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Using Project Management as a Way to Sustainability
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Using Project Management as a Way to Sustainability

A special issue of Sustainability (ISSN 2071-1050).

Deadline for manuscript submissions: 31 May 2024 | Viewed by 7268

Special Issue Editors

Dr. Anabela Pereira Tereso

E-Mail Website
Guest Editor
Department of Production and Systems, University of Minho, 4800-058 Guimarães, Portugal
Interests: project management; risk management; decision analysis and its applications
Dr. Gabriela Fernandes

E-Mail Website
Guest Editor
Department of Mechanical Engineering, University of Coimbra, Coimbra, Portugal
Interests: organizational project management and innovation management, particularly in University–Industry R&D Collaborations contexts

Special Issue Information

Dear Colleagues,

Sustainable development is defined by the United Nations (UN) as development that meets the demands of the present without compromising the ability of future generations to meet their own needs. It is crucial to building an inclusive, sustainable, and resilient future for people and the planet, combining economic growth, social inclusion, and environmental protection, as defined by the ‘triple bottom line’. The UN has established 17 Sustainable Development Goals to be achieved by 2030. To achieve them, project management (PM) is a powerful ally to help achieve project success in this regard. Integrating sustainability into PM requires a scope shift concerning managing time, budget, and quality; considering the management of all phases of a project; and ensuring that the economic, social, and environmental dimensions are taken into consideration, as well as their impacts. Examples of sustainability practices include reducing the use of non-renewable resources, encouraging the use of renewable materials, controlling waste production, and avoiding environmental destruction. This Special Issue plans compile an overview of the most recent advances in the field of project management and sustainability. It aims to provide selected contributions on advances in sustainability practices, project management practices, and the links between both.

Potential topics include, but are not limited to:

  • Sustainability practices;
  • Project management practices;
  • Resource management practices;
  • Links between project management and sustainability;
  • Future perspectives for sustainability;
  • Future perspectives for project management;
  • Future perspectives for resource management;
  • Triple bottom line;
  • Environmental, social, and economic performance;
  • Benefits achieved by using PM and sustainability practices.

Dr. Anabela Pereira Tereso
Dr. Gabriela Fernandes
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • project management
  • sustainability
  • resources
  • environmental
  • economic
  • social
  • performance
  • practices

Published Papers (5 papers)

