Desarrollo Sostenible y el Gerente de Proyectos

Desarrollo Sostenible y el Gerente de Proyectos

La sostenibilidad es un concepto interesante. Se ha utilizado en el sentido del medio ambiente de nuestro planeta, pero el 20 de marzo de 1987, la Comisión Berundtland de las Naciones Unidas ha utilizado un concepto diferente de la sostenibilidad como parte del concepto de desarrollo sostenible “el desarrollo que busca satisfacer las necesidades de la generación presente sin comprometer la capacidad de las generaciones futuras para satisfacer sus propias necesidades ”

Es curioso ver cómo todavía tenemos un concepto para recordarnos cómo podemos ser mejores personas, para lograr una sociedad mejor. “Sentido común no es acción común,” dice Shawn Achor.

Las personas que participan en los proyectos deben pensar de manera responsable, tomando decisiones que beneficien no sólo a la empresa, sino también a la sociedad y el medio ambiente. Como profesionales de la gestión de proyectos tenemos que mantener el equilibrio entre los tres pilares de la sostenibilidad: Económico, Social y Ambiental en los proyectos.

En este punto y con esta responsabilidad nos vienen muchas preguntas a la mente: ¿Cómo podemos integrar las mejores prácticas de Gestión de Proyectos, Responsabilidad Social, Energía, Medio Ambiente, Calidad, Partes Interesadas, Finanzas, Compras, etc?. Suena confuso. Es una gran cantidad de información y, al final, no es fácil de implementar. Por suerte tenemos a disposición un framework que integra todos estos conceptos es un framework que nos guía hacia la integración de la sostenibilidad en los proyectos.

Como dice Joel Carboni “La sostenibilidad comienza con la Gestión de Proyectos!”

The GPM® Reference Guide to Sustainability in Project Management.

“Con más de 65 años de experiencia combinada en gestión de proyectos, los autores Joel Carboni, Mónica González, y Jeff Hodgkinson crearon un guía de referencia para la gestión de proyectos con las mejores prácticas para la integración de la sostenibilidad con base en la metodología PRiSM.

La creencia de que la Gestión de Proyectos puede conducir – en la práctica, no sólo en teoría – un planeta y una economía sostenible, este libro de 157 páginas, cubre los principales aspectos de la sostenibilidad relacionando las normas internacionales, la nueva norma ISO 21500 sobre Gestión e Orientación de Proyectos, así como la forma de construir un plan de manejo sostenible utilizando el Método GPM® P5 ™ ”

Existe la versión en español. Puedes dar un vistazo a este ebook en:  http://www.greenprojectmanagement.org/the-p5-standard

Y usted? Integra la sostenibilidad en sus proyectos?

Produtos, Projetos e Estratégia. Entrevista Com Ricardo Vargas

Ricardo Vargas

RICARDO VARGAS Especialista em gestão de projetos, riscos e portfólio.

Porque devemos ouvi-lo:

Ricardo Viana Vargas é especialista em gerenciamento de projetos, portfólio e riscos. Foi, nos últimos 15 anos, responsável por mais de 80 projetos de grande porte em diversos países, nas áreas de petróleo, energia, infraestrutura, telecomunicações, informática e finanças, com um portfólio de investimentos gerenciado superior a 18 bilhões de dólares.

Atualmente, é diretor do Grupo de Práticas de Projetos do Escritório de Serviços de Projetos das Nações Unidas (UNOPS, na sigla em inglês) e vive em Copenhagen, na Dinamarca. Seu trabalho tem como foco a melhoria da gestão dos projetos humanitários, de construção da paz e de desenvolvimento de infraestrutura em dezenas de países, como Haiti, Afeganistão, Iraque e Sudão do Sul.

Foi o primeiro voluntário latino-americano a ser eleito para exercer a função de presidente do conselho diretor (Chairman) do Project Management Institute (PMI), maior organização do mundo voltada para a administração de projetos, com cerca de 600 mil membros e profissionais certificados em 175 países.

Ricardo Vargas escreveu doze livros sobre gerenciamento de projetos, publicados em português e inglês, com mais de 250 mil exemplares vendidos mundialmente. Recebeu em 2005 o prêmio PMI Distinguished Award e em 2011 o PMI IS CoP Professional Development Award pela sua contribuição para o desenvolvimento do gerenciamento de projetos. Recebeu também o PMI Professional Development Product of the Year pelo workshop PMDome®, considerado a melhor solução do mundo para o ensino do gerenciamento de projetos.

Conheça mais sobre Ricardo Vargas diretamente no seu website ricardo-vargas.com

Entrevista:

Mirla Ferreira: Olá Ricardo, em linhas gerais muitos responsáveis de empresas não sabem bem “por onde começar”. Qual é a sua opinião?, devemos começar por elaborar a estratégia, os produtos que suportam essa estratégia e os projetos associados? ou pelo contrario, começamos por uma abordagem de criar produtos que preencham uma necessidade do mercado, criamos as estratégias e logo os projetos?

