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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
Sustainability
needs
Change
is organized in
Projects
Sustainability
needs
Change
is 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
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
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 a
people/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 a
people/planet/profit perspective
Having a
life 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 a
people/planet/profit perspective
Having a
life cycle perspective
Managing of and for
stakeholders
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 a
people/planet/profit perspective
Having a
life cycle perspective
Managing of and for
stakeholders
With transparency
and 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 case
Stakeholder
identification
Project
specifications
Project succes Project planning Resource use
Project
communication
Procurement
Learning
organization
Stakeholder
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 analysis
multi 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 of
the resources used in the project
- Take the life cycle of resources
(and harmful effects)
into account
- Based on transparency and
accountability
- Open, pro-active
communication 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 are
really 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 a
people/planet/profit perspective
Having a
life cycle perspective
Managing of and for
stakeholders
With transparency
and 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
Business
Supply networks
(network design)
Information
management
Business Project management Manufacturing
Information and
communication
technology
Maturity
level1
Ad hoc
Accidental/
initial
Ad hoc Ad hoc Not existing Initial Initial
Maturity
level2
Planned in isolation Repeatable Conscious
Defined, documen-
ted and architected
Resources Repeatable Basic
Maturity
level3
Managed with no
integration
Defined Established
Repeatable and
governed
Business processes Defined Intermediate
Maturity
level4
Excellenceat
corporate level
Managed
Quantitatively
controlled
Optimized and
extensible
Business model
Quantitatively
managed
Advanced
Maturity
level5
High performance
sustainability net
Mastered/optimized Optimized
Demonstrable ROI of
green initiatives
Products 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
butare still
marginalized in
different
departments
Stage 4
Integrated
strategy
Innovators:
company transforms
and fully integrates
sustainability into its
corporate strategy;
captures value-added
fromsustainability
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
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 Investment
Business agility
Competitive potential
(Business) Continuity
Motivation and incentives
Risk reduction
Economic
sustainability
Environmental
sustainability
Transport
Energy
Water
Eco system
Waste and Packaging
Materials and resources
Emissions
Spatial planning
Nuisance
Social
sustainability
Labor practices and decent work
Human rights
Ethical behaviour
Soc, cust and prod responsibility
Participation
Human capital development
Corporate governance
Level 2
Reactive
Level 1
Compliant
Level 3
Proactive
Level 4
Purpose
Sustainabilityindicators Integration of sustainability
‘do no harm’ ‘positive contribution’
SPM3 example question
Return on Investment
Business agility
Competitive potential
(Business) Continuity
Motivation and incentives
Risk reduction
Economic
sustainability
Environmental
sustainability
Transport
Energy
Water
Eco system
Waste and Packaging
Materials and resources
Emissions
Spatial planning
Nuisance
Social
sustainability
Labor practices and decent work
Human rights
Ethical behaviour
Soc, cust and prod responsibility
Participation
Human capital development
Corporate governance
Level 2
Reactive
Level 1
Compliant
Level 3
Proactive
Level 4
Purpose
Sustainabilityindicators Integration of sustainability
‘do no harm’ ‘positive contribution’
SPM3 example question
Return on Investment
Business agility
Competitive potential
(Business) Continuity
Motivation and incentives
Risk reduction
Economic
sustainability
Environmental
sustainability
Transport
Energy
Water
Eco system
Waste and Packaging
Materials and resources
Emissions
Spatial planning
Nuisance
Social
sustainability
Labor practices and decent work
Human rights
Ethical behaviour
Soc, cust and prod responsibility
Participation
Human capital development
Corporate governance
Level 2
Reactive
Level 1
Compliant
Level 3
Proactive
Level 4
Purpose
Sustainabilityindicators Integration of sustainability
‘do no harm’ ‘positive contribution’
SPM3 reporting
Return on Investment
Business agility
Competitive potential
(Business) Continuity
Motivation and incentives
Risk reduction
Economic
sustainability
Environmental
sustainability
Transport
Energy
Water
Eco system
Waste and Packaging
Materials and resources
Emissions
Spatial planning
Nuisance
Social
sustainability
Labor practices and decent work
Human rights
Ethical behaviour
Soc, cust and prod responsibility
Participation
Human capital development
Corporate governance
Level 2
Reactive
Level 1
Compliant
Level 3
Proactive
Level 4
Purpose
Sustainabilityindicators
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
Thank you for you
r
attention!
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The Sustainable Project Management Maturity Model

  • 1. The Sustainable Project Management Gilbert Silvius - Ron Schipper Dortmund 2015 Maturity Model
  • 2. Background Why the SPM maturity model? Design Experiences Gilbert Silvius - Ron Schipper Dortmund 2015
  • 5.
  • 6. 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 2012 Conference papers Journal articles Book chapters Books
  • 7. 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 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
  • 8. 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.
  • 9. 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.
