Sabini L. (2016) “Integrating Sustainability and Project Management. A systematic literary review”, BAM2016 Conference, Newcastle, UK, 6th – 8th September 2016.

1. A systematic literary review
Luca Sabini,
Newcastle University Business School
BAM 2016 – SUSTAINABLE STRATEGY AND ORGANISATIONAL CHANGE
29/11/2016

2. 2
 What is the role of PM in
developing sustainable
business practices?
◦ What is the influence of professional
associations with regard to
institutionalizing sustainability
practices into PM tools & techniques?
◦ How do PM practitioners contribute
to implementing sustainability
practices within projects?
PM: project management

3. 3
 climate change, consumption of natural
resources …
◦ accountants  sust. reporting tools
◦ engineers  ‘green’ technologies
◦ … project managers  diffusion of sust. practices
 Projectification
◦ reorganization of tasks and activities as projects

4. It “is the planning, monitoring and controlling of
project delivery and support processes, with
consideration of the environmental, economical
and social aspects of the life-cycle of the project’s
resources, processes, deliverables and effects,
aimed at realising benefits for stakeholders, and
performed in a transparent, fair and ethical way
that includes proactive stakeholder participation”
(Silvius & Schipper, 2014b: 79)
4

5.  Systematic literature review
◦ explore how the concept of sustainability has
entered into and evolved within the PM profession.
◦ books (32), book chapters (41), journal articles
(189), proceeding and conference papers (112),
other articles (97), and white papers (9)
Analysis items
Descriptive 480
Thematic
Context 267
Methodology 140
General discussion 24

6.  Systematic literature review (480 items)
◦ books (32), book chapters (41), journal articles (189), proceeding and
conference papers (112), other articles (97), and white papers (9)
6
-10
10
30
50
70
90
110
130
150
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Books Book chapters Journal articles Proc. and conf. papers Other articles White papers

7. 7
0 10 20 30 40 50 60 70
USA
Netherla…
UK
China
S. Africa
Austria
Germany
Australia
Italy
France
1st autor country affiliation
Books
Book chapters
Journal articles
Proceeding and conf. papers
Other articles
White papers
0 5 10 15 20 25 30
Silvius (NLD)
Brent (ZAF)
Huemann (AUT)
Gareis (AUT)
Labuschagne (ZAF)
Martinuzzi (AUT)
Top 6 authors held accounts for 17% of the total sample
Books
Book chapters
Journal articles
Proceeding and conf. papers
Other articles
White papers

8. 8
Title # Description & discipline
Journal of Cleaner
Production
7
Transdisciplinary & international on research concepts, policies, and
technologies ensuring progress towards making societies and regions more
sustainable. Encourage implementation of new, cleaner structures, systems,
processes, products and services.
Project Management
Journal
7
Shape world thinking on the need for and impact of managing projects by
publishing research to advance theory and evidence-based practice.
International Journal of
Project Management
5
Offers wide ranging and comprehensive coverage of all facets of project
management.
Automation in
Construction
4
Publishes material on aspects pertaining to the use of IT Information
Technologies in Design, Engineering, Construction Technologies, and
Maintenance and Management of Constructed Facilities.
Journal of Construction
Engineering and
Management
4
Publishes papers aiming to advance the science of construction engineering,
harmonize construction practices with design theories, and further education
and research in construction engineering and management.
PM World Journal 4
Non-refereed e-Journal, by PMI and containing an articles, papers and stories
about project and programme management.
Project Perspectives 3
Publishes articles are summaries of research results and project case studies
which appeal to academics and project management decision-makers (by
IPMA).
South African Journal of
Industrial Engineering
3
Publishes articles with emphasis on research, development and application
within the fields of Industrial Engineering and Engineering & Technology
Management

