(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in June 2022)

The aim of my ‘Beyond Project Management’ corner is to expand the circle of concern of project managers beyond the traditional scope, quality, cost and time constraints.  There is no doubt that these constraints are important and necessary to have successful projects, but they are not enough.  There are other factors and considerations that influence the real success of projects.

When I train aspiring project managers, I always remind them that while it is important to deliver successful projects as perceived by their sponsor or influential users, however, no matter how successful the outcome is, it is not really successful if you complete the project and leave behind a ‘trail of blood’.  It is the obligation (rather than the responsibility) of you, as the project manager, to ensure that you don’t deliver a successful project at “any” cost; but deliver a successful project at the “right” cost.  Your success scorecard should include, in addition to the standard triple constraints, a measurement of your team’s happiness when you complete the project, as well as how much your project has increased your organisation’s ESG score: the Environmental, Social, and Governance score.  In other words, you can measure how well you have done by including a measurement of how much good you have done.

Project Managers, as influential champions of change in their organisations, should include Environmental Management in their project management activities among other things.  Environmental management is not just about the ‘trees and bees’ but also about health, safety, profits, quality assurance, reduced risks to reputation, and increased global competitiveness.  Neglecting environmental costs could lead to several undesirable consequences which will jeopardise the original objectives of the project.  Underestimating the environmental impact of the project will increase the risk of bad reputation which might turn out to be more costly for the project.  Policies, guidelines, and plans merely show the way how to practice good environmental management.  It is ultimately the actions taken by the project manager that matters the most when it comes to environmental sustainability.

With the increased autonomy given to project managers over the what and the how of project delivery, it is important for them to hone the skills of environmental management.  They should develop a deep understanding of environmental issues and understand what protections and preventive measures are necessary for their project.  Such environmental duties include conducting research necessary to the environmental impact of the project, communicating with environmental agencies on relevant risks or issues identified by the project, and ensuring continued compliance with environmental procedures throughout the project activities.  Project managers should use their influence to make project changes based on environmental data.  They can do this by showing that they are focused on optimising business value and enhancing the organisation’s ESG score.  Organisations with higher ESG score are more attractive to do business with, and easier to attract and retain quality employees, which will lead to an enhanced reputation; all things that organisations want for themselves. 

In addition to continually considering environmental concerns in their risk management activities, project managers need to look beyond the normal procurement processes to see if there are any environmental considerations.  Project managers can and should question how raw material (if any) is sourced and procured, what is the waste from using such material, and what happens to the material when the project is completed.  They can also include a criterion in supplier selection on the supplier’s environmental profile.  

A single project manager may not influence the organisation’s ESG policy, but collectively, project managers can make a difference and add value.  Project managers can influence senior leaders.  They are instrumental in achieving strategic goals because they hold the path to execution.  Project managers are conveniently placed to do good and make a difference.  Just do it.