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Research

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25 pages, 4918 KiB  
Article
Advancing Social and Economic Sustainability in Urban Areas: A Methodology for Determining Architectural Programs of Shopping Centers
by Saša Medić, Jelena Atanacković Jeličić and Milan Rapaić
Sustainability 2024, 16(8), 3264; https://doi.org/10.3390/su16083264 - 13 Apr 2024
Viewed by 601
Abstract
The surge in shopping center construction within urban areas, especially without a strategic plan, has been particularly notable in Eastern Balkan cities during the 21st century. This tendency may lead to decreased economic activity and noticeable shifts in social and cultural dynamics. The [...] Read more.
The surge in shopping center construction within urban areas, especially without a strategic plan, has been particularly notable in Eastern Balkan cities during the 21st century. This tendency may lead to decreased economic activity and noticeable shifts in social and cultural dynamics. The primary objective of this study is to introduce and apply the Methodology for Determining Architectural Programs (MDAP), a mathematical model designed to optimize the planning process of shopping centers. Focused on spatial disposition and internal program distribution, MDAP extends the foundational Huff model by incorporating relevant economic parameters—consumers’ purchasing power and potential investors’ costs. Examining the city of Novi Sad, Republic of Serbia, the results indicate the consistency of the MDAP’s results compared to the application of the basic Huff model. This approach could contribute to a more balanced economic distribution within cities, promoting social and cultural relations while offering investors a relevant feasibility study and preserving shopping centers’ profitability. This study underscores the significance of considering social sustainability in urban planning, emphasizing how strategic urban retail development can positively impact social dynamics alongside economic viability by maximizing the potential utilization of existing retail spaces. However, potential limitations include unforeseen social, economic, and political factors influencing shopping center location decisions, posing challenges in real-world applications relying on complex social relations. Full article
(This article belongs to the Special Issue Using Project Management as a Way to Sustainability)
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16 pages, 503 KiB  
Article
Analysis of Causes of Delays and Cost Overruns as Well as Mitigation Measures to Improve Profitability and Sustainability in Turnkey Industrial Projects
by Antonio Héctor Álvarez-Pozo, Miguel Ignacio Parma-García, Isabel Ortiz-Marcos, Luis Fernando Bautista and Evangelina Atanes-Sánchez
Sustainability 2024, 16(4), 1449; https://doi.org/10.3390/su16041449 - 8 Feb 2024
Viewed by 1367
Abstract
Delays and cost overruns in turnkey projects can lead to significant economic losses, disputes and even project abandonment. These facts negatively impact the environmental, social and governance (ESG) policies of companies involved in the project. In this paper, a bibliographic review was conducted [...] Read more.
Delays and cost overruns in turnkey projects can lead to significant economic losses, disputes and even project abandonment. These facts negatively impact the environmental, social and governance (ESG) policies of companies involved in the project. In this paper, a bibliographic review was conducted to identify the leading causes of delays and cost overruns in turnkey industrial projects in the refining, gas and conventional electricity generation (RGE) sector and propose good practices to avoid or mitigate them. We identified 893 causes of delays and cost overruns and 147 mitigation measures. The causes and mitigation measures were grouped into eight categories based on the execution phases of an RGE project. A critical analysis was carried out to avoid duplication, and the result was evaluated by experts in turnkey project management, reducing the causes and mitigation measures to a final set of 103 and 49, respectively. The construction category showed the most significant influence on project delays and cost overruns, and this, together with the preliminary phase and project management categories, contributed to 60% of the identified causes. The findings of this study can help project managers improve the profitability of turnkey industrial projects, promoting innovation and sustainability within companies and society. Full article
(This article belongs to the Special Issue Using Project Management as a Way to Sustainability)
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24 pages, 714 KiB  
Article
Exploring the Project Owner’s Behaviour of Addressing Sustainability in Project Assignment and Governance
by Gilbert Silvius, Ronald Ursem and José Magano
Sustainability 2023, 15(19), 14294; https://doi.org/10.3390/su151914294 - 27 Sep 2023
Viewed by 956
Abstract
The instrumental role of projects in the transition of organisations and society towards sustainability requires that the concepts of sustainability are considered in projects and project management. Within a project’s organisation, the project manager and the project owner bear the most responsibility for [...] Read more.
The instrumental role of projects in the transition of organisations and society towards sustainability requires that the concepts of sustainability are considered in projects and project management. Within a project’s organisation, the project manager and the project owner bear the most responsibility for integrating sustainability into the execution, management, and governance of the project. The project owner is expected to translate the organisation’s commitment to sustainability into the assignment and governance of the project. However, several factors influence the behaviour of project owners, of which the organisation’s strategy is only one. Following the studies that explored the stimulus of project managers to consider or address sustainability, this study explored the factors that influence the project owner’s behaviour with regard to addressing sustainability in assigning and governing a project. A survey-based study with quantitative data analysis identified three factors that stimulate the project owners to address sustainability in assigning and governing projects: Organisational attitude, Private attitude, and Practical implementation. Of these factors, Practical implementation and Organisational attitude have the most influence. The importance of the Practical implementation factor highlights the need for practical, applicable tools and instruments that support the implementation of sustainability into projects and project management. The strong orientation on the organisational context may be explained by the managerial responsibility that project owners often have. The study contributes to the further understanding of how organisations can realise their transition to a sustainable enterprise. Full article
(This article belongs to the Special Issue Using Project Management as a Way to Sustainability)
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20 pages, 780 KiB  
Article
Benefits of Adopting Innovation and Sustainability Practices in Project Management within the SME Context
by Orlando Lima, Jr., Gabriela Fernandes and Anabela Tereso
Sustainability 2023, 15(18), 13411; https://doi.org/10.3390/su151813411 - 7 Sep 2023
Cited by 1 | Viewed by 2509
Abstract
The economic activity of Small and Medium-Sized Enterprises (SMEs) has become increasingly project-oriented. Given SMEs’ significant role in promoting social and economic well-being, Project Management (PM) has emerged as a crucial tool for fostering innovation and sustainability within these companies and society as [...] Read more.
The economic activity of Small and Medium-Sized Enterprises (SMEs) has become increasingly project-oriented. Given SMEs’ significant role in promoting social and economic well-being, Project Management (PM) has emerged as a crucial tool for fostering innovation and sustainability within these companies and society as a whole. However, there is a gap in the existing literature concerning identifying practices that ensure innovation and sustainability throughout PM within SMEs and the associated benefits of adopting these practices. To address this gap, a comprehensive Systematic Literature Review (SLR) was conducted, gathering articles from reputable databases such as Scopus and Web of Science. In addition, this study seeks to explore the practical, political, and theoretical implications of these findings. The review identified 166 innovation practices, 86 sustainability practices, and 61 benefits, which were categorized based on their primary subject areas. The results of this study contribute to both the academic and practical understanding of the interplay between PM, innovation, and sustainability in SMEs. By identifying these practices and associated benefits, this research provides valuable insights for practitioners and policymakers, enabling them to foster innovation and sustainability within SMEs. In conclusion, this research fills a critical gap in the literature by providing an in-depth analysis of innovation and sustainability practices in the context of PM in SMEs. Also, it identifies that the benefits of adopting these practices extend well beyond economic considerations. The practical, political, and theoretical implications of these findings underscore the importance of integrating PM, innovation, and sustainability for the overall well-being of SMEs and society. Full article
(This article belongs to the Special Issue Using Project Management as a Way to Sustainability)
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Review

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20 pages, 4250 KiB  
Review
Value Creation with Project Risk Management: A Holistic Framework
by Raffaele Testorelli, Anna Tiso and Chiara Verbano
Sustainability 2024, 16(2), 753; https://doi.org/10.3390/su16020753 - 15 Jan 2024
Viewed by 1168
Abstract
The conceptual shift, from a traditional task perspective and a managerial approach to project risks toward a value-centric view, underlines the challenge of creating different forms of value for multiple project stakeholders. This emerging theme arises the need for a new holistic framework [...] Read more.
The conceptual shift, from a traditional task perspective and a managerial approach to project risks toward a value-centric view, underlines the challenge of creating different forms of value for multiple project stakeholders. This emerging theme arises the need for a new holistic framework for value creation through Project Risk Management (PRM). With this purpose, the paper aims at deepening the knowledge about PRM for value creation. A systematic literature review has been conducted, extracting a database of 116 papers. To address the research questions, a descriptive and a content analysis have been performed. The results of a systematic literature review reveal that the value created through PRM includes both economic and intangible (not monetary) benefits. Moreover, even if international standards are giving greater relevance to value creation and protection, considering also the potential positive effects of risks, empirical results show significant discrepancies. From the analysis of the results, a new theoretical framework emerges that integrates fundamental aspects not fully considered so far, incorporating the concepts of economic, ecological, and social impacts into the notion of value creation through PRM. This work extends the current research in this field and sets forth the definition of a holistic framework to promote the creation of value for project stakeholders in practice, through the management of negative and positive risks, providing a perspective on the sustainability orientation of projects. Full article
(This article belongs to the Special Issue Using Project Management as a Way to Sustainability)
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