environmental project management methodology

Environmental Project Management: Strategies & Tips

Editorial Team

Businesses are now focusing on sustainability and responsible practices in their projects. This helps them make more profit, get along better with others, and follow rules. It makes businesses look ahead and see the value of caring for the environment.

It’s important to think about environmental risks early when planning projects. This avoids future problems and extra costs. By focusing on sustainability, companies can use less, recycle more, and be kinder to our planet. points

Sustainable projects make a company look good. They attract customers, employees, and investors who care about the environment. These efforts also help local communities grow by supporting small businesses.

Project managers must handle both internal and external factors throughout a project’s life. This includes everything from the team’s skills to the conditions of the market and culture. Such considerations ensure a project runs smoothly from start to finish.

The goal of sustainable project management is to benefit the environment, economy, and society. Projects focus on using fewer resources and promoting diversity. Training employees and keeping budgets in check also contribute to a project’s success.

By following these green practices, businesses not only increase their value but also help society. They show their support for the environment, care for stakeholders, and follow necessary regulations. This sets the stage for a greener future.

The Imperative for Sustainable Project Management

Today, people are more aware of environmental issues and social needs. This awareness makes sustainable project management a top priority for organizations. Businesses understand that adding sustainability into project management is ethical. It’s also essential for making profits in the long run and keeping good relationships with stakeholders.

Sustainable project management means including care for the environment, social responsibility, and ethical rules in projects. When project managers think about environmental and social risks early, they can solve potential problems more easily. This boosts the organization’s image and ensures it meets regulations.

There is solid data backing the need for sustainable project management. Research has shown that projects which incorporate sustainability are often more successful. Also, projects that lower energy use make a positive difference to the environment. Engaging stakeholders is key in projects that look into the effects on the environment.

When we compare projects with and without plans for using resources wisely, the difference is clear. Projects that follow sustainable methods create less waste. Making it a point to hire locally and buy local goods helps the local economy thrive.

Certifications like ISO 14001 and LEED are important in showing a commitment to protecting the environment. Using advanced technology like AI, IoT, and data analytics in projects helps reduce harm to the environment. This technology also makes projects more efficient.

Projects that incorporate sustainability do better economically and benefit the community more. These projects often report better results on key measures such as environmental and social impact. This highlights the value of having clear goals for sustainability and tracking them.

Managing projects sustainably also involves following rules and guidelines on sustainability. This ensures that projects don’t negatively affect the environment or society.

Incorporating Sustainability into Project Management

Nowadays, sustainability is crucial for businesses. Project managers must include sustainability in every project stage. This helps meet consumer needs, improves reputation, and brings economic benefits.

At project start, defining sustainability goals is key. Managers should assess environmental impacts and include stakeholder views. This ensures goals match the company’s vision.

During planning, sustainability shapes many decisions. It affects risk management, procurement practices, and use of resources. Making eco-friendly choices reduces environmental impact.

In the execution phase, it’s time for action. Managers adopt practices like recycling and using green materials. These steps lower the carbon footprint and cut costs.

When a project ends, evaluating its green impact is crucial. Tracking metrics shows how much the environment benefitted. These insights help improve future projects.

Sustainability leads to success in three areas: profit, planet, and people. It saves resources, builds better community ties, and boosts a brand’s image. Innovation from sustainability also attracts eco-conscious people and sparks new efficient processes.

Bringing sustainability into projects isn’t easy. Challenges include resistance to change and initial costs. Yet, with a dedicated team and the right tools, these obstacles can be overcome. Tools like LEED and ISO 14001 certifications help.

Measuring sustainability focuses on saving costs, satisfying stakeholders, and lessening environmental harm. Monitoring factors like carbon and waste reduction marks success. These indicators show the project’s green achievements.

Future technology will enhance sustainability tracking. AI and Big Data will help project managers make better decisions. This tech promises even greater sustainable results for projects.

