The Trick To Sustainability Consulting Projects: The Project Charter! Neil Hawkins and Zofia Freiberg

Introduction

Through diverse careers spanning various sectors including private industry, non-profit management, consulting, and education, we've witnessed and supported the execution of countless projects. Some have soared to success, while others have faltered along the way, failing to achieve their intended objectives. One common thread to success has emerged – the critical importance of meticulous project scoping within a defined and clear project charter.?

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The truth is, that projects that are diligently scoped and anchored with a well-defined project charter are far more likely to achieve their intended outcomes and to be implemented. These fundamental principles have been ingrained in us through experiences in disciplines such as Six Sigma, LEAN, Quality Improvement, and business strategy processes. Yet, the power of the project charter extends beyond these realms, applicable to a diverse array of endeavors including sustainability project consulting.

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Sustainability-oriented projects should receive the same level of disciplined scoping and chartering as any other initiative. However, in practice, this is often far from reality. All too often, sustainability projects are embarked upon with vague objectives and undefined paths forward. In other words, there is no agreement between the project sponsor and the project manager. In fact, in the worst instances, there may not even be a sponsor!?

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In this article, we explore best practices gleaned from various project management disciplines. We propose the adoption of a streamlined project charter which we have tailored specifically for use in sustainability consulting. Moreover, we provide practical guidance on how to effectively utilize this project charter, offering insights into each section and presenting an example derived from a real-world sustainability project charter. Our aim is to enhance the effectiveness of sustainability consulting projects to foster positive change for both business and society at large. Win-win situations are not only possible but amplified by clear thinking upfront.?

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Sustainability Project Charter Development

Simply stated, we started with an existing project charter, studied the literature, and pulled from the best project management methods to develop a clear project charter suited for generalized sustainability project consulting. The draft project charter we began with has its origins from courses developed by Will O'Brien (O’Brian & Sarkis, 2013) and has been adapted by Neil Hawkins and others over five years. We examined and considered aspects of the project charter which Victor Sterns' doctoral dissertation (2019) identified as key elements, such as clarifying and communicating project objectives, identifying stakeholders, and establishing project authorization.

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Additionally, we drew insights from the domain of Six Sigma, where project charters specifically focus on the business case and problem statement. To tailor our project charter for sustainability consulting, we aimed to emphasize the business value that consultants bring to organizations through consulting projects, which led us to emphasize the concept of a "Project Opportunity Statement" within the proposed charter.

Section by Section Breakdown

We will explain how to develop each section of the sustainability project charter. Examples will be woven into the explanations, though for further illustration, a full example project charter that we adapted from a past Harvard graduate student (Bennett, 2023) can be found below.?

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1.?????? Executive Sponsor?

The key to every successful project is the identification of the executive sponsor. This person should have the authority to make decisions on the implementation of the project recommendations. Oftentimes, a sponsor will be accountable for the organizational elements the project interfaces with (Kanter, 2023). It is important not to confuse the executive sponsor with others that consultant will collaborate with on working-level matters such as providing data.?

2.?????? Client Background?

Provide a brief overview of the organization and details on the operational and strategy matters that relate to the project. Enough detail should be provided such that anyone joining the project later on could read this and have all relevant information on the client.?

3.?????? Project Opportunity Statement

Explain what value the project will deliver to the client and keep it concise. Either state what problem will be solved or describe a sustainability opportunity this project will take advantage of. Pulling from the attached example, a Project opportunity statement could be “This project will provide Hull with a strategy to achieve its sustainability objectives while promoting community engagement.” This should be high level, as the “how” will be provided in the next section. Sustainability value and economic value should be identified.?

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4.?????? Description of Project and Key Deliverables?

Getting more granular, explain how the consultant will deliver the value described in the project opportunity statement above. First, provide a narrative overview of the project and then list key deliverables. A deliverable is what the consultant actually provides to the client. One deliverable in the example project is a community survey template that Hull can use for future projects. A well-written deliverable is tangible such that both the client and consultant will clearly know when it has been achieved. It is also acceptable to identify categories of broad deliverables if the project includes further analysis to identify optimal solutions that would correlate to a more granular deliverable.?

