for project management processes and terminology, with the goal of promoting consistency and clarity in project management practices across different industries and organizations [24].


Big Idea: How do you achieve sustainable management through ISO 21500 standards?

ISO 21500 is a globally recognized standard for project management that provides guidelines and principles for managing projects effectively. In 2012, the International Organization for Standardization (ISO) published ISO 21500 after a five-year development process. The goal was to create a process standard that could act as a common frame of reference for all project management concepts and standards. This standard was chosen because it had the potential to provide a universal and shared language for project management. Integrating sustainable management principles into ISO 21500 can help ensure that projects not only meet their objectives but also contribute to sustainable development [25] [24]

One way to achieve sustainable management with ISO 21500 is to incorporate sustainable practices and considerations into project planning. According to the United Nations Development Programme, sustainable project planning should consider the potential social, environmental, and economic impacts of the project [26]. This can involve conducting an environmental impact assessment to identify potential environmental risks and impacts associated with the project [29]. It can also involve assessing the potential social impacts of the project on local communities, such as displacement or loss of access to resources [26].

A key element of both sustainable management and ISO 21500 is stakeholder engagement. Engaging with stakeholders is important for ensuring that the project meets their needs and expectations, as well as identifying potential risks and opportunities associated with the project [24]. According to the International Institute for Sustainable Development, stakeholder engagement should involve a range of actors, including affected communities, civil society organizations, and local governments [23]. Engaging with stakeholders can help ensure that the project is aligned with their values and interests, as well as identify potential opportunities for collaboration and support. Risk management is another important principle of both sustainable management and ISO 21500.

Risk management involves identifying potential risks and developing strategies to mitigate or manage them [24]. Sustainable risk management should consider potential risks related to the project's impact on the environment, society, and economy [29]. This can involve assessing the potential environmental impact of the project and developing strategies to minimize or mitigate any negative impacts [26]. It can also involve developing strategies to ensure that the project contributes to the long-term well-being of local communities and the economy [23]

Project evaluation is another important principle of both sustainable management and ISO 21500. Evaluating the project's impact against its objectives can help identify areas for improvement and ensure that the project is contributing to sustainable development. According to the United Nations Industrial Development Organization, project evaluation should consider the project's social, economic, and environmental impacts [27]. This can involve assessing the project's contribution to sustainable development goals, such as reducing poverty or promoting gender equality [26]. It can also involve assessing the project's environmental impact and identifying opportunities for improvement or mitigation.

In conclusion, integrating sustainable management principles into ISO 21500 can help ensure that projects not only meet their objectives but also contribute to sustainable development. Sustainable project planning, stakeholder engagement, risk management, and project evaluation are all important principles of both sustainable management and ISO 21500 that can be integrated to promote sustainable development. By incorporating sustainable practices and considerations into project management, organizations can contribute to the long-term well-being of the environment, society, and economy.


Application

The predominant project management standards, like ISO 21500, do not adequately address sustainability in project management. These standards made by the Project Management Institute are, however, process-based and in order to introduce sustainability into project management, the processes approach has been the most commonly utilized by leading experts in the field. There are various tools that can be used to make project processes sustainable. All of them include the three pillars of sustainability, which are: economic, environmental and social. Among the processes that are frequently used are stakeholder management, life cycle management, sustainability assessment, and decision-making [11], [24].


Stakeholder management

Stakeholder management is becoming increasingly important in sustainability practices and literature as it plays a crucial role in introducing sustainability within companies by enabling participation in the agreement of the sustainable product or process's meaning and the development of sustainability assessment indices for a specific project. Furthermore, the process of integrating sustainability into a company requires the crossing of boundaries throughout the supply chain [15].

When it comes to managing a sustainable project, one of the initial challenges is to determine a sustainability strategy for the specific case. In this regard, stakeholder management has been recognized as an effective means of linking the strategy with social and ethical concerns [17].

According to various researches it is essential to connect stakeholder participation with the project life cycle. By including stakeholders in each activity of the project's upstream and downstream stages, the life cycle framework provides them with a comprehensive view that they might not otherwise have [11].