The Role of CSR in Project Management

Corporate Social Responsibility (CSR) is key in sustainable project management. It aligns a company’s values with societal expectations. Through CSR, businesses can positively impact the environment, communities, and stakeholders while meeting project goals .

Studies show consumers favor companies that care about ethics and community involvement. 87% of Americans prefer products from companies matching their values. More than half are willing to pay more for products from socially responsible companies.

Millennials especially value brands that are authentic, ethical, and give back to the community. CSR helps organizations draw in and keep customers. It also gives them an edge over competitors.

CSR boosts employee morale and productivity. Engaged workers are 17% more productive and much more committed. Yet, disengaged workers cost companies up to $550 billion a year.

Companies with CSR initiatives often get recognized as better brands. A study in the Journal of Consumer Psychology supports this. The Boston Consulting Group found that eco and socially conscious companies have an 11% higher valuation than others.

Big companies like Starbucks, Home Depot, and General Motors have set bold CSR goals. Starbucks aims to cut its carbon, water, and waste footprints by half by 2030. Home Depot is working towards 100% renewable energy use by 2030 and supports extensive employee training. General Motors received an award for its commitment to renewable energy and community support.

Organizations aim to be seen as responsible by reputable publications. Companies like Hewlett-Packard, Accenture, and Hasbro are praised for their positive corporate actions. They are noted for good employee treatment, eco-friendliness, human rights respect, and ethical governance.

In the realm of CSR, the UK, European Union, and USA are leaders. However, developing countries still face challenges, like corruption and transparency issues. Organizations like UNIDO and the World Bank push for CSR to achieve balance in economic, social, and environmental areas.

During crises like COVID-19, CSR becomes even more critical. Companies step up to help communities face challenges. They also play key roles in disaster relief efforts, such as during the Asian Tsunami and the Ebola outbreak in Africa.

As societal norms change, companies must update their CSR approaches. The World Bank offers guidance to help developing countries with their CSR efforts. Governments worldwide are also encouraging CSR to ensure positive impacts on economy, society, and environment.

Project Environment Analysis: Concept, Factors, and Tips

Project environment analysis is crucial in project management. It helps understand internal and external factors affecting success. This understanding lets managers identify risks, better plan, and make informed choices.

Internal factors have a big impact on a project. These include the structure and culture of the organization, its people, and technology. Knowing how these elements work together is key to allocating resources and making decisions.

External factors are also important. They cover political, economic, sociocultural, technological, legal, and environmental aspects. Changes in the economy, for example, can change funding and costs. Managers need to stay aware and adjust plans as needed.

Technology changes fast, affecting projects. Managers must keep up with new technology that could benefit their project. This way, they can improve project efficiency and outcomes.

Considering the people involved is vital too. Creating a safe space for team members encourages sharing ideas and concerns. This improves teamwork, innovation, and project results.

It’s also important to include everyone in decision-making. Listening to diverse perspectives leads to better solutions and boosts morale.

Factors to Consider in Project Environment Analysis:

• Internal factors: organizational structure, culture, human resources, and technology
• External factors: political, economic, sociocultural, technological, legal, and environmental aspects
• Market volatility and economic fluctuations
• Rapid advancements in technology
• Psychological safety
• Inclusive decision-making

All these factors are key for a detailed project environment analysis. With a thorough analysis, managers can reduce risks and make projects more effective. Adopting sustainable practices and aligning with organizational goals boosts overall success.

We’ll look at CSR’s role in project management next. Integrating CSR initiatives can lead to sustainable project practices. It benefits the environment, society, and business.

Internal Project Environment Factors

Managing a project means looking at what can affect its success. This includes the organizational structure , organizational culture , and other internal things. These shape how the project will go.

The organizational structure is key. It shows who makes decisions and how those decisions are communicated. A good structure makes it easier to work together and use resources well. But, a bad structure can slow things down and make it hard to change when needed.

