Green Project Management integrates environmental thinking into all of the project management decisions. It is a way to ingrain “greenthink™” into every project management process.
The point about green project management is not that you make every decision in favor of the one that is most environmentally friendly. The point is that you start to take the environment into account during the decision-making process. You might make most decisions the same as you do today. But there might be some decisions you would make differently.
In the United States, the beginning of the green movement is attributed to John Muir, Teddy Roosevelt, David Thoreau and Rachel Carson among several others. Increased awareness continued through World War II with the 1970s seeing numerous legislations like the Clean Air Act, the banning of DDT, and debacles like the Love Canal disaster and the Three Mile Island incident. While the 1980s had its fair share of oil spills, Exxon Valdez, the most noteworthy, the 1990s led to radical environmentalism. The 21st century has been plagued by appalling weather patterns, visible impact of global warming and the inability of industry to handle disasters that have catastrophic bearings on our surroundings. As these visible consequences terrified the public in some instances, they were also responsible in spurring genuine interest to leave the earth a better place to live in for future generations.
This is the fundamental question we are asked, and we enjoy answering each time we write a post on our blog EarthPM. Whether the subject of the post is about garbage powered garbage trucks, or an environmental disaster of epic proportions, we are really answering the question “What is green project management?” The fact that we are always answering that question may be a stretch, but our posts do have a common theme: managing scarce resources. That is what green project management is all about.
Green Program Management. Revitalizing our communities and our planet: A path to the executive suite for PMs, By Storm Cunningham
A revolution in urban and rural redevelopment is at hand, as new Web 2.0 tools enable the creation of comprehensive, ongoing green/sustainability/Smart Growth/regeneration programs.
It’s no secret that the creation of green, sustainable, and regenerative plans has grown spectacularly in recent decades. What’s not so well known is how seldom such plans are actually implemented, and how seldom those that are implemented achieve their objectives. As a result, projects often founder, due to insufficient political support, insufficient stakeholder engagement, and/or insufficient integration with other projects.
How many times have you heard the phrase, “Think outside the box?” Usually, when this phrase is used it is to encourage someone to create a solution or solve a problem by thinking differently. In this article, I want to show that in order for you to think outside the box, you are going to have to get out of the box. This article is designed to give you some quick and easy, but useful techniques for getting out of the box, so you can think out of the box.
Project management has become a key factor in the achievement of organizational objectives in every type of business regardless of size and industry. Over the years, project management has evolved and now includes several distinct functions or disciplines. These functions, Project Management, Program Management, and Portfolio Management each require a similar set of skills and competencies to survive the pressures of the position and its responsibilities. These functions are not new and have been included in business management for decades, but they are becoming more complex and each function requires a continuous enhancement of managerial skills.
Ask Harry: A Leader's Job is to Mentor, Coach, & Inspire, By Harry Rever, PMP - Director of Six Sigma
During a monthly employee development meeting, an internal Six Sigma Black Belt, Will, has a discussion with a young Project Manager and Six Sigma Green Belt, Lane, about a project leader’s responsibility to coach and mentor the team. An interesting discussion ensues.
This article is a short summary of research done for HEC Business School concerning the coaching approach and the added value it could bring to Lean Six Sigma, and more precisely, to the Lean Six Sigma project manager.
Many years ago, I was co-managing a Project Management Office that was made up of around 40 project managers. Many of those project managers inherited their projects, and so they became managers of projects. Many of those project managers were really engineers who lacked proper project management training or experience. I found myself thinking of training courses for these folks, until someone suggested that I coach those project managers. “Oh, coaching?” I said.
Coaching is a process of facilitating a client’s progress towards defining and achieving their desired outcomes. In relationship systems coaching, the system is the client, and the “system” is a system of relationships including all the people and the relationships between them. A relationship system could therefore be a partnership, team, group or organisation.
- Adopting a Coaching Mindset, By Lilian Ohman, Executive Coach and Partner
- Leverage the Power of Coaching within your Projects! By Jane Morgan, MBA, PMP, PRINCE2 Trainer, M_o_R, MSP, CPCC, ACC, NLP Practitioner
- Tips to Make Your Virtual Training a Success By Harry Rever - Director of Six Sigma
- Project Management Poetry