Projects integrating Sustainable Methods - Revision history

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Evolution

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	'''Delivery processes:''' <br />		'''Delivery processes:''' <br />
	::They are not only applicable in project management. They result in the specification and provision of a product, service, or result. And they vary depending on the particular project deliverable. ~~Also here the~~ 5P standards need to be implemented in the way that they are part of the whole process and its product. (see: paragraph 5P Standards)		::They are not only applicable in project management. They result in the specification and provision of a product, service, or result. And they vary depending on the particular project deliverable. The 5P standards need to be implemented in the way that they are part of the whole process and its product. (see: paragraph 5P Standards)
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	'''Support processes:'''<br />		'''Support processes:'''<br />

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Principles

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	'''Social and Ecological Equity'''<br />		'''Social and Ecological Equity'''<br />
	::Evaluate human vulnerability in ecologically sensitive areas and population ~~centers~~ through demographic dynamics.		::Evaluate human vulnerability in ecologically sensitive areas and population centres through demographic dynamics.

	'''Economic Prosperity'''<br />		'''Economic Prosperity'''<br />

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5P Standards

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	*The 2030 Agenda for Sustainable Development		*The 2030 Agenda for Sustainable Development
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	[[File:Bildschirmfoto 2019-02-23 um 20.38.32.png\|frame\|center\|x500px\|alt=5P Standards\|Figure 4:5P Standards, inspired by GPM <ref name = GPM/>]]		[[File:Bildschirmfoto 2019-02-23 um 20.38.32.png\|frame\|center\|x500px\|alt=5P Standards\|Figure 4: 5P Standards, inspired by GPM <ref name = GPM/>]]
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	The environmental aspects focus on the impact of projects on natural systems. Such as living systems and non-living ones, for instance ecosystems, the conversion of diverse flora and fauna and also land, air and water. Similar to the social aspects, the environmental ones are based on conventions and declarations:		The environmental aspects focus on the impact of projects on natural systems. Such as living systems and non-living ones, for instance ecosystems, the conversion of diverse flora and fauna and also land, air and water. Similar to the social aspects, the environmental ones are based on conventions and declarations:

Hannah: /* 5P Standards */

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5P Standards

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	*United Nations Universal Declaration of Human Rights<br />		*United Nations Universal Declaration of Human Rights<br />
	*United Nations Convention: International Covenant on Civil and Political Rights<br />		*United Nations Convention: International Covenant on Civil and Political Rights<br />
	*United Nations Convention: International Covenant on Economic, Social, and Cultural Rights • Convention on the Elimination of all Forms of Discrimination against Women (CEDAW)<br />		*United Nations Convention: International Covenant on Economic, Social, and Cultural Rights <br />
			*Convention on the Elimination of all Forms of Discrimination against Women (CEDAW)<br />
	*ILO Declaration on Fundamental Principles and Rights at Work 105<br />		*ILO Declaration on Fundamental Principles and Rights at Work 105<br />
	*Vienna Declaration and Program of Action<br />		*Vienna Declaration and Program of Action<br />
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	'''Benefit''' <br />		'''Benefit''' <br />
	::The measurable improvement resulting from an outcome perceived by one or more stakeholders, which contributes towards one or more organizational objectives.''<ref name = GPM/>		::The measurable improvement resulting from an outcome perceived by one or more stakeholders, which contributes towards one or more organizational objectives.''<ref name = GPM/>

	=== Principles ===		=== Principles ===
	Implementing sustainability in an organizational process and the process of project management requires an appropriate value system, which has to be implemented in all levels of a company in order to work properly. Further it requires responsibilities regarding human rights, labour, the environment and corruption. GMPs PRiSM Model includes 6 Principles which help companies to implement the whole ideology of a sustainable management process into their company.		Implementing sustainability in an organizational process and the process of project management requires an appropriate value system, which has to be implemented in all levels of a company in order to work properly. Further it requires responsibilities regarding human rights, labour, the environment and corruption. GMPs PRiSM Model includes 6 Principles which help companies to implement the whole ideology of a sustainable management process into their company.