The organizational culture is also crucial. It’s about the values and habits in the workplace. If the culture is good, it helps teams work better together, be creative, and adjust to changes. A bad culture can stop progress and make it hard for people to work together.

Other important things include existing project management software , product standards , quality standards , resource availability , risk tolerance , project stakeholders , and organizational stakeholders . These can all change how a project turns out.

Project managers need to think about these internal factors. Doing this helps make the project more likely to succeed. The right setup, a good culture, and handling internal aspects well are key for a project’s planning, doing, and overseeing.

External Project Environment Factors

Many factors can impact a project’s success. One key area is the external project environment . This includes microenvironment and macroenvironment factors.

Microenvironment Factors

Microenvironment factors involve stakeholders close to the project. This group has consumers, suppliers, agencies, financial institutions, competitors, and the public. They play a role in how the project turns out.

Macroenvironment Factors

Macroenvironment factors, however, are more extensive. They cover areas like demographics, market trends, technology, politics, the natural environment, and culture. Understanding these helps project managers work better with external conditions.

• Demographic factors: These look at population size, growth, age, income, and more.
• Market factors: Considerations include market status, inflation, income changes, buying behavior, and consumer habits.
• Technology advancements: Tech progress is key to efficiency, updating, and innovation in projects.
• Political environment: This includes laws, regulations, and policies impacting the project.
• Nature factors: The availability of natural resources and energy cost changes can affect a project.
• Culture: Community culture, values, beliefs, and experiences can sway a project’s reception.

Project managers must watch these external factors closely. It helps them foresee risks, find opportunities, and achieve project success.

Project Environment and the Project Management Life Cycle

The project environment is key in all phases of the project management life cycle. It includes everything from start to finish. Project managers look at internal and external elements that might affect the project’s success. Knowing and managing these elements well is crucial for facing challenges, using opportunities, and achieving goals.

At the start, project managers review the project’s goals. They match them with the organization’s aims. This step involves looking at different factors like politics, economy, society, technology, laws, and the environment. They use a PESTLE analysis for this. It helps them see how outside forces might change the project. They also spot possible risks and chances.

When planning, the project environment becomes part of the budget, schedule, and risk plan. Economic issues, like available funds and inflation, are crucial. They ensure the project is financially sound. Social aspects, like community norms and who lives there, guide how to talk and connect with people. Technology updates might change how the project goes. They could lead to adjusting resources or how things are done.

In the execution phase, the project environment affects many decisions. It guides where to put resources, buying, and what equipment is needed. For example, in areas where natural disasters happen often, the team might need extra plans or resources. The environment also influences how the project is tracked and adjusted. Project managers keep an eye on the progress. They change plans if needed to stay on target.

The end of the project focuses on reviewing and final approval. It’s also about learning from the process. The project environment affects this phase too. Managers look at what was achieved and compare it against the start goals. Learning from what happened is key for improving future projects.

The project environment and management cycle are deeply connected. Managers must always watch and adjust to what’s happening around the project. Doing this well helps teams overcome uncertainties, find opportunities, and reach success.

Project Environment Example

Let’s look at real-life examples to understand project management better. A highway extension project shows how various factors affect the project environment. It highlights the importance of different elements that influence project management.

Political factors play a key role in such projects. They need local authorities’ approvals and must follow regulations. Economic aspects are also important. This includes looking at costs, funds, passenger numbers, and expected income to make sure the project is financially sound.

Sociological elements are crucial too. They involve understanding social and cultural aspects. Considering language and dietary needs is also essential.

Technology is important in the highway project. It involves using new technologies, meeting technical standards, and ensuring a great user experience. These factors are critical for success.

Ecology matters a lot in these projects. The project’s environmental impact must be assessed carefully. Following environmental guidelines and handling hazards, like unexploded ordnance, is necessary.

The project must also meet legal standards. This includes following national laws, technical requirements, and data protection rules. Legal compliance ensures the project runs smoothly.

