U8 Flashcards
1
Q
One of the most pressing issues of our day is sustainability. How can prosperity be achieved without jeopardizing future generations? Regrettably, sustainability has failed to keep up with the rate and scope of environmental and social challenges. Sustainability actions have not resulted in a major improvement in the status of our planet for many years. Too many statements, studies, initiatives, and publications employ the phrases “sustainable” and “sustainability,” but they translate into ?
A
few real activities targeted at balancing intergenerational requirements.
2
Q
Sustainability is now being included in?
A
marketing,
business communication,
yearly reports,
and company operations.
3
Q
Lately, project management has also been related to the notion of sustainability.
Change in company————————————————————- and so on is required for sustainability, and projects are a common method of achieving this.
A
models, goods, services, resources, procedures,
4
Q
Project
A
A project is “a temporary organization of materials and/or resources, performing a non-routine set of processes consisting of coordinated and controlled activities, with start and end dates, in order to achieve specified project objectives”
5
Q
Problematic in this context, however, is that a project includes:
The problem in relation to sustainability is that sustainability is a
A
time, money, and quality constraints.
6
Q
In addition, most project management techniques want to maximize output and minimizing input—thus, they have?
A
a one-dimensional focus on monetary goals.
7
Q
As a result, projects are typically thought of as?
A
an undertaking with specific (high-quality) goals and scope, limited in time and money.
8
Q
The problem in relation to sustainability is that sustainability is a?
A
holistic, multidimensional idea
9
Q
sustainability includes the 3Ps related to the triple bottom line:
A
people (social),
profit (economic),
and the planet (environmental).
It also takes time and space into consideration.
10
Q
When linking sustainability and project management, there appears to be?
A
this contradiction.
11
Q
Long-term concerns that may not be identified until future generations should be considered even in a short-term endeavor, such as a ————.
A
project.
12
Q
the original scope’s multidimensional sustainability and project goals may be mutually ———. Because project management and sustainability are becoming increasingly important, these distinctions between the ideas are of great interest to the scientific and management community
A
exclusive
13
Q
the original scope’s multidimensional sustainability and project goals may be mutually exclusive. Because?
A
project management and sustainability are becoming increasingly important,
these distinctions between the ideas are of great interest to the scientific and management community.
14
Q
The origins of project management in the United States may be traced back to the ————– with the ————————————— and major ————firms.
A
1960s
Department of Defense
construction
15
Q
Early applications of project management concentrated on?
A
==the completion of unique,
==or sometimes repeated,
==projects with a strong emphasis on meeting budgets and scheduling.
16
Q
The Department of Defense created standards and processes for?
A
gate reviews and status reports in order to preserve consistency and control in the way projects were handled.
17
Q
Project management is the application of ?
A
information, skills, and tools required to complete a project’s requirements.
Typically, these are organized into activities or processes.
18
Q
A stakeholder-oriented view on project management defines the term as?
A
“the planning, monitoring and controlling of project delivery and support processes, aimed at realizing benefits for stakeholders”
19
Q
whereas a project stakeholder is understood as a?
A
person, group, or organization that is interested in or concerned about the project, its resources, deliverables, or impact
20
Q
The lack of expertise in this area is one of the causes for?
A
project teamsʼ poor engagement in sustainability problems.
21
Q
The goal of project management is to create a situation in which ?
A
long-term project team members employ long-term resources to complete the project in a long-term manner, attaining long-term goals.
22
Q
In this approach, sustainability includes not only project outcomes, but also?
A
project implementation and resource requirements.
23
Q
This definition of sustainable project management considers the management role, which goes beyond ?
A
previous methods.
24
Q
Organizations are becoming gradually more?
A
prepared to implement sustainability into their operations.
25
Project management may aid in the effectiveness of this process, but there is no guidance on how to?
apply sustainability to projects.
26
Even the academic literature has picked up on the issue in recent years, and there has been an increasing focus on?
sustainable project management.
27
Sustainable project
A sustainable project contributes to the “creation and development of a sustainable society”
28
Sustainable projects have a favorable influence on?
the consumption structure.
29
Sustainable projects have a favorable influence on?
the consumption structure.
30
They provide long-lasting products and services that are for-----------. As a result, their portion of the market structure of products ----------------------------------------------------- grows.
sale
purchased and consumed
31
Sustainable initiatives need a shift in mindset:
Stakeholders must abandon selfishness in favor of activities that benefit people and the environment
32
Sustainable project management plans, monitors, and controls project milestones. At the same time, sustainable project management considers ?
the environment, economics, and social issues.
