(in alphabetical order)
Director of Engineering and Environmental Initiatives, McBains Cooper-UK
The characteristics of the build environment are vital to the achievement of sustainability objectives, such as cutting greenhouse gas emissions, reducing pollution, preserving cohesive and inclusive communities, and a prosperous and secure economy. The elements of climate change and energy, resources, business, buildings, ecology, transport and movement, and place making are some of the main issues to be taken into account when starting a project. The Project Manager's role is vital for the promotion of green standards into the building and development process. This presentation will explore the concept of an Interdisciplinary Approach as opposed to a more traditional multidisciplinary one, and how this approach can incorporate green and sustainability issues throughout the duration of the project and its operational stage from its very beginning. It will also explore some of the practices that could help Project Managers to introduce the lean and green approach in current business practices and will refer to the benefits of introducing this approach in a UK PFI project. (Gloucester Police Constabulary PFI live example).
Director, IT&T Business Unit, Athens International Airport
& Panagiotis Karamanos
Manager, Environmental Services, Athens International Airport
This joint presentation by Mr. Daravelis and Mr. Karamanos will show how the use of IT technology can advance efficient environmental operations. The Environmental Services Department (ENC) of Athens International Airport “Eleftherios Venizelos” addresses all environmental issues from airport operations including noise, water, waste, air quality, and natural environment. After a short review of ENCs operations, the presentation focuses on the Wildlife Control Team which consists of 4 specialists whose responsibilities include the observation/recording of wildlife activities (mainly birds) and dispersion of wildlife to reduce the risk of strikes to aircraft. In order to ensure efficient response to any incident, a mobile unit has been created. This unit has a wireless system that allows for the timely recording of a variety of operational, wildlife, meteorological, and other data, thus facilitating efficient data entry and analysis, transfer of information, and response to incidents. The presentation also explains the procedural hurdles that create challenges to the operations of the Team.
The role of the Information Technology & Telecommunications Business Unit (IT&T) of the Athens International Airport (AIA) is that of an integrator and operator of reliable, state-of-the-art, cost effective and innovative services to its customers. The Services provided are addressed to the Airport Community (airlines, handlers, passengers, concessionaires, governmental authorities etc.) as well as to customers outside the airport premises: private or public bodies and International Airports in terms of Consulting and Integrated IT&T services. IT&T will present initiatives to reduce the environmental footprint in the delivery of the IT&T services in a corporate level. Additionally IT&T will present past & current projects that have and will provide alternative technological solutions, to reduce the IT&T technology environmental footprint itself. Finally, the life-cycle roadmap for the old IT&T equipment will be presented.
CIA, CISA, CISSP, ITIL, Manager, Advisory Services
Value from IT projects is derived from a structured approach, enabling an organization to monitor tangible and intangible benefits. Green IT projects with a strong business case can demonstrate significant business value through the use of a value management framework. This presentation will discuss IT value delivery, how it fits with the overall enterprize's IT agenda and what are the critical factors for demonstrating the value of IT projects. The approach will focus on the IT Capability Maturity Framework (IT-CMF), a value framework created by the Innovation Value Institute, and compare it to other value management frameworks (e.g. ISACA's Val IT). Green IT examples will be presented as case studies for the IT value management approach. The presentation will explore the challenges in measuring and demonstrating the value of IT projects, the value management frameworks that can be used for measuring the value of such projects and the critical success factors in implementing such frameworks. Finally it will show how to identify and measure the benefits of green IT projects in order to demonstrate them to an organization as a strong business case.
Global Programme Management Office Lead Director - JT International
While being conscious of its ecological footprint on the environment, JTI has adopted a series of quick wins and a pragmatic approach for green and sustainable IT. The rationale being that, despite the potential savings which might be generated based on the industry findings, it is very difficult to sell such initiative if cost effectiveness and true ROI cannot be demonstrated in regards of other business projects and initiatives. This presentation will be showing JTI approach and experience via its IT portfolio management capabilities, enhanced global governance and its efficiency and effectiveness in executing projects.
HR Integration Director, Energy Automation Solutions, Cooper Power Systems
More and more project-based organizations are moving from traditional project management methodologies to a rapid application project delivery model and enjoying reduced project delivery timeframes by 50%, while ncreasing the quality of output and achiving significant cost reductions too. This presentation will provide an overview of the specific rapid application techniques that have proved successful in a number of technology and system companies to improve project performance. Participants will leave with a selection of ideas, practical action steps, and the stimulation to "re-think" how they can deliver project results better, faster and with less cost. The presentation will refer to the key success drivers of "rapid application breathrough" techniques, how project resources work together more effectively to deliver desired project and business goals, and how to develop an implementation action plan for "on the job" application.