Hannah at 11:52, 2 March 2019

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	'''Delivery processes:''' <br />		'''Delivery processes:''' <br />
	::They are not only applicable in project management. They result in the specification and provision of a product, service, or result. And they vary depending on the particular project deliverable. Also here the 5P standards need to be implemented in the way that they are part of the whole process and its product. (see: paragraph 5P ~~Standrads~~)		::They are not only applicable in project management. They result in the specification and provision of a product, service, or result. And they vary depending on the particular project deliverable. Also here the 5P standards need to be implemented in the way that they are part of the whole process and its product. (see: paragraph 5P Standards)
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	'''Support processes:'''<br />		'''Support processes:'''<br />

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Limitations

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	Also, can the first two steps of its methodology require some more time in the beginning, as the questions and the evaluation of the values need some fine-tuning until they fit the company’s ideals and specific kinds of projects they are searching for. Only after using the model for several projects the questions get more specific or questions are added to make the identification and the analysis for the right project as reliable as possible.		Also, can the first two steps of its methodology require some more time in the beginning, as the questions and the evaluation of the values need some fine-tuning until they fit the company’s ideals and specific kinds of projects they are searching for. Only after using the model for several projects the questions get more specific or questions are added to make the identification and the analysis for the right project as reliable as possible.
	PRiSM as proven to be a successful tool in the process of project management, nonetheless it is vital to critically analyze the outcomes the model provides regarding projects risks and opportunities. A model never replaces critical thinking and experienced managers. But it is a tool that supports managers in essential decisions. <ref name = Auchey />		PRiSM as proven to be a successful tool in the process of project management, nonetheless it is vital to critically analyze the outcomes the model provides regarding projects risks and opportunities. A model never replaces critical thinking and experienced managers. But it is a helpful tool that supports managers in essential decisions. <ref name = Auchey />