33
It seeks to address all stakeholders and deliver the product in?
an ethical,
transparent,
and fair manner
34
Sustainable project management means ?
adhering to sustainability principles, as a consequence of which the project team meets project objectives.
35
Traditional project management mostly:
-involves the organization
-and focuses on project delivery;
-modern project management also involves the firmʼs stakeholders.
36
Sustainable project management further includes:
local and global society and has a long-term perspective that includes current and future generations
37
No project is sustainable--------------------------. Civil engineers have an ethical obligation to incorporate sustainability---------------------------------------- into their work. In addition, their clients have started to understand the need and are taking efforts to make their businesses more sustainable.
in and of itself
ideas and concepts
38
In sustainable project management, there are several important aspects.
First,
the firm should take several perspectives into account, e.g., a 3P (people, planet, profit) perspective.
Second,
the project should have a life cycle perspective. All delivered assets and the corresponding products need to be assessed with their life cycle in mind. Third,
the firm should engage stakeholders proactively. Lastly, the project manager should take the responsibility for sustainability.
39
Brzozowska et al. (2021) summarize that sustainable project management is based on 3 Cs:
commitment, continuity, and continuous improvement.
40
These are explained as follows:
==All project team members and project shareholders need to be involved. They all need to engage in pro-environmental and pro-social activities (commitment).
==An implementation of pro-environmental and pro-social activities in all phases of the project is necessary (continuity).
==Project team members should search for areas of improvement in terms of a negative impact on sustainability in all project phases continuously.
41
Project management is challenging because?
projects are becoming increasingly complex.
42
Incorporating sustainability in project management makes project planning and implementation even more ------------------.
complex.
43
Sabini and Alderman (2021) even speak of a ?
“paradoxical profession […] and a contradicting nature of sustainable project objective” when trying to link projects to sustainability.
44
Overall, sustainable projects require sustainable inputs to plan the numerous activities. Sustainable inputs are?
the sustainable goods required to execute the project;
45
in addition, project team members with a ---------------------- need to be found.
sustainable mindset
46
Furthermore, a sustainable infrastructure should be used by all project team members, e.g., ?
e.g., concerning mobility, furnishing of the premises, and equipment.
47
The table below explains that a sustainability management plan identifies the aspects to consider, but it provides ?
no assistance in determining and defining the necessary course of action to reflect these aspects in the project.
48
Table
49
Table
50
Table
51
In addition, a sustainability management plan identifies?
several possible KPIs that managers should set.
52
While some of the KPIs are difficult to assess, others lack ?
reference points; overall, it is difficult to analyze project benefits.
53
Consequently, the project team needs to have the necessary competences to set up ?
a sustainability management plan and measure project success.
54
The relevance of a project sustainability strategy, as well as the involvement of the project and host organization, is a critical component for?
a successful integration of sustainability into project activities.
55
The project manager faces ?
an unstable environment,
high demands,
new technology,
limited resources,
and a diverse group of stakeholders
56
and a diverse group of stakeholders for which the project managers require competencies, e.g.,?
the “methods, tools, and techniques” to start and support projects
57
The current project management education approaches are?
limited and commonly do not use innovative learning techniques for future practitioners.
58
Moreover, they often cannot develop the agile skills to respond to?
the rapidly changing, often digital, landscape.
59
The competencies of a project manager should be regarded in?
the context of their working environment and the restrictions under which they work.
60
Abilities are all necessary to effectively manage sustainable projects?
Analytical abilities, decision-making abilities, teamwork, delegation, and problem-solving abilities
61
In a research study on the tensions project managers experience in sustainable projects, the managers were found to experience the following tension:
Sustainability typically has a long-term dimension, whereas projects are limited in time.
Furthermore, there are often also organizational barriers, like a lack of institutional support, and they lack control and knowledge over the process.
62
Like many disciplines, project management has been confronted with a growing challenge of how to ?
produce value and adjust to changing circumstances in order to profit in recent years. This necessitates “agility.”
63
The Agile idea can improve?
flexibility, speed, and learning.
64
Agile project management (APM) was developed for use in?
complex and innovative delivery settings, as well as for embracing change, learning during the change process, and contributing to customer value
software environment frameworks.
65
software environment frameworks. It is well suited for?
-complex and innovative delivery settings,
-as well as for embracing change,
-learning during the change process,
- and contributing to customer value
66
Based on agility, initial plans are?
ineffective,
and a more efficient,
evolving,
and iterative procedure is better.