MASc, MBA, PMP, IPMA-D, OPM3, Adjunct Professor, Hellenic American University, Project Management & Strategy Consultant, OPM-CG
In the past decades, lean production philosophy has influenced deeply the way many manufacturing business work today. However, lean philosophy can also be adapted and applied to project work, and influence project management approaches with the ultimate goal of reducing/eliminating waste of all forms. Examples of reducing waste in projects are reducing material waste, process waste, minimizing work in process, eliminating idle workforce, minimizing unused workforce skills, minimizing rework due to poor quality or spec changes). The lean approach is applied both to projects’ processes but also to the whole project value chain. Adopting a Lean approach aims to reduce project costs while maximizing value for clients or users. However, it usually achieves this within the defined project boundaries, that is, the defined value chain of the project (i.e. suppliers, project team, customer or users). Borrowing, however, the basic principles of green management and applying them to project management, one would tend to consider more the interrelation & interdependence between the systems of projects, the environment, economy and society, and therefore influence the project scope, deliverables, and project management approach to become “friendlier” to the surrounding systems/environments. Such systems (or sub-systems) are other projects, programs, corporate portfolios, the organization at large, society, and the natural environment. This presentation offers an overview of the current developments in lean and green approaches as applied to project management, and proposes the consideration of the broader social and natural environments in the definition of projects. Green project management should include green objectives in the definition of the project scope, and apply a greener approach in managing project work. The purpose is to minimize any negative impact to project environments (negative by-products) while maximizing positive impact (positive by-products) by applying a less fragmented and longer-term holistic thinking, thus moving towards a more sustainable project management model.
Green Project Tracking in a live environment - case study by Mr. Thanasis Vamvakas, Ether Applications: During this part we’ll show an actual case study where the customer Monitors & Verifies energy consumptions and verifies the benefits from implemented energy-saving projects.
Peter Berndt de Souza Mello
PMI-SP, PMP, SpS, Senior Project & Risk Management Specialist, X25 Treinamento e Consultoria, PMI's Project Management Excellence Award Winner-2009, Brazil
Traditional project management approaches do not necessarily promote sustainable conduction or management of green or sustainable projects. To be green can’t be only about delivering more efficient products. It must include means of delivering more efficient projects. Advanced resource optimization through proper project scheduling is a key factor for such green projects. The use of mathematic solutions for improved scheduling could be seen as a process improvement for the set of activities that comprises a project, and is therefore related to lean projects. When applied to engineering projects, such resource restricted optimization has shown reductions in waste (time, human resources, money and materials) that in some scenarios reach over 20% in project savings. Why waste six months to deliver a product in which the same resources would need only four with proper resource restricted scheduling optimization? Complementing the schedule optimization, the adoption of Success Driven Project Management, a method developed in Russia, is making significant gains possible in project management that are reflected in better usage of our scarce planet resources. SDPM integrates risk analysis and response to scheduling with the construction of project scenarios and give early warnings about project deviations not available in traditional methods such as Earned Value Management. The presentation shows the 8 technologic steps necessary for the adoption of SDPM and the true application of Resource Critical Path, with graphical demonstration of projects that were shortened in costs and time by over 20% of their original project planning. In some projects, such reduction of waste of time and money has represented more than doubling the profit in engineering projects, as their usual profit margins would be less than 12% of the contract value. Such results reinforce the original argumentation of this paper that we may have green projects not only by providing green products as the result of a project, but we can also help protect our planet by investing in adequate project planning for greener execution of projects.
B.E., MBA, PMP, CEO and Managing Director of Europe and Africa, Senior Partner, Business Management Consultants
The role of Project Management towards sustainability and green economy: challenges and opportunities
The Copenhagen agreement or disagreement on climate control has unleashed the imagination of many. Companies are looking at innovative and creative approaches to contribute to the development of a greener planet while sustainability has become the mantra of many. Project management has a key role to play in all these initiatives however it faces challenges. To start, statistics on project success rates are still below the 50% mark – irrespective of which measures we want to consider. Key perpetrators for this poor performance include poor risk management, inadequate competences, and inefficient processes or methodologies to site a few. Compounding these issues we now have social pressure to think “Green”, “sustainable” and “Lean”. In other words waste, excessiveness and environmentally unfriendly approaches are being called for reckoning. This prelude to the conference presentation will provide the framework on how the presentations of the theme of the conference fit together.
Dr. Derek Oliver
CISA, CISM, CFE, FBCS, FIAP, Information Audit & Security Specialist, Ravenswood Consultants-UK
“There’s never time to do it right: there’s always time to do it again”. For many years, this was the mantra of Project Managers but the concept of IT Governance, a key requirement in most global enterprises, now requires projects to achieve all business needs first time. Simply put, and at the highest level, Governance means ensuring that IT and Business Objectives are aligned but how is this reflected in business projects? The inclusion of Governance and the use of globally recognized Governance ‘tools’ can improve the efficiency and effectiveness of projects and help ensure the business needs are met, in full, every time! This session, using genuine, “real life” examples of successful projects, will look at: the importance of ensuring Project Management addresses the constant need for governance, tools, such as CobiT ™, ITIL ™ and the ISO27000 series of standards, that will help the Project Manager achieve business objectives through governance. In conclusion the presentation will explain how addressing Governance will lead to leaner, greener projects and deliverables by getting it right first time!