	==References==		==References==

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	==Methodology ==		==Methodology ==
	As Risk Management is a necessary part of managing a project, because wrong risk management leads in most cases to a project failure. PRiSM was developed on the basis of the classical risk management process, which include the following four steps, as presented in the PMBOK® Guide: 1. Identification 2. Analysis 3. Monitoring 4. Control.		As Risk Management is a necessary part of managing a project, because wrong risk management leads in most cases to a project failure. PRiSM was developed on the basis of the classical risk management process, which include the following four steps, as presented in the PMBOK® Guide: 1. Identification 2. Analysis 3. Monitoring 4. Control. <ref name=PMBOK>Project Management Institute (2017).A guide to the project management body of knowledge (PMBOK guide).Newtown Square, Pennsylvania</ref>
	<br /> [[File:Bildschirmfoto 2019-02-23 um 20.38.19.png\|frame\|x200px\|alt=Extract of Project analyzing questions\|Figure 2: Extract of Project analyzing questions, inspired by PMI <ref name = Auchey/>]] [[File:Bildschirmfoto 2019-02-23 um 20.38.25.png\|frame\|x200px\|alt=Extract of Project analyzing priority evaluation\|Figure 3:Extract of Project analyzing priority evaluation, inspired by PMI <ref name = Auchey />]]		<br /> [[File:Bildschirmfoto 2019-02-23 um 20.38.19.png\|frame\|x200px\|alt=Extract of Project analyzing questions\|Figure 2: Extract of Project analyzing questions, inspired by PMI <ref name = Auchey/>]] [[File:Bildschirmfoto 2019-02-23 um 20.38.25.png\|frame\|x200px\|alt=Extract of Project analyzing priority evaluation\|Figure 3:Extract of Project analyzing priority evaluation, inspired by PMI <ref name = Auchey />]]
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	::The PRiSM Model is used as a tool that simplifies the process of risk identification. This includes positive risks (opportunities) and negative risks (threats). Therefore users of the PRiSM answer a set of specified questions, which are customized to each company and project. The series of approximately 40 questions will help to identify threats (20 questions) and opportunities (20 questions) of and potential project. Developing this questionnaire needs as many stakeholders as possible, who develop and review the questions to ensure they fit the company’s requirements. Important is that the questions suit a single project, but they also have to be applicable to several projects in order to create a comparability, which is used for a future project identification. <br />		::The PRiSM Model is used as a tool that simplifies the process of risk identification. This includes positive risks (opportunities) and negative risks (threats). Therefore users of the PRiSM answer a set of specified questions, which are customized to each company and project. The series of approximately 40 questions will help to identify threats (20 questions) and opportunities (20 questions) of and potential project. Developing this questionnaire needs as many stakeholders as possible, who develop and review the questions to ensure they fit the company’s requirements. Important is that the questions suit a single project, but they also have to be applicable to several projects in order to create a comparability, which is used for a future project identification. <br />
	'''2. Analysis'''<br />		'''2. Analysis'''<br />
	::“Perform Qualitative Risk Analysis is the process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristic.” <ref~~>Project Management Institute (2017).A guide to the project management body of knowledge (~~PMBOK ~~guide).Newtown Square, Pennsylvania<~~/~~ref~~> This analysis is subjective as the value assigned to each question is based on individual prejudices and utility values. Based on the utility theory, which assumes that the best choice is the one which brings the highest satisfaction to the decision maker. Quantifying the questions can be done by using value scales as the following examples illustrate:		::“Perform Qualitative Risk Analysis is the process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristic.” <ref name =PMBOK/> This analysis is subjective as the value assigned to each question is based on individual prejudices and utility values. Based on the utility theory, which assumes that the best choice is the one which brings the highest satisfaction to the decision maker. Quantifying the questions can be done by using value scales as the following examples illustrate:
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	::When this step is completed the PRiSM Model provides a matrix in which the user plots the total scores for opportunities and threats. The opportunity score is placed on the y-axis and the threat/risk score on the x-axis. When placing then the opportunity score on the right vertical ::axis and the threat/risk score on the left vertical axis, the intersection of the sores provides the final profit value of the project. With the location of the score on the index it is easier to assess the risks in this project and make reasonable choices. <br />		::When this step is completed the PRiSM Model provides a matrix in which the user plots the total scores for opportunities and threats. The opportunity score is placed on the y-axis and the threat/risk score on the x-axis. When placing then the opportunity score on the right vertical ::axis and the threat/risk score on the left vertical axis, the intersection of the sores provides the final profit value of the project. With the location of the score on the index it is easier to assess the risks in this project and make reasonable choices. <br />

Hannah at 11:18, 2 March 2019

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	==Methodology ==		==Methodology ==
	As Risk Management is a necessary part of managing a project, because wrong risk management leads in most cases to a project failure. PRiSM was developed on the basis of the classical risk management process, which include the following four steps, as presented in the PMBOK® Guide: 1. Identification 2. Analysis 3. Monitoring 4. Control. <ref name = PMBOK >Project Management Institute, Inc., (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), The Hague, South Holland, The Netherlands. Newtown Square, PA: Project Management Institute.</ref>		As Risk Management is a necessary part of managing a project, because wrong risk management leads in most cases to a project failure. PRiSM was developed on the basis of the classical risk management process, which include the following four steps, as presented in the PMBOK® Guide: 1. Identification 2. Analysis 3. Monitoring 4. Control.
	<br /> [[File:Bildschirmfoto 2019-02-23 um 20.38.19.png\|frame\|x200px\|alt=Extract of Project analyzing questions\|Figure 2: Extract of Project analyzing questions, inspired by PMI <ref name = Auchey/>]] [[File:Bildschirmfoto 2019-02-23 um 20.38.25.png\|frame\|x200px\|alt=Extract of Project analyzing priority evaluation\|Figure 3:Extract of Project analyzing priority evaluation, inspired by PMI <ref name = Auchey />]]		<br /> [[File:Bildschirmfoto 2019-02-23 um 20.38.19.png\|frame\|x200px\|alt=Extract of Project analyzing questions\|Figure 2: Extract of Project analyzing questions, inspired by PMI <ref name = Auchey/>]] [[File:Bildschirmfoto 2019-02-23 um 20.38.25.png\|frame\|x200px\|alt=Extract of Project analyzing priority evaluation\|Figure 3:Extract of Project analyzing priority evaluation, inspired by PMI <ref name = Auchey />]]
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Hannah at 11:17, 2 March 2019