Addressing these environmental factors helps manage risks and seize opportunities. A good understanding of the project environment is key. It allows for better decisions and effective planning.

The highway extension project example shows the challenges project managers face. It underscores the need for thorough analysis for successful project management.

Environmental Project Management Methodology

• First Online: 23 April 2016

Cite this chapter

• Ebenezer A. Sholarin 6 &
• Joseph L. Awange 7  

Part of the book series: Environmental Science and Engineering ((ENVSCIENCE))

2119 Accesses

2 Citations

Project management is a set of tools and templates designed to help the project management practitioner and to provide consistency of process. It is a methodology that defines the processes, responsibilities, and workflows needed to achieve an objective. Each project or initiative undertaken is unique in its constraints and issues. The information contained within the methodology should be adapted to a particular situation. Based on this premise, Project Management Body of Knowledge (PMBoK) and Projects IN Controlled Environment, version 2 (PRINCE 2) should not be considered as a methodology, but rather as a guide, which should be tailored to suit organisation’s own internal project management methodology.

Operations keeps the light on, strategy provides a light at the end of the tunnel, but project management is the train engine that moves the organisation forward —Joy Gumz

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Subscribe and save.

• Get 10 units per month
• Download Article/Chapter or eBook
• 1 Unit = 1 Article or 1 Chapter
• Cancel anytime
• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info
• Durable hardcover edition

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Allianz (2014) Working in a global matrix organisation. www.agcs.allianz.com . Accessed 23 Sep 2014

Awange JL, Kiema JBK (2013) Environmental geoinformatics, monitoring and management. Solving algebraic computational problems in geodesy and geoinformatics. Springer, Berlin, Springer, Berlin

Book   Google Scholar  

Baccarini D (1999) History of project management. Curtin University of Technology, New South Wales

Google Scholar  

Badiru AB (2008) Industrial project management: concepts, tools and techniques. CRC Press, Boca Raton

Badiru AB (2010) The many languages of sustainability: IEs should push for better resource utilization across all fields. J Ind Eng 42(11):30–34

Badiru AB (2012) Project management: systems, principles and applications. Taylor and Francis Group, CRC Press, Boca Raton

Badiru AB, Osisanya SO (2013) Project management for the oil and gas industry: a world system approach. CRC Press, Boca Raton, Business & Economics 781 p

Bagheri A, Hjorth P (2007) Planning for sustainable development: a paradigm shift towards a process-based approach. J Sustain Dev 15(2):83–89

Article   Google Scholar  

Belbin RM (1993) Team roles at work. Butterworth, Oxford

Boddy D, Buchanan D (1992) Take the lead: interpersonal skills for project managers. Prentice Hall, London

Britannica (2014). http://www.britannica.com/ Accessed 30 Mar 2014

Brundtland GH (1987) Our common future. Oxford University Press, Oxford

Burke R, Barron S (2014) Project management leadership: building creative teams. Wiley, New York 384 p

Butler CJ, Chinowsky PS (2006) Emotional intelligence and leadership behaviour in construction executives. J Manage Eng 22(3):119–125

Carson R (1962) Silent spring. Houghton Miflin, Boston

Clemen RT (1991) Making hard decisions. PWS-Kent Publishing Company, Boston

Crawford L (2007) Global body of project management knowledge and standards. In: Morris G, Pinto J (eds) The Wiley guide to managing projects. Wiley, New York

Diesendorf M (2000) Sustainability and sustainable development. In: Dunphy D, Benveniste J, Griffiths A, Sutton P (eds) Sustainability: the corporate challenge of the 21st century. Allen and Unwin, Sydney, pp 19–37

Dyllick T, Hockerts K (2002) Beyond the business case for corporate sustainability. Bus Strategy Environ 11:130–141. doi: 10.1002/bse.323

Environmentalism (n.d.) In: American Heritage Dictionary (online). http://ahdictionary.com/word/search.html?q=environmentalism . Accessed 28 Aug 2014

