Embedding Sustainability in Complex Projects: A Pedagogic Practice Simulation Approach

Abstract

Sustainability is focussed on avoiding the long-term depletion of natural resources. Under the terms of a government plan to tackle climate change, a driver for improved sustainability is the cut of greenhouse gas emissions in the UK to almost zero by 2050. With this type of change, new themes are continuously being developed which drive complex projects, such as the development of new power generation methods, which encompass challenging lead times and demanding requirements. Consideration of the implementation of strategies and key concepts, which may engender sustainability within complex projects therefore presents an opportunity for further critical debate, review, and application through a project management lens. Sustainability incorporation in project management has been documented in academic literature, with this emerging field providing new challenges. For example, project management education can provide a holistic base for the inculcation of sustainability factors to a range of industries, including complex projects. Likewise, practitioner interest and approaches to sustainability in project management are being driven by the recently Chartered Association for Project Management (APM). Whilst this body makes a significant contribution to the UK economy across many sectors, it also addresses ongoing sustainability challenges. Therefore, by drawing on research and practitioner developments, the authors argue that by connecting with the next generation through practice simulation approaches, and embedding sustainability issues within project management tools and methods, improved focus on sustainability in complex project management may be achieved.

Homeworking Project Management & Agility as the New Normal in a COVID-19 World

“…Furthermore, the aftermath of the Covid-19 crisis will impact employment in the future as it will result in significant changes in the trends in labour markets and the required skills for the future workers will also shift due to the changing work patterns (Dacre et al, 2019;PwC, 2020). The demand for project managers who have digital skills (Brookes et al, 2020;Hsu et al, 2021), agility skills (Dong et al, 2021), data skills (Kockum & Dacre, 2021), communication skills, and leadership skills (Tite et al, 2021), will be more likely to be required since there is a possibility that organisations will require a more significant number of employees to implement remote working as the new normal.…”