2. PRiSM is short for (Projects integrating Sustainable Methods)
PRISM is the de facto sustainability based project delivery method. It was developed for
organizations to integrate project processes with sustainability initiatives in order to achieve
business objectives while decreasing negative environmental impact.
PRISM is a Process-based, structured project management methodology that highlights five areas
of sustainability and for core project phases, when understood and effectively addressed, can
reduce environmental impact in all types of projects. PRISM is based in the same ground as the
PMBOK® Guide, APM Bok, and the ICB 3.0 with a framework of activities derived from ISO:14001,
it focuses on specific areas and incorporates best practices to practically answer "how do I apply
these concepts in my projects?”
3. PRISM has several features that are new to project management thus
easily distinguishing it from other project management methodologies. Its
true strength lies in its ease of use approach. Each of the following
features supplements what each body of knowledge provides - through a
practical, environmentally conscious, and repeatable approach.
One of the most significant of PRISM's features is the concept of the
sustainability management plan. This is a set of controls that govern
aspects of a project to consider five measureable elements (People,
Planet, Profit) and how they relate to the delivery of projects. Each are
measured individually and as a complete package.
Another important aspect of PRiSM is the Impact analysis. This is a new
method for calculating risk as it measures it on five levels and takes into
account the product of the project from cradle to grave rather than from
initiation/pre-project to close/hand-off.
The key points to PRiSM lie in a project manager’s personal values and
ethics, accountability, ability to think beyond the scope without gold
plating, and using leadership based on the global impact of the project.
4. In PRiSM Practitioner, participants are challenged in a case-study driven
environment using GPM’s unique EnVex methodology. The course is
designed to prepare participants to use tools that integrate project and
sustainability management and uses best practices and competencies
derived from the PMI® PMBOK® Guide, APM Bok®, IPMA ICB® 3.0, and
PRINCE2® method.
Participants gain a working knowledge of the PRiSM project
delivery method which includes:
Knowledge Areas and Process Groups
Leadership vs. Management
Stakeholder Management
An adaptive Sustainability framework developed from the ISO:14001
Why take a PRiSM Practitioner Course?
5. Sustainability Management Plan development and implementation
Environmental Impact Assessments
Sustainable/Ethical Procurement
Cradle to Grave Risk Analysis
P5 Integration*
EnVex
What does PRiSM Practitioner offer that no other
PM course does?
*The five areas of sustainability
6. Sustainability Best Practices
Hints and Tips
Direction and Guidance
Throughout the course you will see this
symbol and this slide appearing.
These slides are designed to highlight to
you best practice methods or hints and
tips to you so that you can take away
practical advice from many senior
members of the GPM and from SME’s
around the world.
7. PRiSM
Business Operation
Cost of Doing Business
Revenue
Hard Soft
Environmental Impact
Business Operation
Cost of Doing Business
Five Separate
and Measrable
Bottom Lines
Hard Soft
Environmental Impact
Visible differences
In a standard project, principles will
achieve business objectives and
produce results most often targeted
to improving the bottom line or
adding a new service
The effects of the project if external
to the impact on the bottom line are
often ignored or left as a secondary
concern.
8. Managing in an Integrated Manner while involving all
stakeholders
Aligning Social Responsibility with Corporate Strategy
Rationalizing harmony with economy, compliance, and
ethical responsibility
Managing Risk to Brand and Reputation
Integrating Eco-Design into Product and Service Offerings
9. Policy ?
Rules and Aims ?
Targets ?
Sustainable Development Program
Economic Development
Environmental Protection
Quality of Life
Reduce Green House Emissions
Reduce Waste
Reduce Water Usage
Organizational Health and longevity
Profitability
11. Examples of long term benefits that projects will make
to business objectives
Reducing cost of production
Reducing cost of delivery
Reducing the dependency on non-renewable
resources
Improved business processes
Increased revenue
12. In order to align long term
environmental goals to project
management processes Project
Management needs to evolve.
By using a Project Sustainability
Management Plan, you can
leverage the governance of a
corporate Environmental
Management Systems to
provide parameters by which
the project is managed.
17. Understand the three elements
Cause, Event and Impact
Look for the Opportunities
Can the risk give a Sustainability Benefit ?
