GPM P5 Framework for Sustainability in Project Management vs. in Business Practice

Sustainability has become increasingly important in both project management and broader business practices. The GPM P5 Standard provides a framework for integrating sustainability considerations into both areas (Abangbila et al., 2020).

Applying GPM P5 to Project Management

The GPM P5 framework offers a structured approach for incorporating sustainability principles into all phases of a project's lifecycle (Silvius, 2021) (Silvius & Schipper, 2014). Project managers play a crucial role in driving sustainable practices by influencing decision-making and prioritising sustainability throughout the project (Borg et al., 2020).

The GPM P5 framework emphasises the need to consider the long-term sustainability of project outcomes, extending beyond the project's completion (Abangbila et al., 2020). This includes evaluating the environmental, social, and economic impacts of the project's deliverables and their ongoing operation.

Incorporating sustainability into project management can present challenges, such as adapting organisational routines and developing new models to support sustainable practices (Abangbila et al., 2020). However, research indicates that adopting the GPM P5 framework can lead to significant benefits, including:

• The creation of sustainable technical solutions.
• The institutionalisation of new sustainable work patterns.
• The consideration of a project's impact beyond its completion (Borg et al., 2020) (Khater et al., 2018) (Abangbila et al., 2020).

Applying GPM P5 Framework to Business Practice

Businesses are increasingly recognising the importance of sustainability and are integrating it into their corporate strategies, communication, and operations. The GPM P5 framework provides a foundation for businesses to align their sustainability efforts with their project management practices.

By applying GPM P5 principles to their business models and operations, companies can work towards developing more sustainable and responsible practices.

Key Differences

1. Sustainability in Project Management

Scope: Focuses on integrating sustainability principles into the lifecycle of individual projects.

Focus: Emphasises the environmental, social, and economic impacts of individual projects.

Key Considerations: Select sustainable materials and technologies. Minimise environmental impact during construction and operation. Consider the social and economic well-being of local communities. Ensure the long-term sustainability of project deliverables.

2. Sustainability in Business Practice

Scope: Applies sustainability principles to all aspects of an organisation's operations.

Focus: Aim to ensure that the entire business, not just individual projects, operates in a sustainable manner.

Key Considerations: Corporate social responsibility (CSR) initiatives. Ethical sourcing and supply chain management. Environmental policies and regulations. Stakeholder engagement and communication.

In essence:-

• Sustainability in Project Management is a subset of Sustainability in Business Practice.
• Project management focuses on the specific actions and decisions within a defined project scope, while business practices encompass the overall organisational approach to sustainability.
• By adopting the GPM P5 Standard for Sustainability in Business Practice, organisations can create a framework that supports sustainable project management as one crucial component of their overall sustainability strategy.

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References

1. Abangbila, L., An, X., Fomude, A. H., & Lamptey, N. O. (2020). Integrating Sustainability in Project Management: A Case Study of Anhui Ligong Real Estate Co. Ltd., Anhui. In Open Journal of Business and Management (Vol. 8, Issue 5, p. 2113). Scientific Research Publishing. https://doi.org/10.4236/ojbm.2020.85129
2. Borg, R., Gonsi, R. D., & Borg, S. (2020). Building Sustainably: A Pilot Study on the Project Manager’s Contribution in Delivering Sustainable Construction Projects—A Maltese and International Perspective. In Sustainability (Vol. 12, Issue 23, p. 10162). Multidisciplinary Digital Publishing Institute. https://doi.org/10.3390/su122310162
3. Khater, D., Eseldin, A. S., & El-Shasly, M. K. (2018). Critical Success Factors of Green Project Management for Sustainable Housing. In EAI Endorsed Transactions on Smart Cities (p. 164857). European Alliance for Innovation. https://doi.org/10.4108/eai.13-7-2018.164857
4. Silvius, G. (2021). The role of the Project Management Office in Sustainable Project Management. In Procedia Computer Science (Vol. 181, p. 1066). Elsevier BV. https://doi.org/10.1016/j.procs.2021.01.302
5. Silvius, G., & Schipper, R. (2014). Sustainability in project management: A literature review and impact analysis [Review of Sustainability in project management: A literature review and impact analysis]. Social Business, 4(1), 63. https://doi.org/10.1362/204440814x13948909253866