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5.?????? Project Opportunities & Risks?

What are the sustainability opportunities made available to the client by this project? Think about the opportunities that this project makes possible. Considering the example, the preventative actions that are being taken provide a cost savings opportunity. Additionally, consider the risks that the client will mitigate because of the project as this is also an opportunity.?

6.?????? Key Stakeholders

Outline who the consultant must work?with on this project along with a brief description of their anticipated contributions. Though there does not need to be a full RACI chart, it will be helpful to review RACI concepts as project stakeholders and sponsors are determined (Miranda & Watts, 2023).?

7.?????? Required Information from the Client?

We encourage charter authors to be as specific as possible on what data the client is expected to provide such that any complexities regarding data availability or confidentiality are resolved early on. Reaching the determination that data are not available mid-project is not good for project success.?

8.?????? Mitigation Strategy for Project Risks

What risks could impede the completion of the project? Unforeseen problems may arise but for those that can be anticipated, a mitigation strategy in place. For sustainability projects, data availability is a common roadblock. To prevent a project delay, a milestone would be added to the timeline for the expected date for all data to be received. This will encourage the client to provide information in a timely manner and to encourage the consultant to strategize a plan B based on the data that are available. There should be an agreement between the client and the consultant on risk mitigation plans.?

9.?????? Project Timeline for Client Approval?

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Finally, upon creating a timeline with firm dates, ensure that the Client and Consultant are committed to them.

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Additionally, we recommend including an outline of the final project report as an attachment to the project charter. This ensures that there are no surprises at the end of the project. With this, along with the above, all parties are on their way to an on-time delivery of pre-approved deliverables.

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Conclusion

Establishing a project timeline with firm deliverables and client commitment is crucial for the on-time delivery of project outcomes. Further, the identification of the sponsor and other stakeholders position the project for successful implementation and maximum impact.??

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We will implement this new project charter and guidance in the Harvard Masters course on sustainability consulting capstone projects. Our hope is that sustainability practitioners everywhere leverage this information to deliver more successful projects that drive positive change and value for their clients and stakeholders. You are welcome to use the materials with attribution. If you have any questions, please contact the authors.

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References

Bennett, Brianna. (2023). Project Charter for City Community Engagement Plan to Achieve Sustainability Objectives. Harvard Extension School.?

Kanter, Bob. (2023, November 6). The RACI matrix: Your blueprint for project success. CIO. https://www.cio.com/article/287088/project-management-how-to-design-a-successful-raci-project-plan.html

Miranda, D., & Watts, Rob. (2023, September 18). What is a Raci Chart? How This Project Management Tool Can Boost Your Productivity. Forbes Advisor. https://www.forbes.com/advisor/business/raci-chart/?

Six Sigma Project Charter: Complete Guide. (2023, December 1). Six Sigma DSI. Retrieved from ?https://sixsigmadsi.com/six-sigma-project-charter-complete-guide/

Starns, V.A. (2019). Exploring the Strategies Project Managers Need to Establish a Project Charter for Initiating a Project. [Doctoral dissertation, Colorado Technical University] Proquest Central.??

O’Brien, W., Sarkis, J., (2013) The potential of community-based sustainability projects for deep learning initiatives. Journal of Cleaner Production. https://dx.doi.org/10.1016/j.jclepro.2013.07.001

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Author Bios:

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Dr. Neil C. Hawkins

[email protected]

?Dr. Neil C. Hawkins is President, Michigan Sustainability Associates, Research Advisor at Harvard University Sustainability MLA program, and former CSO and CVP of Dow Chemical.? He is also Executive in Residence at the Ross School of Business at Michigan.

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Zofia Freiberg

[email protected]

?Zofia Freiberg brings experience from multiple roles as a sustainability analyst, is a current student in the Harvard University Sustainability MLA program, and is President of Chicago Systems and Signals.

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