Environmental Project Management Methodology

Sholarin, Ebenezer A.; Awange, Joseph

doi:10.1007/978-3-319-27651-9_3

Cited by 5 publications

(4 citation statements)

References 9 publications

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“…Internally, the project structure facilitates the execution of project activities, which are well-defined, interconnected and interdependent with a strict scope, schedule, budget and specifications (Sholarin and Awange, 2015). Thus, the project structure's main objectives include fostering a working environment that delivers significant interactions between the project's members (Belassi and Tukel, 1996; White and Fortune, 2002).…”

Section: Literature Reviewmentioning

confidence: 99%

“…One of the project structure's main objectives is to reduce uncertainty and confusion that typically occurs at different points in a project's lifecycle (Sholarin and Awange, 2015). This study supports the importance of standardising the procedures to create a formal environment for projects, such as a formal process of communication, workflow and information exchange.…”

Section: The Study Findingsmentioning

confidence: 99%

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Servitisation through structural adaptation

Zighan

Alkalha

Bamford

et al. 2021

JSTP

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PurposeThe purpose of this study is to investigate the structural changes needed for project-based organisations (PBOs) to synthesise their project operations and services following the servitisation strategy. It addresses the question of how PBOs should change their organisational structure fitting with service provision strategy.Design/methodology/approachThis study followed an exploratory research method using a single in-depth case with evidence collected from 51 project managers from five different industry sectors: construction, oil and gas, IT, logistics and health careFindingsCapitalising on organisational design theory, it has been found that successfully extending PBOs' outcomes into a system of both project output and extra services requires an adjustment of organisational structure that creates greater value for both companies and customers. This required adjustment has been divided into five main categories: (1) collaboration cross-project and customers; (2) flexible workflow, (3) decentralised decision-making, (4) wide span of control and (5) project governance. However, the findings indicate that success can only be ensured by particular mutually coordinated organisational designs with a suitable balance of products and servicesPractical implicationsThis study presents vital indicators to PBOs practitioners when deploying servitisation within their operational strategy by adjusting the organisation's design.Social implicationsServitisation could add both economic and social values for a diverse set of project stakeholders. However, the sustainability performance of servitisation in servitised project-based organisations is an outcome of reducing the discrepancy between project operation and service provision activities.Originality/valueThis study contributes to the body of knowledge and proposes a structural alteration process in PBOs to help align project operations and service provision activities. It explains how project-based organisations reconfigure their resources to provide services.

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Section: Literature Reviewmentioning

confidence: 99%

Section: The Study Findingsmentioning

confidence: 99%

Servitisation through structural adaptation

Zighan

Alkalha

Bamford

et al. 2021

JSTP

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“…The concept was first developed with focus on incorporating organisation’s environmental policies to that of the green project management processes. Researchers define it as “a model” aimed and designed for project managers to think green through the entire lifecycle of projects and while taking decisions that impacts the human activities towards the wider environment (Sholarin and Awange, 2015). The idea of applying green standards within projects is relatively new concept, as it aims to merge the environmental practices with routine project management methods that have not been studied before (Shah et al , 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

Sustainability adoption in project management practices within a social enterprise case

Shah

Ganji

2019

MEQ

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Purpose The purpose of this paper is to present the preliminary findings on the use of sustainable project management practices within social enterprise projects. The research gaps within this field have proposed the authors to address the challenges rising from lack of sustainable infrastructures in social-based projects both within for-profit and non-profit organisations. On the other side, behavioural needs and sustainable awareness of different stakeholders will be examined. Design/methodology/approach Secondary research consists of conducting a literature review clarifying the existing knowledge of the research topic within the body of literature. The stakeholders’ behavioural needs towards acting and implementing sustainable practices led to the adoption of sustainable practices within projects which are managed across profit and non-profit organisations. Findings The lack of sustainable behaviour and its adoption within organisations is also highlighted. The limitation of the research is the importance of integration of sustainable development (SD) within social projects. Such projects were identified as the drivers towards educating the society towards future generations’ sustainability awareness. However, if the adoption of sustainable practices is well established in some sectors (such as construction), literature tends to demonstrate a lack of information regarding other sectors, especially within social enterprises. Originality/value The novelty of the research is to develop an early understanding regarding linkages between sustainable practices and project management programmes within the social projects. The particular focus is given to corporate social responsibility and the comparative analysis has been made among for-profit and non-profit organisations in terms of SD metrics. The study results would be beneficial to the researchers and practitioners exploring within the same field.

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“…Управљање пројектом може бити дефинисано на два начина: 1) као скуп процеса, техника за ефикасно планирање, организацију и контролу ресурса потребних за имплементирање пројекта и остваривања циљева, као и контролу потенцијалних ризика који могу угрозити реализацију пројекта; и 2) као употребу специфичних алата у функцији реализације пројеката као што су алати за планирање, мониторинг, контролу, оптимизацију ресурса и сл. (Sholarin & Awange, 2015).…”

Section: принципи адаптивног управљања пројектимаunclassified

Одрживо Управљање Пројектима Планирања Адаптације На Климатске Промене

Vranic¹,

Glišović

2019

TEME

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In 2017, the Republic of Serbia ratified the 2015 Paris Agreement on Climate Change.Like other signatories to the agreement, Serbia is legally obliged to fulfill the agreed goals. By accepting the Strategy and the Law on Climate Change, a strategic and legal framework will be created for starting activities in the field of climate change adaptation in Serbia. Certainly, in order to begin this process, for an efficient implementation of the adaptation Program, it is necessary to establish an appropriate management system and to select the most appropriate planning approaches that will contribute sustainability of the adaptation process itself. In thatsense, the subject of this paper is to look at the basic approaches to adaptation planning and the characteristics of adaptive project management as potentially the most appropriate management model when it comes to adaptation to climate change.

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Environmental Project Management Methodology

Cited by 5 publications

References 9 publications

Servitisation through structural adaptation

Servitisation through structural adaptation

Sustainability adoption in project management practices within a social enterprise case

Одрживо Управљање Пројектима Планирања Адаптације На Климатске Промене

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