The GPM P5 Standard for Sustainability in

Project Management.

The Presenter
Bassam Samman PMP PSP EVP GPM
Bassam holds a Bachelors Degree in Civil Engineering from
Kuwait University and a Masters Degree in Engineering
Administration from the George Washington University. He
has attended executive management programs at Harvard
Business School (HBS) and London Business School (LBS).
He is a certified Project Management Professional (PMP), a
certified Planning and Scheduling Professional (PSP), Earned
Value Professional (EVP) and Green Project Management
(GPM). He is thoroughly experienced in Project Management
including project control systems, project collaboration and
management information systems, risk management,
construction management, claims management, strategy
execution among others. Bassam has 35 years experience in
Project Management Consultancy and he is the CEO and
Founder of CMCS.

Agenda
1. The Sample Project
2. The Evolution of Sustainable Project Delivery
3. The GPM P5 Standard for Sustainability in
Project Management
4. The Strength of PRiSM

5. PRiSM the Methodology

6. Where does the SMP Impact the project?

The Home Cookie Project

Delivery

Product Breakdown Structure

(PBS)
Chocolate
Chip Cookie

Chocolate
Chips

Dough

Flour

Eggs

Sugar

Butter

Work Breakdown Structure

(WBS)
Chocolate
Chip Cookie

Chocolate
Chips

Dough

Flour

Work Packages
at lowest level of
any branch

Eggs

Beat Eggs
until fluffy

Sugar

Butter

The Evolution of Sustainable

Project Delivery

The P5 Standard for Sustainability in Project

Management

P5 Overview
Five measureable elements to sustainability
Each measured individually and through
Mutual Possession

Planet (Environmental aspect)

People (Social aspect)
Profit (Financial aspect)
Process (Governance aspect)
Product (Technical aspect)

P5 Matrix
Portfolios
Business Case Management
Organizational Commitment & Usage | Standards & Competence | Continuous Improvement

Projects
Product Impacts

Process Impacts

Objectives & Efforts | Lifespan & Servicing

Maturity and Efficiency

Environmental
(Planet)

Society
(People)
Labor Practices
& Decent Work

Society and
Customers

Human Rights

Ethical Behavior

Community
Support

NonDiscrimination

Job/
Unemployment

Freedom of
Association

Investment
and
Procurement
Practices

Public Policy/
Compliance

Child Labor

Bribery and
Corruption

Forced or
Compulsory
Labor

AntiCompetitive
Behavior

Employment
Labor/
Management
Relations
Health and
Safety
Training and
Education
Organizational
Learning
Diversity and
Equal
Opportunity
Trained
Professional
Emigration

Customer Health
and Safety
Market
Communications
and Advertising
Customer
Privacy
Cultural Impact

Transport

Energy

Water

Economic
(Profit)
Waste

Recycling
Practices
Digital
Communicati
on

Energy Used
Clean Energy
Return

Traveling
Transport

Renewable
Energy

Water
Quality
Water
Consumption
Water
Displacement

End of life
disposal/
reusability
Waste
Disposal
Co2
emissions
Air Quality

The GPM P5 Standard

For Sustainable Project Management
(With Portfolio inclusions)

Noise
Pollution
Good
Neighbor

Materials and
Procurement

Return on
Investment

Business Agility

Materials
used by
weight or
volume

Benefit Cost
Ratio

Flexibility/
Optionality
in the
project

Recycled
input
Materials
Sustainable
Procurement
Practices

Direct Financial
Benefits
Sustainable
Return on
Investment
Net Present
Value

Increased
Business
Flexibility

Economic
Stimulation

Local Economic
Impact
Sustainable
Profitability
/Indirect
Benefits

How to Perform the Analysis

Product Impacts
&
Process Impacts

What is a Project Process?

According to ISO 21500, A process is a set of interrelated activities. Processes
used in projects are generally categorized into three major types:

Project management processes, which are specific to project management and determine how the activities
selected for the project are managed;

Delivery processes, which are not unique to project management, which result in the specification and
provision of a particular product, service or result, and which vary depending on the particular project
deliverable;

Support processes, which are not unique to project management and which provide relevant and valuable
support to product and project management processes in such disciplines as logistics, finance, accounting and
safety.