67
APM is characterized by continuous design, flexibility to deal with?
uncertainty,
and ongoing customer engagement,
as well as changes to the project team’s structure
68
------------------is an essential component in sustainable project management.
Agility
69
Agility emphasizes ?
=cooperative work with all project partners,
=builds projects around motivated team members, =promotes face-to-face contact and a sustainable pace,
=and continues to pay attention to quality even late in the development process.
70
Sustainability objectives usually either follow?
SGD7.1.1, which is about providing populations with electricity and only applies to some developing countries.
Elkinson’s triple bottom line or the 17 UN Sustainable Development Goals (SDGs).
71
Elkinson’s triple bottom line or the 17 UN Sustainable Development Goals (SDGs). These interact with each other, and there are?
synergies and trade-offs involved.
72
The triple bottom line and the SGDs are typically higher lever goals, e.g.,?
SGD7.1.1, which is about providing populations with electricity and only applies to some developing countries.
73
To explain this contradiction or trade-off, Sabini and Alderman (2021) refer to the example of?
saving energy as one sustainable objective in project management and installing indoor sensors to monitor the air quality.
74
A main challenge is therefore to phrase the objectives in a way that they meet sustainability requirements entirely (e.g.,?
meeting environmental, social, and economic criteria).
75
In addition, different project stakeholders have different, sometimes conflicting views on ?
sustainability, which makes the implementation of sustainable projects extremely difficult .
76
In the past years, some standards have been developed to help firms set criteria for?
sustainable projects.
77
Sustainability should be integrated into projects to contribute to?
if they address environmental and social aspects, they only do so implicitly (Silvius, 2015, p. 329). When sustainability is integrated into project management, the processes, the project content in the form of project objectives, the intended results, and the deliverables need to be sustainable (Silvius, 2015, p. 329). Popular methods of implementing social sustainability into projects are ISO standards and the PRiSM project management technique with the P5 model.
the long-term development of organizations.
78
The concepts and principles of sustainability need to be represented in?
projects,
project management,
and project standards.
79
Yet, the traditional project management process standards (PMBOK® Guide, PRINCE2®, and ISO 21500) fail to address sustainability issues;
if they address environmental and social aspects, they only do so implicitly.
80
When sustainability is integrated into project management,--------------------------------------------------------------------------------------------------------------------------------------- need to be sustainable.
the processes,
the project content in the form of project objectives,
the intended results,
and the deliverables
81
Popular methods of implementing social sustainability into projects are :
ISO standards
and the(Preferred Reporting Items for Systematic Reviews and Meta-Analyses) PRiSM project management technique with the P5 model.
82
International standards, such as International Organization for Standardization (ISO) standards, guarantee that?
products and services are safe, dependable, and of high quality
.
83
A basic ISO norm which refers to environmental management systems is?
ISO 14001:2004.
84
ISO 14001:2004.
It serves as a framework for improving overall organizational environmental performance.
If projects are used as a method to achieve the organization’s goal and strategy, they must also follow the aspects of this standard
85
Specifically linked to project management, ISO 21500 is?
the smallest common denominator of well-known global project management standards, like PMI, IPMA, and PRINCE2 (ISO 21500:2021), but a detailed discussion of these norms is beyond the scope of the unit.
86
The ISO 21500 norm can be used by?
organizations of any size, no matter whether they are private, public, or communal
87
The norm ISO 21500:2012 Guidance on Project Management describes the key, widely accepted components of ?
project management in a condensed and understandable manner.
88
It gives a good explanation of concepts and processes that are thought to?
constitute acceptable project management practice.
89
Originally published in 2013, a newly revised version, --------------------------------, was released.
ISO 21500:2021
90
Because projects are typically divided into phases, the first dimension relates to project phases (ISO 21500:2021). ISO 21500 distinguishes?
projects in five phases: initiating, planning, implementing, controlling, and closing.
91
In the second dimension, the following topic groups are considered:\
contents,
deadlines,
costs,
resources,
stakeholders,
risks, quality,
procurement,
communication,
and integration.
92
The sub-processes, methods, and tools that are required for?
successful project management are then grouped together in the resulting matrix (ISO 21500:2021).
93
“Projects integrating sustainable methods,” or PRiSM, are based on?
six principles of sustainable change delivery
that are based on the ten principles of the UN Global Compact,
Earth Charter, ISO:2600, and the principle of Corporate Social Responsibility (Green Project Management Organization, 2021).
94
PRiSM is a systematic project management methodology that points out ?
areas of sustainability and incorporates them into core project phases.