9. Top ten of most mentioned keywords in
journal articles
9
24
18
16 16
15
12 12
11 11 11
0
5
10
15
20
25

10. 10
0 5 10 15 20 25 30 35 40
Qualitative - Single Case Study
Framework proposition
Qualitative - Multiple Case Studies
Theoretical
Qualitative - Extended Literature Review
Qualitative - Exploratory/Descriptive
Qualitative - Content Analysis
Quantitative - Other
Quantitative - Survey
Combined
Qualitative - Exploratory/Descriptive + Propositions
Qualitative - Multiple Case Studies + Propositions
Qualitative - Focus goup interaction
Quantitative - Empirical Analysis
Action Research
Books Book chapters Journal articles

11. 11
0 10 20 30 40 50 60
Generic
PR-Services
PR-Construction
PU-Services
PR-Other infrustructure
Joint public and Private
PR-Manifacturing
PU-Construction
PR-Technology
PR-ICT
PR-Innovation
PU-Other infrustructure
PU-ICT
PU-Innovation
Books Book chapters Journal articles Proceeding and conf. papers Other articles

12.  WHY adopt sustainable PM?
 WHAT extent PM has been affected by
sustainability agenda?
 HOW can sustainable PM be correctly applied?
PMI AFRICA CONFERENCE 2016
Category name Description
Associated
words
Underpinning
logics
Why
(value)
Describe and analyse value sustainable PM
brings for organizations or society
get;
achieve;
assess
Establish
benefits
What
(influence)
Clarify the extent to which PM has been
affected by sustainability agenda.
Evaluating & integrating sustainability in PM
define;
describe;
Exploration &
clarification
How
(frame/suggest
/recommend)
Determinants for the correct
implementation of sustainable PM
improve;
integrate;
implement
Suggestions
for
practitioners

13. Why
adopt it?
Long term performances (Russell & Shiang, 2012)
Competitive advantage (Gareis et al., 2011)
Capacity to operate over a long period of time (Perrini & Tencati, 2006)
Align strategic and tactical plan (Herazo et al., 2012)
Improving technological performances (Brent et al., 2007)
Natural willingness to adopt it (Silvius et al., 2013)
What is
the
impact
on PM?
Ambiguity and confusion over construct understanding
(Gregersen, 1994)
Knowledge gap at normative, managerial and academic level
(Brones et al., 2014)
Barriers to implementation (Al-Saleh & Taleb, 2010)(Pade-Khene et al., 2011)
PM areas to be changed (Silvius & Schipper, 2014b)
High implementation costs (Hwang & Tan, 2012)
Modification of different practices (Robichaud & Anantatmula, 2010)
Balance the imbalance between long vs short term (Talbot &
Venkataraman, 2011)
13

14. What
determines
its correct
implementa
tion?
In
project
phases
Feasibility study (Shen et al., 2010)
Identify criteria relevant to projects (Labuschagne et al., 2005)
Stakeholder management (Eskerod & Huemann, 2013)
Balance between all actors (Sánchez & López, 2010)
After the closure (Fourie & Brent, 2006)
In
general
Project lifecycle (Wang et al., 2013)
Introduce social indicators (Brent & Labuschagne, 2006)
Stress more environmental & social elements
(Griffiths, 2007)
Maturity model (Silvius & Schipper, 2010)
Facilitating logistic in post disaster areas (Zuo &
Potangaroa, 2009)
14

15. 1. Growth & novelty
2. Distribution of authors
o Journals  no clear dominance
o Geographic dispersion of authors
3. Different projects  Different Sust. PM
practices
4. Explorative nature of conducted research
5. No clear evolutionary pattern
6. Underdevelopment of managerial implications

16. PROJECTS
PROFESSIONAL
ASSOCIATIONS
 PM as “catalyst” of
sustainability
◦ Career threatening;
◦ Instinctively;
◦ Need to put in the
contract clauses;
 Everyone is actively
engaged
 Professional
associations are on
‘hold’
 Many other actors
contribute
◦ Surveyors, engineers,
designers, architects,
consultants… cabinet
office.
16

17. luca.sabini@newcastle.ac.uk
Luca Sabini
17