12

What is a product?
A "product" defined to be any tangible or intangible
service, good(s), change, resource, business result or
outcome undertaken by an organization using the project
management processes as the method to create, update,
expand, maintain and eventually dispose of the products,
with the objective to use the "product" to provide future
benefit to the organization. "

13

LEED Scorecard

P5 and the Social Bottom Line

Labor Practices and Decent Work
Employment
Labor Management Relations
Health and Safety
Training and Education
Organizational Learning

Diversity and Equal Opportunity

Trained Professional Emigration

15

P5 and the Social Bottom Line

Society and Customers
Community Support
Public Policy/ Compliance
Customer Health and Safety
Products Labeling and Services Labeling
Market Communications and Advertising

Customer Privacy

16

P5 and the Social Bottom Line

Human Rights
Non Discrimination
Freedom of Association
Child Labor
Forced or Compulsory Behavior

17

P5 and the Social Bottom Line

Ethical Behavior
Investment and Procurement Practices
Bribery and Corruption
Anti-Competitive Behavior

18

P5 and the Environmental

Bottom Line
Transport
Local Procurement
Digital Communication
Traveling

19

P5 and the Environmental

Bottom Line
Energy
Energy Used (Consumed)
Emission / Co2
Clean Energy Return

20

P5 and the Environmental

Bottom Line
Water
Water Quality
Water Quantity
Water Consumption
Water Displacement

21

P5 and the Environmental

Bottom Line
Waste
Recycling
Disposal
Reusability
Incorporated Energy
Waste

22

P5 and the Financial Bottom

Line
Return on Investment
Direct Financial Benefits
Benefit Cost Ratio
External Rate of Return
Internal Rate of Return
Net Present Value

23

P5 and the Financial Bottom

Line
Business Agility
Flexibility / Optionality in the Project
Increased Business Flexibility
Economic Stimulation
Local Economic Impact
Indirect Benefits

24

The Strength of PRiSM

The project methodology/approach that was designed
to align with ISO 26000, 21500, 14001, 9000, 50001 the
UNGC Ten Principles, and The GRI G4 Framework for
Sustainability Reporting.

Compared with the GRI and

UNGC
Categories, Sub Categories and Elements
Economic
Sustainability

Return on Investment
Business Agility

Project Product and Process Impacts

Transport

Environmental
Sustainability

Water
Energy

Waste

Labor Practices

GRI G4 Element Alignment

Direct financial Benefits

Net Present Value
Flexibility/ Optionality in the Project
Increased business flexibility
Local Economic Impact
Indirect Benefits
Local Procurement
Digital Communication
Traveling
Transport

Economic Performance

Water Consumption

Water

Water Table impact (Quality/Quantity)

Energy Used
Clean Energy Return
Emission / Co2 from Energy Used
Recycling
Disposal
Reusability
Incorporated energy
Waste

Market Presence
Indirect Economic Impacts
Procurement Practices

Society and Customers

Ethical Behavior

www.greenprojectmanagement.org

Businesses Should Encourage the development and

diffusion of environmentally friendly technologies

Transport

Energy
Emissions

Businesses should undertake initiatives to promote

greater environmental responsibility

Businesses should support a precautionary approach

to environmental challenges
Undertake initiatives to promote greater
environmental responsibility

Employment

Employment

Labor/ Management Relations

Health and Safety
Training and Education
Organizational Learning
Diversity and Equal Opportunity

Labor / Management Relations

Occupational Health and Safety
Training and Education

Businesses should uphold the elimination of all forms of

forced and compulsory labour

Diversity and Equal Opportunity

Non-Discrimination

Equal Remuneration for Men and Women

Freedom of Association

Freedom of Association and Collective

Bargaining

Child Labor

Child Labor

Human Rights
Social Sustainability

UN Global Compact Ten Principles

Forced and Compulsory Labor

Forced and Compulsory Labor

Community Support
Public Policy/ Compliance
Customer Health and Safety
Products and Services Labeling
Market Communications and Advertising
Customer Privacy
Investment and Procurement Practices
Bribery and Corruption