Ricardo Vargas: Na minha visão a estratégia permeia todo o direcionamento. Se vc não tem uma estratégia vc não sabe nem qual projeto escolher. O grande problema das organizações é que pensar estrategicamente é abstrato e nem sempre conclusivo. Aí todos preferem pensar apenas nos projetos. Esse é o desafio permanente.

Mirla Ferreira: Segundo a sua experiencia porque é tão difícil fazer uma boa Gestão de Portfolio. Qual é o maior desafio que as empresas enfrentam nesta área?

Ricardo Vargas: É difícil por causa da falta de estratégia e pela falta de critérios claros. A disputa pelos projetos deixa de ser um assunto técnico focado em critérios claros e passa a ser uma disputa de poder onde quem é mais forte tem os projetos escolhidos…

Mirla Ferreira: Considera que a criação de um PMO na empresa ajudaria a estabelecer o equilibrio necessário entre Produtos, Projetos e Estratégia?

Ricardo Vargas: Depende do PMO. Se for um escritório estratégico de projetos com foco em portfólio sim. Agora se for um PMO operacional esse benefício certamente não é atingido, uma vez que o foco está no cumprimento de prazos e custos.

Mirla Ferreira: Excelente. Muito obrigada pelo seu tempo, Ricardo. Foi um prazer poder conhecer a sua opinião sobre um tema tão interessante como este. Até a próxima!


Ricado Vargas – Critérios de Seleção de Projetos


The Project Management Sustainability Calculator

“Can I see some data to back that up?” and “You can’t manage what you don’t measure.”

If I had a nickel for every time I heard these two sayings, I could at least buy a grande triple latte at Starbucks. (Possibly even a scone.) There are many tools, formulas, and calculators out there to measure sustainability?. Many of which are very good. When it comes to project management however, none quite fit. One challenge is that you can’t dictate a standard for measuring sustainability as it pertains to projects because there are no two that are the same. How then do you quantify the value of integrating sustainable methods to project delivery unless you can set baselines and develop metrics to set targets for improvement?

Our P5 Model looks at the triple bottom line from an integration standpoint. The graphic below illustrates how we correlate a project’s product and process impacts to each triple bottom line category, sub-category, and element. If this table looks familiar, it is because it is an adaptation from the sustainability checklist that was developed at the 2010 IPMA Expert Seminar ‘Survival and Sustainability as Challenges for Projects”. (Silvius 2010)

P5 Integration Graphic

A calculator for projects must have the ability to establish baselines and provide clear metrics that project stakeholders could easily digest and needed to be flexible enough to adapt to what is important to a variety of organizations and project types. Based on feedback from GPMs who are actively using our PRiSM methodology, our training providers, and course participants, we put our collective heads together and have released GPM® Calculator 1.0

Our tool, which we expect to refine and improve on a regular basis, measures the impact products (based on deliverables and objectives), processes and recourses against the eleven categories and three base bottom lines to deliver a six point rating system that can be translated into base scores. The executive dashboard (shown below) shows a simple pie chart that shows direct impact of a single project, while the two line graphs a the botttom show the measure of process and product.

P5 Dashboard

The P5 dashboard displays in real time, nine charts that measure economic, social, and environmental impact that the user defined objectives, deliverables, processess have.

P5 Dashboard

The easy to use interface, uses a six point color coded scale and custom inputs to allow for ease of use and configurability to all project sizes and types.

P5 Impact Sheet

This tool has been made available to our training partners and to our subscribed members. This measurement tool along with our partner Objective World’s xD Sustainability Manager, which uses our PRiSM methodology are just a couple of the ways that we are raising the bar.

Sustainability starts with project management!

The original article was posted in Treading Lightly and tagged with Green Project Management, Sustainabilty in Project Management, Triple Bottome Line, Project Processes, PRiSM

What do you think? Leave a comment!

What does make a project a success?

What does make a project a success?
I recently participated in a relatively small project that demonstrated to be a great success. Everything went so smooth from the beginning and through all phases until the implementation that I asked myself what made this project such a success? Why it was easy to move through the different stages without many issues?

Here the key success factors:

The Sponsor: this person had a profound need to get the problem solved as quickly as possible as the current situation was hurting the business in terms of cost, inefficiency and lack of control. His participation on the project was key as he motivated the Project Manager and the stakeholders to move forward with the selected solution. The sponsor played a very active role, demonstrating clear ownership, helping to drive decisions, defending the project at all times and supporting the Project Manager as needed. As an example, two stakeholders were against the proposed solution because they were not so keen to adapt to the change since they had the feeling of losing control when centralizing the information. The Sponsor stood up emphasizing the benefits this implementation will bring to the business such us reducing the compensation costs and improving customer satisfaction as everyone would have now access to the information allowing the easy identification of booking conflicts right in advance. Moving from templates in Excel to an automated centralized system represented a change that was good handled by training and proper communication. More information about on the Sponsor’s role can be found here.