Plan the Response to risk in detail
Watch and React
18. Year 1 Year 3 Year 4 Year 5Year 2
Prevention
Failure
Appraisal
Cost
19. The green vendor scorecard can
augment your standard
procurement process by adding
criterion for selection that will
support your corporate goals.
23. If you have questions or would like a
custom course, contact us:
training@greenprojectmanagement.org
Notas del editor
The aim of this course is to provide you with an overview of what Green Project Management is and what the benefits are of employing it.
Throughout the course you will see this symbol and this slide appearing.These slides are designed to highlight to you best practice methods or hints and tips to you so that you can take away practical advice from many senior members of the GPM and from SME’s around the world.
Example: You are a hired by a company with 1,000 employees in their main office to determine how to increase profit margins in order to avoid layoffs. You complete the project analysis and are able to increase the profit margin by 2% by sourcing materials from different vendors and reshaping some contracts. Unfortunately, unless the company can realize a 5% increase the layoffs will occur. A GPM is hard wired to take the environment into consideration on all facets of a project. Rather than limiting the scope to what revolves around the physical product, try to determine additional factors into what is part of the product development. This problem could be solved by analyzing support systems for the product which include infrastructure, both brick and mortar and technology, natural resource consumption, and HR practices, in other words addition by subtraction.If a company has 1,000 employees in one location you can do an analysis of how much water is used in a single toilet flush to what kind of light bulbs are used or what the policy is for leaving PCs in the evening. By reducing the consumption of natural resources, money that is used to keep the lights on can be reallocated to other parts of the business.
Key challenges in Sustainability management include: ·managing in an integrated manner the full lifecycle of strategy formulation, implementation, evaluation and evolution incorporating stakeholder participation; ·aligning responsibility strategy to corporate strategy focusing on: -rationalising and harmonising the economic, compliance, ethical, and sustainability dimensions of corporate responsibility and sustainability in the context of stakeholder requirements; -managing non-financial risk, particularly to brand, reputation, local licence to operate and to performance instability as an integral part of corporate sustainability management; -integrating eco-design and other sustainability requirements into product and service offerings; ·managing the sustainability performance optimisation process to continually increase stakeholder satisfaction; ·developing strategic responsibility and sustainability capabilities;
A benefit is most usually gained after the project has been delivered and the project team has disbanded.It is due to this fact that the benefits and their management is controlled and the responsibility of the Sponsor. They will have identified the long term contributions that the project may be able to provide to the business. An example of a benefit to the business could be the reduction in the production costs or an increase in market share.It is important that the benefits are identified in the early stages and that they are closely monitored throughout the whole project life cycle.
The pre project phase is one where the ideas are formulated and the business reviews whether this is a feasible project or element of a project to be included within the portfolio of projects that it is currently running.The key deliverable within this phase is the Project Charter or Business Case that will show the value of the sustainability element within the full project document. In addition, to support the charter, the delivery has to be leveled against the organisation’s environmental management system allowing it therefore to develop further its Sustainability Management Plan for the future.
The planning phase is the moment when the project starts to come life. Here the project manager needs to gain a real understanding of what the client or organisation is looking to achieve so that they can plot the best way to deliver the project, its main deliverables and the envisaged benefits in the most sensible and safest manner to benefit all parties involved.
The Delivery and Controlling phase within the project is when the project manager truly shows their worth and ensures that what was finally agreed in the Project Plan in Phase Two is carried out most efficiently. This phase includes all the progress reporting and the change and configuration control of the products to make sure all stay within the specifications, time, cost and quality as was requested by the customer.A close control of the delivery and efficient handling of risks and issues within this phase help the project manager towards successful delivery.
The final phase of the project is the closure phase. The project manager has many activities to deliver in this phase and must ensure that they have planned the closure in a structured and organized manner to make sure that everything is truly accounted for within the project.Carrying out a review of the project once it has been delivered is essential for learning for future development. The green matters of the project should be included as part of the project review, however early maturity or highly mature organizations may choose to hold the sustainability element of the review separately from the remainder of the post project review. This is a personal choice, however the most important thing is that a review is carried out, the lessons are captured and that the organization then use these lessons to develop in the future.