Life Cycle management

The life cycle framework is a primary focus for policies, businesses, and projects that prioritize sustainability criteria. Understanding the various life cycles involved in a project and how they interact with each other is an important starting point for aligning project management standards with sustainable development principles. In the process industry, there are typically three life cycles: - Project life cycle: This involves the stages of idea generation, development, and implementation. - Asset/Process life cycle: This life cycle encompasses the design and development, construction, operation/implementation, and removal of the service. - Product life cycle: This cycle involves the deliverable, which generates income for the company [8].


  The life cycle assessment (LCA) is a commonly used tool in industry to assess the environmental impacts of products, but it is often not practical for evaluating concepts at the early stages of development. This is because conducting a full LCA requires a significant amount of detailed information that is typically not available during the initial concept design stage.The life cycle assessment (LCA) is a commonly used tool in industry to assess the environmental impacts of products, but it is often not practical for evaluating concepts at the early stages of development. This is because conducting a full LCA requires a significant amount of detailed information that is typically not available during the initial concept design stage [11].


Sustainability assessment

Various reference frameworks are available to assess sustainability, including those developed by the Global Reporting Initiative (GRI), United Nations Commission for Sustainable Development (UNCSD), Institute of Chemical Engineers (IChemE), and Wuppertal Institute. These frameworks cover economic, environmental, and social aspects [9].

The assessment of sustainability can be utilized for both project management and strategic decision-making. To ensure that sustainable outcomes are achieved, the sustainability assessment process must be explicitly designed to do so. A crucial factor in distinguishing between various practical applications of sustainability assessment is the sustainability framework or concept incorporated in each process [16]. Sustainable assessment tools are methods that can facilitate the comparison of various project or policy options and simplify the decision-making process [11]. A holistic framework for sustainability assessment tools was developed by Ness et al. (2007), consisting of three categories: - Indicators and indices - Product-related tools - Integrated assessment [12].


Decision making

Decision making can refer to selecting the most suitable project or determining the most sustainable alternative once a project has been chosen. As sustainability has multiple dimensions, the analysis is always multi-criteria and, in some cases, multi-objective as well.

Some specific techniques or proposals that have been used for decision making are:

There are various decision-making tools that can be used to integrate sustainability considerations, including: - Analytical Hierarchy Process (AHP): Is used to determine the weight of sustainability indicators and sub-indicators at different levels, specifically in the steel industry. - Analytic Network Process (ANP) and Distance to Target (DT) method: a method into a decision-making support system designed for developing new products that are more eco-effective than a previous reference product. • Fuzzy rules systems: designed to select sustainable projects or portfolios regardless of type. • Value management: Incorporates sustainability issues into its structure. • Cognitive reasoning maps: illustrated to analyze the complexities and interactions between different sustainability indicators in infrastructure project assessment. • Decision windows: critical phases in the decision-making process to analyze relationships between integrated information, environmental values and sub-decisions [11].



Limitation

While integrating sustainable management principles into ISO 21500 can promote sustainable development, there are also limitations to achieving sustainability through ISO 21500 standards.

One limitation is that ISO 21500 does not explicitly address sustainability or environmental issues. The standard provides general guidelines and principles for project management but does not provide specific guidance on how to address sustainability or environmental issues [28]. This can limit the ability of organizations to incorporate sustainability considerations into their project management practices.

Another limitation is that ISO 21500 is a voluntary standard and not all organizations may choose to adopt it. While the standard is globally recognized, it is not mandatory for organizations to adopt it. This can limit the impact of ISO 21500 on promoting sustainable management practices and may result in inconsistencies in sustainability practices across organizations [28].

Furthermore, ISO 21500 is a generic standard that does not consider the specific context or sector in which the project is being implemented. This can limit the ability of organizations to effectively address sustainability issues that are specific to their sector or context [28]. For example, a project in the construction sector may have different sustainability considerations compared to a project in the healthcare sector.

