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

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