Epstein MJ (2008) Making sustainability work: best practices in managing and measuring corporate social, environmental, and economic impacts. Berrett-Koehler Publishers Inc, San Francisco

Fleming QW, Koppelman JM (2000) Earned value project management, 2nd edn. Project Management Institute, Upper Dalby

Gareis R, Huemann M, Martinuzzi A (2010) Relating sustainable development and project management: a conceptual model. In: Paper presented at the PMI Research and education conference. New York

Glenn JC, Gordon TJ (1998) State of the future: issues and opportunities. American council for the United Nations University, Washington

Grinnell SK, Apple HP (1975) When two bosses are better than one. Mach Des, pp 84–87

Harrison FL, Lock D (2004) Advanced project management: a structured approach. Gower Publishing Ltd, Guildford, Business & Economics 315 p

Holliday C (2001) Sustainable growth, the Dupont way. Harv Bus Rev 79:129–134

Hulett D (2012) Integrated cost-schedule risk analysis. Gower Publishing Ltd, Guildford, Business & Economics 240 p

ISO, TMB (2009) ISO 31000:2009, risk management - principles and guidelines. Multiple, distributed through American National Standards Institute (ANSI) (Reprint)

ISO (2012) International Organization for Standardization. [Geneva: ISO.]. ISO, 21500, 2012

Jaafari A (2007) Thinking of sustainability as a dimension of managerial competency. PM World Today 9(9)

Kahneman D, Tversky A (1979) Prospect theory: an analysis of decision under risk. Econometrica 47:263–291

Kerzner H (1982) Project management for executives. Van Nostrand Reinhold Company Inc., New York 716 p

Kerzner H (2004) Advanced project management: best practices on implementation. Wiley, New York 847 p

Kerzner H (2010) Project management: systems approach to planning, scheduling, and controlling, 11th edn. Wiley, Hoboken

Kipling R (1902) I keep six honest serving men. In: Kipling R (ed) The elephant’s child (Just so stories). www.kipling.org.uk/poems_serving.htm . Accessed 19 Dec 2013

Labuschagne C, Brent AC (2004) Sustainable project life cycle management: aligning project management methodologies with the principles of sustainable development. In: Paper presented at the PMSA International Conference, Johannesburg, South Africa

Lock D (2007) Project management, 9th edn. Gower Publishing Limited, Aldershot

Marler T (1994) Introduction to oil and gas project management. PennWell Publishing Company, Oklahoma

Meadows DH, Meadows DL, Randers J, Bedhrens WW III (1972) The limits to growth: a report for the club of Rome’s project on the predicament of mankind. Universe Books, New York

Muller R, Turner JR (2012) Project-oriented leadership. Gower Publishing, Aldershot Ltd, Business & Economics 110 p

Munier N (2005) Introduction to sustainability: road to a better future. Springer, Berlin

NORSOK (2002) Norsok S-012 Health, safety and environment (HSE) in Construction-Related Activities (Rev 2, Aug 2002), Multiple. Distributed through Standard.no (Reprint)

Northouse PG (2007) Leadership theory and practice, 3rd edn. Sage, Thousand Oaks

Petts J, Eduljee G (1994) Environmental impact assessment for waste treatment and disposal facilities. John Wiley, Chichester 342 p

PMI (2013) A guide to the project management body of knowledge (PMBOK guide), 5th edn. Project Management Institute, Newtown Square

Pochron RS (2009) A leadership journey: personal reflections from the school of hard knocks. Integr Rev 5(2):265–272

Pope J, Annandale D, Morrison-Saunders A (2004) Conceptualising sustainability assessment. Environ Impact Assess Rev 24:595–616. doi: 10.1016/j.eiar.2004.03.001

Robert K-H, Daly H, Hawken P, Holmberg J (1997) A compass for sustainable development. Int J Sustain Dev World Ecol 4:79–92

Sachs JD (2015) The age of sustainable development. Columbia University Press, New York