Local Communities
Compliance
Customer Health and Safety
Products and Services Labeling
Market Communications
Customer Privacy

Anti-Competition Behavior

Anti-Competition Behavior

Supplier Environmental Assessments

Anti-Corruption

Copyright 2012-13 GPM Global

Copyright GPM 2009-2013

Businesses should uphold the freedom of association

and the effective recognition of the right to
collective bargaining. Businesses should uphold the
elimination of discrimination in respect of
employment and occupation

Businesses should uphold the effective abolition of

child labour
Businesses should make sure they are not complicit
in human rights abuses

Businesses should support and respect the

protection of internationally proclaimed human
rights. Businesses should work against corruption in
all its forms, including extortion and bribery.

Global Reporting Initiative (GRI)

Pioneering nonprofit propose a

framework for sustainability reporting.
Companies use this report to inform its
shareholders and consumers through
their performance of economic, social
and environmental
Learn more at www.globalreporting.org

The United Nations Global Compact

The Ten Principles
The UN Global Compact's ten
principles in the areas of human
rights, labour, the environment and
anti-corruption enjoy universal
consensus and are derived from:
The Universal Declaration of Human Rights
The International Labor Organization's Declaration on
Fundamental Principles and Rights at Work
The Rio Declaration on Environment and
Development
The United Nations Convention Against Corruption

28

PRiSM - The Methodology

Integration

Sustainability

Project Management

Project Lifecycle High Level

Initiate
identify
options and
consider
viability

Plan
produce plans

Implement
implement the
plans

Handover and
Closeout

handover the
outputs

PRiSM Flow
Review Lessons
Learned from
Previous
Projects

Project
Mandate

Reconcile With
Organizational
Systems

Perform High
Level Costing
Analysis

Perform P5
Impact Analysis

Phase Review

Go/No Go
Yes

Workflow

No

Select
Project Planning
Team

Project Initiation

Pre-Project

Select
Project
Sponsor&
Project Manager

Yes

Go/No Go

Draft Business
Case

Define and
Section off
Sustainability
Risks and
Opportunities

Quality Management System (QMS)

Sustainability Management System (SMS)
Environmental Management System (EMS)
Energy Management System (EnMS)
Asset Management System (AMS)
Risk Management System (RMS)
Occupational Health and Safety (OHSMS)
Procurement Management System
(Others as available)

Lessons Learned
Documented

Finalized
Business Case

Obtain Sign Off

Close Project
Draft
Sustainability
Management
Plan

Business Case
Updated

No

Step/Process

Phase Connector

Proceed to
Planning

End Initative

Formalize
Project
Team

Review Business
Case and Define
Scope

Define
Sustainable
Quality
Components

Product
Breakdown
Structure
(PBS) Developed

Calibrate
Estimators and
Duration of
Activities

Compile Project
Management
Plan Documents

Perform Risk
Assessment

Review Plan and

Go Forward
Strategy

Go/No Go

Document

Yes

Project Planning

Draft Benefits
Management
Plan

Perform
Stakeholder
Analysis

Setup Project
Controls
And
Measurements

Work Breakdown
Structure
(WBS) Developed

Create
Stakeholder
Register

Define/
Sequence
Work Activities

Review/
Validate
Resource
Requirements

Sustainability
Management
Plan Refined

Obtain Sign Off

Lessons Learned
Documented

Cost Management Plan

Quality Plan
Procurement Plan
Communications Plan
Resource Allocation and Management Plan
Risk Management Plan
Sustainability Management Plan
Benefits Management Plan

Responsibility
Assignment
Matrix
Established

Organizational
Breakdown
Structure (OBS)
Developed

Begin / End

No

Close Project

Proceed to
Implementing

Decision

No
No

Project Implementing

Perform
Requirements
Management
and Score P5

Produce Work
Package Reports
Establish Phase
Plan Milestones

Issue Work
Packages

Update
Issue and Risk
Registers

Perform Change
Control

Perform P5
Scoring

Distribute to
Stakeholders (per
Communications
Plan)

Proceed to
Closure

Gain Work
Package
Acceptance

Last Work
Package of
Phase?