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	=== Sustainability and Management ===		=== Sustainability and Management ===
	Bringing management and sustainability together in one concept might, at first sight, not seem the most obvious to do. Nonetheless GPM (Green Project Management) developed the so called 5P Standards (Project, Process, People, Planet and Prosperity), which bring together UN sustainable development goals and project management.		Bringing management and sustainability together in one concept might, at first sight, not seem the most obvious to do. Nonetheless GPM (Green Project Management) developed the so called 5P Standards (Project, Process, People, Planet and Prosperity), which bring together UN sustainable development goals and project management.
	This is done first on a basic level, such as stating values such as healthy labor practices, human rights, local procurement to reduce CO2 emissions or caring about the local economic impact of projects. But the Moore complex part is to implement these values on all levels of management to turn the whole project and its product into a sustainable outcome.		This is done first on a basic level, such as stating and implementing values such as healthy labor practices, human rights, local procurement to reduce CO2 emissions or caring about the local economic impact of projects. But the Moore complex part is to implement these values on all levels of management to turn the whole project and its product into a sustainable outcome.
	The ~~ISO standard helps here~~ to ~~get an overview of the processes in project management~~, ~~which are included in~~ the ~~PRiSM~~ model. As the ISO 21500 Guidance on Project Management states “a project consists of a unique set of processes consisting of coordinated and controlled activities with start and end dates, performed to achieve project objectives. Achievement of the project objectives requires the provision of deliverables conforming to specific requirements.” (ISO 21500:2012).		The whole model is according to its authors, based on ISO standards. This gives the model a normative framework and supports it reliability. As the ISO 21500 Guidance on Project Management states “a project consists of a unique set of processes consisting of coordinated and controlled activities with start and end dates, performed to achieve project objectives. Achievement of the project objectives requires the provision of deliverables conforming to specific requirements.” (ISO 21500:2012).
	Also categorizes ISO 21500:2012 processes in projects into three major types:		Also categorizes ISO 21500:2012 processes in projects into three major types:
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	==Methodology ==		==Methodology ==
	As Risk Management is a necessary part of managing a project, ~~as a~~ wrong risk management leads in most cases to a project failure. PRiSM was developed on the basis of the classical risk management process, which include the following four steps, as presented in the PMBOK® Guide: 1. Identification 2. Analysis 3. Monitoring 4. Control.		As Risk Management is a necessary part of managing a project, because wrong risk management leads in most cases to a project failure. PRiSM was developed on the basis of the classical risk management process, which include the following four steps, as presented in the PMBOK® Guide: 1. Identification 2. Analysis 3. Monitoring 4. Control. <ref name = PMBOK >Project Management Institute, Inc., (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), The Hague, South Holland, The Netherlands. Newtown Square, PA: Project Management Institute.</ref>
	<br /> [[File:Bildschirmfoto 2019-02-23 um 20.38.19.png\|frame\|x200px\|alt=Extract of Project analyzing questions\|Figure 2: Extract of Project analyzing questions, inspired by PMI <ref name = Auchey/>]] [[File:Bildschirmfoto 2019-02-23 um 20.38.25.png\|frame\|x200px\|alt=Extract of Project analyzing priority evaluation\|Figure 3:Extract of Project analyzing priority evaluation, inspired by PMI <ref name = Auchey />]]		<br /> [[File:Bildschirmfoto 2019-02-23 um 20.38.19.png\|frame\|x200px\|alt=Extract of Project analyzing questions\|Figure 2: Extract of Project analyzing questions, inspired by PMI <ref name = Auchey/>]] [[File:Bildschirmfoto 2019-02-23 um 20.38.25.png\|frame\|x200px\|alt=Extract of Project analyzing priority evaluation\|Figure 3:Extract of Project analyzing priority evaluation, inspired by PMI <ref name = Auchey />]]
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