Schuyler J, Newendorp P (2000) Decision analysis for petroleum exploration, 2nd edn. Planning Press, Aurora

Shenhar AJ, Dvir D (2004) Project management evolution: past history and future research directions. In: Slevin, DP, Cleland, DI, Pinto JK (eds) Innovations: project management research. Project Management Institute, pp 57–64

Sholarin EA (2007) Integrated project management for hydrocarbon portfolio analysis and optimization. J Pet Technol 59:2

Silvius AJG, Tharp J (eds) (2010) Survival and sustainability as challenges for projects. Zurich, Switzerland

Silvius AJG, van den Brink J, Khler A, (2010) The concept of sustainabilityand its application to project management. In: Paper presented at the IPMA international expert seminar 2010 - Survival and sustainability as challenges forprojects. Zurich, Switzerland

Sinek S (2009a) Start with why: how great leaders inspire everyone to take action. Penguin Group, New York 246 p

Sinek S (2009b) Start with why: how great leaders inspire everyone to take action. Penguin Group, New York 246 p

Slater R (2001) Jack Welch, and the GE way. McGraw-Hill, New York, p 29

Thomas IG (2005) Environmental management processes and practices for Australia. The Federation Press, Annandale 360 p

Turner JR (ed) (2009) The handbook of project-based management: leading strategic change in organizations, 3rd edn. McGraw-Hill, New York

UN (1992) Agenda 21: program of action for sustainable development. United Nations, New York

Vaidyanathan G (2013) Project management: process, technology, and practice. Pearson, Upper Saddle River

Wheatley MJ (1999) Leadership and the new science: discovering order in a chaotic world. Berret-Koehler Publishers, San Francisco, Business and economics 197 p

Wideman RM (1991) A framework for project and program management integration, vol 1. The PMBOK handbook series, Project Management Institute, Drexel Hill

Wilson GA, Brant RL (1997) Environmental management: new directions for the twenty-first century. University College London Press, London

WCED (1987) World commission on environment and development: our common future (the Brundtland report). Oxford University Press, Oxford

Download references

Author information

Authors and affiliations.

Petroleum Engineering, Curtin University, Perth, WA, Australia

Ebenezer A. Sholarin

Spatial Sciences, Curtin University, Perth, WA, Australia

Joseph L. Awange

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Ebenezer A. Sholarin .

Rights and permissions

Reprints and permissions

Copyright information

© 2015 Springer International Publishing Switzerland

About this chapter

Sholarin, E.A., Awange, J.L. (2015). Environmental Project Management Methodology. In: Environmental Project Management. Environmental Science and Engineering(). Springer, Cham. https://doi.org/10.1007/978-3-319-27651-9_3

Download citation

DOI : https://doi.org/10.1007/978-3-319-27651-9_3

Published : 23 April 2016

Publisher Name : Springer, Cham

Print ISBN : 978-3-319-27649-6

Online ISBN : 978-3-319-27651-9

eBook Packages : Earth and Environmental Science Earth and Environmental Science (R0)

Share this chapter

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

• DOI: 10.1007/978-3-319-27651-9_3
• Corpus ID: 113652584

Environmental Project Management Methodology

• Ebenezer A. Sholarin , J. Awange
• Published 2015
• Environmental Science

2 Citations

Servitisation through structural adaptation, sustainability adoption in project management practices within a social enterprise case, 35 references, advanced project management: a structured approach, applied project management: best practices on implementation, the handbook of project-based management: leading strategic change in organizations, sustainable project life cycle management : aligning project management methodologies with the principle s of sustainable development, environmental management processes and practices for australia, take the lead: interpersonal skills for project managers, project-oriented leadership, project management for the oil and gas industry: a world system approach, planning for sustainable development: a paradigm shift towards a process-based approach, making sustainability work : best practices in managing and measuring corporate social, environmental and economic impacts, related papers.

Showing 1 through 3 of 0 Related Papers