Updated Project
Management
Plan Documents

Updated
Sustainability
Management
Plan

Submit Phase
Report and Gain
Sign Off

Sub Process

Last Work
Phase?

Yes

Plan Project
Closure

Perform Closing
Out Activities

Facilitate
Acceptance and
Adoption

Review Asset
Change/Update
and End of Life
Plans

Produce End of
Project Report
and GRI
Materiality Report

Acceptance/
Adoption/
Integration

Distribute
Lessons
Learned to
PMO

Request Formal
Closure

Project Closed

Release Project
Team

Post-Project

Project Closure

Submit
Report to
Stakeholders

Review and Close

Issue and Risk
Registers

Review Final
Milestones

Business Function

Direct Project
Work

Yes

Manage Risks
and Issues

Updated
Sustainability
Management
Plan

Perform Work
Package Review
Updated
Management
Plans

Review Asset/Change
Integration and
Product Lifespan and
Servicing

Post Project Review

End
Benefits Realized

Legend

Project Management Function

Sustainability Integrated PM Function

This work is licensed under a Creative Commons AttributionNonCommercial-NoDerivatives 4.0 International License.
For Customization, contact us at standards@greenprojectmanagement.org

www.greenprojectmanagement.org

Release 5.0

31

The PRiSM Pre-Project Phase

The project mandate is provided by the
commissioning organization (corporate or
program management) and can vary in form
from a verbal instruction to a well-defined and
justified project definition.
Nothing should be done until foundational
information needed to make decisions about
the commissioning of the project is defined.
During the Pre-Project Phase, if the Business
Case for the project should be in (at least) draft
form.
Determination to proceed with or abandon a
plan or project. In quality control, 'go' denotes
that a product conforms to the specifications;
when it does not, it is 'no go.

PRiSM Project Initiation

33

P5 Impact Analysis Using P5

Impact Matrix

P5 Impact Worksheet

People

Product

Project Name
Project Manager

Planet

Profit

Labour practices & decent work

Human Rights

Society & Customers Ethical behaviour Materials and Procurement

Energy

Transport

Waste

ROI

Future Options

Business Agility

Labour practices & decent work

Human Rights

Society & Customers Ethical behaviour Materials and Procurement

Energy

Transport

Waste

ROI

Future Options

Business Agility

Goals and Effects

1
2
3
4
Deliverables
1
2
3
4

Process
Project Process
1
2
3
Project Resources
1
2
3
4

What is included in an SMP

Table of Contents
Document Control
Version History and recipients list
Purpose
A brief on what the document is
Executive Summary or Brief
An outline of the sustainability factors in the project
List Project Sustainability Objectives
Derived from the P5 Impact Analysis
Outline Key Measures and Performance Indicators (Qualitative and Quantitative)
The P5 Impact Assessment Score (and updates)
Scope Exclusions
Sustainability Reviews and Reporting
Checklist

Project Sustainability Objectives

Sustainability objectives are taken from the P5 analysis. Anything that

needs to be improved upon is included.

P5 Impact Assessment
A summary of the planned environmental impact and steps that will be taken
to decrease the effects or increase the opportunities identified

PRiSM Project Planning

38

PRiSM Project Implementing

39

Perform P5 Scoring

PRiSM Project Closure

41

Post Project Phase

IMPORTANT!!!!!!!
Work with the organization to ensure that the
end resulting product/asset/change is able to
be adopted, integrated and produce benefits.

42

What We Have Covered

1. The Sample Project
2. The Evolution of Sustainable Project Delivery
3. The GPM P5 Standard for Sustainability in
Project Management
4. The Strength of PRiSM

5. PRiSM the Methodology

6. Where does the SMP Impact the project?

Q&A