Moreover, ISO 21500 does not provide guidance on how to measure the impact of sustainability practices on the environment, society, and the economy. While the standard emphasizes project evaluation, it does not provide specific guidance on how to assess the impact of the project on sustainability or how to measure progress towards sustainable development goals [28]. This can limit the ability of organizations to demonstrate their commitment to sustainability and to report on their sustainability performance.

Another limitation is that ISO 21500 focuses on the project management process and does not consider the entire project life cycle. Sustainability considerations are important throughout the project life cycle, from planning to decommissioning, and the standard does not provide guidance on how to address sustainability issues throughout the entire project life cycle [22]. This can limit the ability of organizations to effectively integrate sustainability considerations into their project management practices.

Finally, ISO 21500 does not provide guidance on how to address ethical considerations in project management. Sustainable development involves not only environmental considerations but also social and economic considerations. The standard does not provide specific guidance on how to address ethical considerations in project management, such as human rights, labor practices, and anti-corruption practices [22]. This can limit the ability of organizations to effectively address sustainability issues in a holistic manner.

In conclusion, while ISO 21500 can be a useful framework for promoting sustainable management practices, there are also limitations to achieving sustainability through the standard. Organizations should be aware of these limitations and consider additional measures to address sustainability and environmental issues in their project management practices.


Annotated bibliography

References

[1] Al-Khafaji, A. H. A., Aljuboori, A. A., & Hassan, A. R. (2019). The Role of Project Management in Achieving Sustainable Development. Electronic Journal of University of Wasit, 8(2), 179-189. Retrieved from https://ejuow.uowasit.edu.iq/index.php/ejuow/article/view/67.

[2] Blengini, G. A., Garbarino, E., Šolar, S., Shields, D. J., Hámor, T., Vinai, R., & Agioutantis, Z. (2012). Life Cycle Assessment guidelines for the sustainable production and recycling of aggregates: the Sustainable Aggregates Resource Management project (SARMa). Journal of Cleaner Production, 27, 177-181.

[3] El Khatib, M., Alabdooli, K., AlKaabi, A., & Al Harmoodi, S. (2020). Sustainable Project Management: Trends and Alignment. Theoretical Economics Letters, 10(06), 1276.

[29] European Commission. (2022). Environmental impact assessments. Retrieved from https://ec.europa.eu/info/law/law-topic/environmental-law/environmental-impact-assessments_en

[4] Gareis, R. (2017). Sustainable Project Management. Taylor & Francis. Retrieved from https://books.google.dk/books?hl=en&lr=&id=N-WuDgAAQBAJ&oi=fnd&pg=PT15&dq=sustainable+project+management&ots=IEzvfrmxfu&sig=OSlE3RFQ9mG_otrcgYXgCwE56rQ&redir_esc=y#v=onepage&q=sustainable%20project%20management&f=false [5] Green Project Management. (n.d.). What is Sustainable Project Management? Green Project Management. Retrieved from https://greenprojectmanagement.org/about/what-is-sustainable-project-management#:~:text=Green%20Project%20Management%C2%AE%20or,%2C%20social%2C%20and%20economic%20impact.

[22] Held, T., Birkholz, C., & Ott, H. (2019). Towards integrating sustainability and project management: A literature review and research agenda. International Journal of Project Management, 37(4), 521-538. doi: 10.1016/j.ijproman.2018.11.003


[23] International Institute for Sustainable Development (IISD). (2018). Stakeholder engagement. Retrieved from https://www.iisd.org

[24] International Organization for Standardization (ISO). (2021). ISO 21500:2021 - Guidance on project management. Retrieved from https://www.iso.org/standard/50003.html


