Research on Project, Programme and Portfolio Management: Integrating Sustainability into Project Management

✍ Scribed by Roxana Cuevas, Constanta-Nicoleta Bodea, Pablo Torres-Lima

• Publisher: Springer
• Year: 2021
• Tongue: English
• Leaves: 316
• Category: Library

✦ Synopsis

This book collects recent work presented at the 31st IPMA Congress, which was held in Merida, Mexico, from September 30th to October 2nd, 2019. It covers a range of project, programme and portfolio management contexts, with the general aim of integrating sustainability into project management.

The book is structured into three parts. The first part covers concepts and approaches related to the integration of sustainability in project management. The second part presents research on integrating sustainability into project management in different industries and regions. The final part takes specific perspectives on integrating sustainability into project management related to learning and continuing competence development. 

The book offers a valuable resource for all researchers interested in studying the emerging trends in incorporating sustainability in project, programme and portfolio management.

✦ Table of Contents

Foreword
Contents
Contributors
1 Introduction
Part IConcepts and Models of Integrating Sustainability into Project Management
2 Towards a Target System to Incorporate Sustainability in Multi-project Management in Factories
2.1 Introduction
2.2 Fundamentals
2.2.1 Multi-project Management
2.2.2 Factory Planning
2.2.3 Specificities in Multi-project Landscapes of Factories
2.2.4 Targets of Multi-project Management in Factories
2.3 Factory Requirements for Multi-project Management
2.4 Literature Review and Identification of Research Gap
2.5 Target System for Sustainable Multi-project Management in Factories
2.5.1 Factory Objectives
2.5.2 Project Portfolio Objectives
2.5.3 Project Programme and Single Project Objectives
2.6 Applicability of the Target System and Case Study
2.7 Conclusion
References
3 Factors Affecting the Integration of Sustainability in the Early Project Phases in an Integrated Project Management Model
3.1 Introduction
3.2 Literature Review
3.2.1 Sustainability as a Project Success Criterion
3.2.2 Definition of a Sustainable Highway
3.2.3 Success Factors for Implementing Sustainability
3.3 Research Method
3.3.1 Research Design and Case Selection
3.3.2 Interview Data and Analysis
3.4 Results
3.5 Discussion
3.6 Conclusion
Appendix 1: Sustainability Success Sub-criteria Framework
Appendix 2: Selected IPM Roles for the Interview
References
4 An Alternative Risk Assessment Routine for Decision Making; Towards a VUCA Meter to Assess the Volatility, Uncertainty, Complexity and Ambiguity of Complex Projects
4.1 Introduction
4.2 Literature Review
4.3 Research Method
4.4 Research Results
4.5 Discussion
4.6 Conclusions
Appendix 1
References
5 Sustainable Project-Oriented Careers: A Conceptual Model
5.1 The Classic Project-Oriented Career
5.1.1 Accidental Project Manager
5.2 The Gig Economy and Other Systemic Changes
5.2.1 The 4th Industrial Revolution: Challenges and Opportunities
5.2.2 New Project-Oriented Opportunities
5.3 Sustainable Project-Oriented Career
5.3.1 Sustainable Career Turbulence
5.3.2 Sustainable Career Drivers
5.3.3 Sustainable Project-Oriented Careers
5.4 Error Messages Your Career Is in Trouble
5.4.1 Error Messages: Lack of Flexibility
5.4.2 Error Messages: Lack of Holistic Integration
5.4.3 Error Messages: Lack of Renewal Opportunities
5.5 Renewal: Innovations in Training and Education
5.6 Conclusion
References
6 Environmental Project Management: Contextual Enablers and Boundaries
6.1 Introduction
6.2 Methodology
6.2.1 Research Questions
6.2.2 Research Method
6.3 Results and Discussion
6.3.1 Sample Description
6.4 Conclusion
References
Part IIResearch on Integrating Sustainability into Project Management in Different Industries and Regions
7 Integrative Intelligence: A Great Deal for Sustainable Rural Development
7.1 Introduction
7.2 Rural Mexico: Gross Lines Towards Project Management Insight
7.2.1 The Rural Poor
7.2.2 Rural of Intensive Agriculture
7.2.3 The Rural Diversified
7.2.4 The Rural Peri-Urban
7.2.5 Rurality, Intermediate and Urban
7.3 The Rural Universe from Project Management: The Source of Solutions for Our Global Future
7.3.1 About “Extensionism”
7.4 Project Management Facing Mexican Rural Context: Some Opportunities
7.4.1 The Project Manager as Agent or “Extensionism” for Sustainable Rural Development
7.5 Devising Tools for Rural Development: SR Against Naïve (and Danger) Narrow-Instrumentalism
7.6 Conclusions and Outlook
References
8 Navigating Sustainability Challenges in Africa: The Ogun State Racetrack, Motor Sports and Autopark Project
8.1 Introduction
8.2 Sustainability in Business and Project Management
8.3 Framework for Assessing Sustainability in Projects
8.4 Methodology
8.5 Case Study
8.5.1 Project Context
8.5.2 Project Objectives, Strategy and Team
8.5.3 Research Findings—Sustainability in the Project
8.6 Results Discussion
8.6.1 Analysis
8.6.2 Conclusion and Further Research
8.7 Compliance with Ethical Standards
References
9 The Role of Projects in the Process of Transforming Automotive Industry
9.1 Introduction
9.2 The Winds of Transformation and the Importance of Projects
9.2.1 Pioneers, Ground-Breaking Products and Exclusive Customers