  • 10. 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 a people/planet/profit perspective
  • 11. 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 a people/planet/profit perspective Having a life cycle perspective
  • 12. 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 a people/planet/profit perspective Having a life cycle perspective Managing of and for stakeholders
  • 13. 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 a people/planet/profit perspective Having a life cycle perspective Managing of and for stakeholders With transparency and accountability
  • 14. Sustainable Project Management > Why do it? √ > What is it? √ > How to do it?..... »Understanding the impact
  • 15. Impact of sustainability on project management Project context Business case Stakeholder identification Project specifications Project succes Project planning Resource use Project communication Procurement Learning organization Stakeholder 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 analysis multi 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 of the resources used in the project - Take the life cycle of resources (and harmful effects) into account - Based on transparency and accountability - Open, pro-active communication 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 are really 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
  • 16. Sustainable Project Management > Why do it? √ > What is it? √ > How to do it?..... »Understanding the impact »Measuring and monitoring
  • 17. 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)
  • 18. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi)
  • 19. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi) > Most models ‘measure’ process maturity Having a people/planet/profit perspective Having a life cycle perspective Managing of and for stakeholders With transparency and accountability
  • 20. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi) > Most models ‘measure’ process maturity, but not all Application area Business Supply networks (network design) Information management Business Project management Manufacturing Information and communication technology Maturity level1 Ad hoc Accidental/ initial Ad hoc Ad hoc Not existing Initial Initial Maturity level2 Planned in isolation Repeatable Conscious Defined, documen- ted and architected Resources Repeatable Basic Maturity level3 Managed with no integration Defined Established Repeatable and governed Business processes Defined Intermediate Maturity level4 Excellenceat corporate level Managed Quantitatively controlled Optimized and extensible Business model Quantitatively managed Advanced Maturity level5 High performance sustainability net Mastered/optimized Optimized Demonstrable ROI of green initiatives Products 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)
  • 21. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi) > Most models ‘measure’ process maturity, but not all
  • 22. 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 butare still marginalized in different departments Stage 4 Integrated strategy Innovators: company transforms and fully integrates sustainability into its corporate strategy; captures value-added fromsustainability 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)
  • 23. Organizational Maturity Models > Most models are derived from the Capability Maturity Model (CMM / CMMi) > Most models ‘measure’ process maturity, but not all > Characteristics – Levels
  • 24. 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
  • 25. 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.
  • 26. 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
  • 28. 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
  • 29. Economic sustainability indicators > Return on Investment > Business Agility > Competitive potential > (Business) Continuity > Motivation and incentives > Risk reduction
  • 30. Environmental sustainability indicators > Transport > Energy > Water > Eco system > Waste and Packaging > Materials and resources > Emissions
  • 31. Social sustainability indicators > Labor practices and decent work > Human rights > Ethical behaviour > Society, customer and product responsibility > Participation > Human capital development > Corporate governance
  • 32. SPM3 conceptual model Return on Investment Business agility Competitive potential (Business) Continuity Motivation and incentives Risk reduction Economic sustainability Environmental sustainability Transport Energy Water Eco system Waste and Packaging Materials and resources Emissions Spatial planning Nuisance Social sustainability Labor practices and decent work Human rights Ethical behaviour Soc, cust and prod responsibility Participation Human capital development Corporate governance Level 2 Reactive Level 1 Compliant Level 3 Proactive Level 4 Purpose Sustainabilityindicators Integration of sustainability ‘do no harm’ ‘positive contribution’
  • 33. SPM3 example question Return on Investment Business agility Competitive potential (Business) Continuity Motivation and incentives Risk reduction Economic sustainability Environmental sustainability Transport Energy Water Eco system Waste and Packaging Materials and resources Emissions Spatial planning Nuisance Social sustainability Labor practices and decent work Human rights Ethical behaviour Soc, cust and prod responsibility Participation Human capital development Corporate governance Level 2 Reactive Level 1 Compliant Level 3 Proactive Level 4 Purpose Sustainabilityindicators Integration of sustainability ‘do no harm’ ‘positive contribution’
  • 34. SPM3 example question Return on Investment Business agility Competitive potential (Business) Continuity Motivation and incentives Risk reduction Economic sustainability Environmental sustainability Transport Energy Water Eco system Waste and Packaging Materials and resources Emissions Spatial planning Nuisance Social sustainability Labor practices and decent work Human rights Ethical behaviour Soc, cust and prod responsibility Participation Human capital development Corporate governance Level 2 Reactive Level 1 Compliant Level 3 Proactive Level 4 Purpose Sustainabilityindicators Integration of sustainability ‘do no harm’ ‘positive contribution’
  • 35. SPM3 reporting Return on Investment Business agility Competitive potential (Business) Continuity Motivation and incentives Risk reduction Economic sustainability Environmental sustainability Transport Energy Water Eco system Waste and Packaging Materials and resources Emissions Spatial planning Nuisance Social sustainability Labor practices and decent work Human rights Ethical behaviour Soc, cust and prod responsibility Participation Human capital development Corporate governance Level 2 Reactive Level 1 Compliant Level 3 Proactive Level 4 Purpose Sustainabilityindicators Integration of sustainability in the project process ‘do no harm’ ‘positive contribution’
  • 36. 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
  • 37. Background Why the SPM maturity model? Design Experiences Gilbert Silvius - Ron Schipper Dortmund 2015
  • 38.
  • 39. The Sustainable Project Management Gilbert Silvius - Ron Schipper Dortmund 2015 Maturity Model Thank you for you r attention! Feel free to connect us on linkedin.