95
When these areas are understood and addressed, negative environmental impacts in ?
all types of projects can be reduced while opportunities to manage sustainability and finite resources are optimized.
96
PRiSM develops a framework of considerations based on?
ISO 21500,
ISO 14001,
ISO 26000,
ISO 50001
97
; ISO 9001, focuses on particular areas, and includes?
best practices on how firms can apply sustainability in project management.
98
The GPM P5™ Standard is an adaptation of the sustainability checklist developed as part of?
the 2010 IPMA® Expert Seminar, Survival and Sustainability as Challenges to Projects.
99
It encourages firms to?
collect project processes,
assess their efficiency,
and align them with the firm’s long-term sustainability strategy.
100
The GPM P5™ Standard and PRiSM both rely on ?
business agility
and the firm’s change management ability to create value and achieve sustainable project results
101
The major goal of P5™ is to assess possible positive and negative impacts on sustainability that can be?
studied and given to management to help them make educated decisions and allocate resources effectively.
102
The GPM P5™ standard includes five measurable elements of sustainability. These are defined as follows:
103
2
“People” includes the influence of a project’s actions and outcomes on individuals, society, and communities in terms of sustainability. The category focuses on doing business responsibly and sustaining mutually beneficial relationships with workers, consumers, suppliers, supply chains, and the public (p. 11).
104
3
“Profit” includes how a project’s activities and outcomes affects its stakeholders’ finances. The profit category’s goal is to maximize positive outcomes for as many stakeholders as feasible (p. 34).
105
4
“Process” includes the implications of the project’s processes and actions and outputs on people, the environment, and prosperity as a result of decisions made concerning project management procedures (p. 6).
106
5
“Products” includes the impact of a project activity on the product, e.g., the lifespan of the product and servicing of the product (p. 6).
107
The Green Project Management Organization provides an?
impact analysis and sustainability management plan.
108
The documents and instructions on how to conduct an impact analysis and write a sustainability management plan can be downloaded on the Green Project Management website.
First,
the impact of the 5P’s are assessed using the provided template. This means that two to five KPIs are evaluated in corresponding tables for each of the GPM P5™ elements.
Then, a sustainability management plan (SMP) is prepared, of which the impact analysis is a key component.
109
The SMP is written to assure that ?
the project team members manage a project in a sustainable manner.
110
The template describes:
the methodology,
roles and duties,
budgeting,
and reporting processes,
and serves as a foundation for a project’s sustainability.
111
The SMP aids in achieving the firm’s goals of?
economic growth,
environmental conservation,
and social accountability.
112
Recently, project management has been linked to?
the concept of sustainability.
113
There appears to be a paradox when connecting sustainability with project management, because ?
even in a short-term activity like a project, long-term problems that may not be detected until future generations should be considered.
114
It seems as if the multidimensional sustainability and project goals in the original scope may be?
mutually incompatible.
115
Thus, sustainable projects require a?
paradigm shift:
116
Stakeholders must forgo self-interest in favor of ?
project delivery; however, sustainable project management also involves local and global society, as well as a long-term view that considers the present and future generations.
actions that benefit people and the environment.
117
Traditional project management primarily involves the organization and focuses on?
project delivery;
however, sustainable project management
also involves local and global society,
as well as a long-term view that considers the present and future generations.
118
While sustainability is becoming increasingly important, there are various problems in?
organizational hurdles (such as a lack of institutional support), control, and understanding over the process. In addition, it is difficult for managers to convert higher-level sustainability objectives, e.g., from the Sustainability Development Goals, into lower-level practical indicators.
the project beginning,
preparation,
and planning stages of sustainable projects.
119
During the project’s initiation phase, a sustainability management plan is created to ?
examine and specify the course of action.
120
Yet, managers frequently lack the expertise required to establish sustainable projects. They may also face?
organizational hurdles (such as a lack of institutional support),
control, and understanding over the process.
In addition, it is difficult for managers to convert higher-level sustainability objectives,
e.g., from the Sustainability Development Goals, into lower-level practical indicators.
121
To manage sustainable projects, agility is a ------------ component.
critical
122
Agility stresses:
collaborative work with all project partners, structures projects around motivated team members,
encourages face-to-face interaction and a sustainable pace,
and prioritizes quality even late in the development process.
123
ISO standards (notably ISO 21500) and the PRiSM project management approach with the?
GPM P5TM model,
124
GPM P5TM model, which encompasses?
people, planet, profit, process, and products, are popular techniques of incorporating social sustainability into projects.