9.2.2 Taylorism, the Quest for Efficiency and Controlled Product Diversity
9.2.3 Projectification, Mass Customization and Global Supply Chains
9.2.4 Disruption, Co-creative Networks and Innovative Mobility Solutions
9.3 Emerging Requirements for People, Organizations and Society
9.4 Conclusions and Outlook
References
10 Walking the Talk? Sustainability in New Product Development Projects in the Icelandic Seafood Industry
10.1 Introduction
10.2 Literature Review
10.2.1 Sustainable Product Development
10.2.2 Icelandic Marine Sector
10.3 Methodology
10.3.1 Procedures
10.3.2 Participants
10.3.3 Measurement Scales
10.4 Results
10.4.1 Commitment to Sustainability
10.4.2 Sustainable Product Development
10.5 Discussion and Conclusion
10.6 Compliance with Ethical Standards
Reference
11 Inter-Organizational Co-Creation: An Approach to Support Energy Transition Projects
11.1 Introduction
11.2 Literature Review
11.3 Research Methodology
11.4 Results
11.5 Discussion
11.6 Conclusion
References
12 Sustainability for Construction Projects
12.1 Introduction
12.2 Research Method
12.3 Conceptual Background
12.3.1 Capture
12.3.2 Foresee
12.3.3 Organize
12.3.4 Design
12.3.5 Permit
12.4 Main Findings
12.4.1 NEAT/AlpTransit
12.4.2 Passive House Kamakura
12.4.3 Shopping Centre Glatt
12.4.4 Sewage Treatment Plant Zurich
12.4.5 Zurich Engros Market
12.4.6 Central Laundry Berne
12.5 Conclusions
12.5.1 Hypothesis 1
12.5.2 Hypothesis 2
12.5.3 Hypothesis 3
12.5.4 Further Research
References
13 Segway Model for the Assessment of Megaproject Excellence: Project Excellence Baseline Approach to the Korea’s Pilot Smart City Projects (Sejong 5-1 Life Zone and Busan Eco Delta Smart City)
13.1 Introduction
13.2 Literature Review
13.2.1 Evaluation of Project Performance
13.2.2 Megaprojects
13.2.3 Smart Cities
13.2.4 IPMA Project Excellence Baseline (PEB)
13.3 Methodology
13.4 Case Study
13.4.1 Smart City Pilot Projects in Korea
13.4.2 Decision-Making Structure for Smart Cities
13.4.3 Proposal and Conclusion
References
14 Public-Private-People Partnership (PPPP) for Infrastructure Development in Indonesia
14.1 Introduction
14.2 Literature Review
14.3 Methodology
14.4 Results
14.5 Discussion
14.6 Conclusions
14.7 Compliance with Ethical Standards
References
15 Practice Competences in Project Management Decision Process: A Regional Study
15.1 Introduction
15.2 Objective
15.2.1 The Power of Projects—Example of Infrastructures
15.2.2 Literature Review on Project Management, Decision-Making and Leadership
15.2.3 Challenges for Decision-Makers and Upper Echelon of Infrastructure Projects Management
15.2.4 Sustainability Approach in Project Management Decision Process
15.3 Methodology and Research
15.4 Results and Discussion
15.5 Conclusion
15.6 Compliance with Ethical Standards
References
16 From Social Responsibility to Sustainability: Are Excellence Awarded Companies in Iceland Socially Responsible?
16.1 Introduction
16.2 Literature Review
16.2.1 The Baldridge Excellence Framework
16.2.2 EFQM Excellence Model
16.3 Excellence Canada
16.3.1 The Shingo Model
16.3.2 Intersections
16.3.3 Corporate Social Responsibility
16.4 Research Method
16.4.1 The Excellent Companies
16.4.2 The Survey
16.4.3 Limitations
16.5 Research Results
16.6 Discussion
16.7 Conclusion
References
Part IIIPerspectives of Integrating Sustainability into Project Management: Learning and  Continuing Competences Development
17 Chatbot-Based Training for Project Management: Another Way of Corporate Training or a Must-Have Tool for Sustainable Education?
17.1 Introduction
17.2 Chatbots’ Use Cases
17.3 Chatbots in Sustainable Education and Training
17.4 PM-CERT Chatbot
17.4.1 Description: Functionalities and Technologies
17.4.2 Integration in the PMR Association Platform
17.5 Conclusions and Future Directions
References
18 Somebody Has to Teach Them, But What? Moving Towards Sustainable Teaching of Project Management
18.1 Introduction
18.2 Offerings of Project Management Education
18.3 What to Teach
18.4 The Influence of Context
18.5 Response Group
18.6 Conclusion
References
19 Do Educators Need to Develop Project Management Competencies for a Rapid and Sustainable Development of New Academic Development Programs?
19.1 Introduction
19.2 Objectives
19.3 Theoretical Background
19.3.1 A Model to Accelerate the Speed of Projects
19.3.2 Project Management Competencies
19.3.3 Educators’ Competencies
19.3.4 Participant Observation
19.4 The Project
19.5 Results
19.6 Discussion and Recommendations
References
20 Sustainability in the IPMA 4LC Certification Process in Spain (2014–2019)
20.1 Introduction
20.2 Background
20.3 Methodology
20.3.1 Identification of Competence Elements Containing Sustainability Aspects
20.3.2 Data Analysis
20.4 Results
20.4.1 Identification of Competence Elements Containing Sustainability Aspects
20.4.2 Data Analysis
20.4.3 Results Discussion
20.5 Conclusion and Limitations
References
21 Project Management Competences and the Sustainability of Non-profit Organisations
21.1 Introduction
21.2 Background and Objectives
21.3 Research Methodology
21.4 Case Study and Interview Survey Findings
21.4.1 How Important Are Project Management Competences for NPO’s Sustainability?
21.4.2 What Are the Most Important Project Management Competences Needed by NPOs to Sustain in the Longer Run?
21.5 Suggestions for Future Research
21.6 Summary/Conclusion
References
Index