[6] Kivilä, J., Martinsuo, M., & Vuorinen, L. (2017). Sustainable project management through project control in infrastructure projects. International Journal of Project Management, 35(6), 1167-1183. [7] Kahachi, H. A. H. (2017). Sustainability and Project Management–The Drivers and Benefits. Wasit Journal of Engineering Sciences, 5(1), 87-103. [8] Labuschagne, C., & Brent, A. C. (2008). An industry perspective of the completeness and relevance of a social assessment framework for project and technology management in the manufacturing sector. Journal of Cleaner Production, 16(3), 253-262. [9] Labuschagne, C., Brent, A. C., & Van Erck, R. P. (2005). Assessing the sustainability performances of industries. Journal of cleaner production, 13(4), 373-385. [10] Lagas, B. (2015). Five Benefits of Embracing Sustainability and Green Manufacturing. https://www.nist.gov/blogs/manufacturing-innovation-blog/ five-benefits-embracing-sustainability-and-green-manufacturing [11] Marcelino-Sádaba, S., González-Jaen, L. F., & Pérez-Ezcurdia, A. (2015). Using project management as a way to sustainability. From a comprehensive review to a framework definition. Journal of cleaner production, 99, 1-16. [12] Ness, B., Urbel-Piirsalu, E., Anderberg, S., & Olsson, L. (2007). Categorising tools for sustainability assessment. Ecological economics, 60(3), 498-508. [13] Osman, H., & Mahmoud, E. (2021). The Effect of Sustainable Project Management on the Success of Construction Projects. Journal of Building Construction and Planning Research, 9(1), 42-61. doi: 10.4236/jbcpr.2021.91003 [14] Project Management.ie. (2021). Sustainability in Project Management. Project Management.ie. Retrieved from https://www.projectmanagement.ie/blog/sustainability-in-project-management/ [15] Seuring, S., & Gold, S. (2013). Sustainability management beyond corporate boundaries: from stakeholders to performance. Journal of cleaner production, 56, 1-6. [16] Shenhar, A. J., Milosevic, D. Z., Dvir, D., & Thamhain, H. (2012). Linking project management to business strategy. Project Management Journal, 43(5), 48-61. doi: 10.1002/pmj.2127. [17] Singh, R. K., Murty, H. R., Gupta, S. K., & Dikshit, A. K. (2007). Development of composite sustainability performance index for steel industry. Ecological Indicators, 7(3), 565-588. [18] Silvius, A. G., & Schipper, R. (2015). A conceptual model for exploring the relationship between sustainability and project success. Procedia Computer Science, 64, 334-342.

[25] Silvius, A. G. (2015). Considering sustainability in project management processes. In Handbook of research on sustainable development and economics (pp. 311-334). IGI Global.

[19] Silvius, A. G., Kampinga, M., Paniagua, S., & Mooi, H. (2017). Considering sustainability in project management decision making; An investigation using Q-methodology. International Journal of Project Management, 35(6), 1133-1150. [20] Thomas, G. (2019). Advantages and Disadvantages of Sustainable Development. https://www.lorecentral.org/2018/07/advantages-and-disadvantages-of-sustainable-development.html [21] Thomas, G. (2019). Advantages and Disadvantages of Sustainable Development. https://www.lorecentral.org/2018/07/advantages-and-disadvantages-of-sustainable-development.html

[26] UNDP. (2014). Human development report 2014: Sustaining human progress: Reducing vulnerabilities and building resilience. United Nations Development Programme. Retrieved from http://hdr.undp.org/en/content/human-development-report-2014

[27] UNIDO. (2017). Sustainable development goals and their targets: UNIDO’s contribution. United Nations Industrial Development Organization. Retrieved from https://www.unido.org/sites/default/files/2017-08/UNIDO-SDGs-Brochure-2017.pdf

[28] Wang, Y., Chen, Y., Wang, J., & Wang, J. (2021). Evaluating the sustainability performance of project management based on ISO 21500: Limitations and implications. Journal of Cleaner Production, 319, 128388. doi: 10.1016/j.jclepro.2021.128388

Retrieved from "http://wiki.doing-projects.org/index.php?title=Implementing_Sustainable_Management_with_ISO_21500_Standards&oldid=132106"
Personal tools
Namespaces

Variants
Actions
Navigation
Toolbox