The Project Manager (PM): this person set the right expectations from the very beginning. The PM sat down with the sponsor and key stakeholders to understand the goals of the project once he received the mandate to work on it. He kept the project scope under control, verifying changes before approving them, looking at the planning and its deviations and getting close communication with the project team and the sponsor. The PM executed continuous follow up on tasks and agreed actions, taking care that everything moves as planned while keeping open communication with the team. He shared good news as well as bad ones, controlling the risks and providing the information needed to reach a decision. Although some issues arose during the project he was able to manage them and get them timely sorted out. When the PM found out that the delivery and installation of the initial server budgeted for the project was going to be delayed for more than three months due to change on priorities, he quickly explored other alternatives with the Infrastructure team, fortunately an unused server was located and made available for the project in a record time and also representing a important reduce in costs.
Once the project was closed, the PM continued monitoring the deliveries to verify the expected benefits were reached while keeping contact with the stakeholders to check on additional needs to be covered which will derive in a new project.

The Project Team: The team was composed of 15 main stakeholders acting also as team members and 3 business owners located across Europe, Middle East Africa, with a Steering Committee of 6 participants. The fact that every team member would benefit of the results delivered by the project, influenced the level of commitment and engagement the team demonstrated along the project. The team motivation also played an important factor on getting things done; every team member had a clear understanding of his responsibilities and knew exactly how he contributed to the project’s objectives. The team was very excited as the project moved forward and they started to see the first results.

The Stakeholders: these people had a clear understanding of what the project intended to solve and the risks of not going ahead with it. They provided clear requirements, constraints and wishes which were properly balanced and covered by specified deliverables. Their level of satisfaction along the project and more importantly once results were achieved, they were in accordance with their initial expectations.

The Project Objectives: the project had clear objectives defined at the early start, describing what the project will deliver and the steps required to achieve them. These objectives were aligned with the organization strategy and agreed by stakeholders. These objectives let keep the project on course. Since requirements are never perfect and something is always required that was not envisioned initially, this project didn’t escape to that. Some stakeholders wanted to adapt the system 100% to the current process at their location; most of the project team stepped in, making sure the project remained aligned with the initial objectives and requirements, understanding the need expressed by those stakeholders and providing an alternative solution that was in sync with the original scope.

The Success Criteria: how success on the project is defined? How do we know the project has been completed? How success will be measured? Answers to these questions were provided at the very beginning of the project during the definition phase, getting the agreement of all stakeholders and assuring the project can deliver the expected results. Once the deliverables were completed they were measured against the success criteria before sign off. And during the project, the temptation to provide a bit more of what the customer was expecting was well controlled by the Project Manager, as that could go in detriment of the project schedule and/or budget. Having said that, those extra requirements were properly documented and kept for future enhancements of the solution.

All of the above contributed to this project’s success. Now we are getting prepared for the second phase of this project, which take in consideration such enhancements and other features discussed during the initial phase but left out of the scope mainly due time constraints. The story continues…

Related Posts:
Have You Ever Succeeded in a Project Without a Sponsor?

Have You Ever Succeeded in a Project Without a Sponsor?

How many times a Project Manager has had the feeling that he/she is the only one interested in keeping a project alive providing results? A Project Manager might deliver the desired results of a project without a Sponsor but that will cost him/her a lot of time, effort, mistakes, frustrations and perhaps also some enemies on the way. The absence or the inappropriate selection of a sponsor is one of the main reasons for a project to fail.

The sponsor role in a project is key for its success. But what’s a sponsor? Why is this role so important?

The sponsor is the person engaged and ultimate accountable for the project, who lives for the project, who will fight against the wind to get the project achieved its goals, who will get hurt if the project fails, who will push to get the resources needed to get the desired results and finally who will ensure the project remains viable and aligned with the company’s vision and strategies.

A Project Manager not only needs to have a sponsor, he/she ultimately needs the “right sponsor” for the project and not just a name to fill in the project organization chart. This is an active role that requires to be filled normally by a Senior Manager, closest to the project, interested on the project’s goals and with the time to dedicate to it. Ideally this person should have knowledge of Project Management practices, understanding not only the scope and outcomes of the project but also all deliverables and the Project Management documents that support it.

Having the right level of commitment from the Sponsor is also very important; the Sponsor should be there when problems/conflicts are originated and/or the Project Manager needs his/her support to move on with the planned activities as blockers are presented on the project development.

On the other hand, the Project Manager may not have all the information about the strategy and the vision of the company; this may cause project’s results getting into a wrong path.

Before accepting any mandate to start working on a project, always asks for a Project Sponsor; this will save you lot of troubles since the beginning and will let you set the right expectations upfront.