PMP, em. DMCS, Chairman Green ID SA, Managing Partner Musketeer Investment. Winner of the President's Award from PMI Risk Management SIG, and "2010 Innovation Award" from the Swiss Society for Project Management & PMI Swiss Chapter
This presentation will be showcasing the approach Green iD is using to integrate a lean approach and business project management best practices to develop a sustinable mobility infrastructre solution. From the ground up, Green iD has combined both cleantech and green project management principles with a lean industrial approach. Over the course of 4 years spent to develop the products, Green iD's engineers refined the concept to diminish its technical complexity and its mechanial requirements. The result is a solution which can be produced at lesser cost, with lesser material, and involves a minimum amount of high tech components. The second part of the presentation will demonstrate lean and green project management approaches that can deliver significant incremental benefits to industrial and technological projects, both in terms of superior product development and industrial development. Examples on both production cycles, adn electro-mechanical engineering will demonstrate this approach. Green Project Management approaches will also be highlighted, such as increased staff mobility, by integrating advanced collaborative tools with available telecommunication and telecommute solutions. From the oncept on the project, recycling, minimizing paper waste, opting for enviornmentaly friendly solutions, are considered key drivers of Green iD environmentally minded approach.
IPMA-D Certified, Technical Services Manager, Ellinika Kafsima-Greece
Why people in real life continue to use the traditional ways although professionals advise following lean and green perspectives? To answer this question we need to elaborate the mechanisms of human motivation to pursue new approaches and find the routes of their behaviors. We need to define the right behaviors needed and design a training plan to assist people to demonstrate these behaviors. Creativity, open mind, communication, teamwork, conflict resolution, engagement, motivation, assertiveness, results orientation, consultation, values appreciation, business ethics etc are some of the competences that people need to enhance and demonstrate. It is also necessary to design a set of management and leadership principles which will enable people to behave in alignment with the management or project management targets (lean, green, agile, etc). Developing trustful relationships between team members and selecting "fit for lean and green purpose" personality types to staff the project team is also very essential and a strong driver to lean project management. We need to empower and delegate authority to the members of the team accelerate the decision making and motivates them to take ownership of their decisions and the risks involved. A certain level of re-engineering organizational structures in the way that enable the achievement of the targets of lean and green, together with developing a "lean and "green culture" should also be considered. Project Managers, team members should consider the lean and green approach in projects as an ingredient of the business ethics. The presentation reviews the above prerequisites and suggest a model which assures that individual and team motives and interests are not only in support of the lean and green project management but, furthermore, people take ownership of these objectives and devote their full potential to maximize the value of lean and green approach. Most importantly, this attitude is self-powered by the teams and individuals without significant control and monitoring exercised by the project manager can become responsible lean project management agents.
Technical Director, Ether Applications
Energy managers could draw wrong conclusions if they are relying on energy consumption measured only in a small amount of sites, while we may have hundreds of sites where a project was implemented. Project Tracking based on ICT tools eliminates this problem by utilizing powerful regression methods to forecast baselines and to derive the energy savings and the environment benefits from calculating the difference between the baseline and the actual consumption forward from a project implementation date.
Environmental Affairs and Health and Safety Manager, Toyota Hellas SA
Major sectors of the world and the Greek economy are faced with drastic reductions in their CO2 footprint. The target set by the EU for a reduction of -20% by 2020 and the probable target of a reduction of at least 50% by 2050 are both frightening and challenging. Transport is one of the industries that is already most effected. Toyota has anticipated the rising importance of environmental issues in transport and has set for itself the strategic priority to act proactively and to invest in environmental technologies, to decarbonize both its products and its operations. It is a top-priority project encompassing all parts of the company. Detailed plans have been drawn up within consecutive 5 year Environmental Action Plans and tools have been developed to assess the results. This presentation will address the challenges, the opportunities, the cost and value, the investment plans, the tools and the assessment mechanisms related toToyota's 5 year Environmental Action Plan, and the results expected.
Head of Market Development, Center of Renewable Energy Sources and Saving (CRES)
Project Management best practices in Renewable Energy & Energy Efficiency projects
CRES, within its role as the national centre in RES and EE, is active in developing and implementing innovative market instruments for RES and EE projects. In specific, the development of the Energy Services market in Greece is identified by CRES as one of the key initiatives for coordinating actions in the upcoming period as it presents a vast potential for development in the various sectors of energy end-use. Furthermore, it will add significantly in the competitiveness of Greek companies being active in the field, it will support the entrepreneurship and it will assist in achieving energy savings as well as into the development of a sustainable energy use corporate profile. CRES participates in various European projects related with the development of the ESCO market in both the private and public sector and has developed pilots schemes for such initiatives, which are going to be presented briefly. Moreover, the transfer of such project management concepts in the corporate environment is highly associated with standards, fiscal instruments and the legislative framework, elements that if used properly can enhance, besides the social profile of the company, the profit levels as well. In particular, the companies themselves by implementing internal procedures and structures that are addressing environmental factors and sustainable criteria in their core business can identify niche markets, achieve higher profit margins, choose the appropriate market segments and be able to effectively forecast the market demand. Best practices of such companies that have incorporated and implemented green project management principles are going to be presented, while an overview of the available fiscal instruments and planned legislative actions will act as a tool for further discussion and elaboration of possible investment plans.