Abstract

Sustainability has evolved into being a recognized component of decision making. Also, integrating sustainability in project management has had dynamism in the research field over the few last decades. The absorption and demand for sustainability in the development market are increasing, as the focus of concretizing the idea of sustainability within challenging projects. This research shows how sustainability can be incorporated into the project by a project manager and in the project management process by being more proactive in meeting customer needs and demands. However, we work hand in hand with Program managers to optimize green construction design and environmental protection. Third-party agencies also conduct environmental assessments to know how sustainable the project to meet the demands of the future generation. This paper presents a discussion on which project management roles have what influence sustainability in the process of project management by using the Turner’s Model to investigate whether the assumptions made by Turner are true for the case “Anli Homeland” project. Data were drawn from five interviews administered with the major partners (program manager, project manager, two deputy project managers, and the client) of these five all are valid, analyzed, and juxtaposed to the model. The results show the project manager possesses medium responsibility regarding the holistic approach; he also has a towering responsibility for participation and low control for long term view and risk reduction. This perception is established on the notion that a project leader is internally stimulated to work on a project and attain a more sustainable outcome. Ideally, this research is to mitigate negligence along with raising the confidence amongst project leaders to consistently engage in sustainability work through new methods and routines.

Highlights

  • In 2015, the Sustainable Development Goals were profound by the United Nations General Assembly intended to be attained by the year 2030, which is part of UN Resolution 70/1, the 2030 Agenda

  • This paper presents a discussion on which project management roles have what influence sustainability in the process of project management by using the Turner’s Model to investigate whether the assumptions made by Turner are true for the case “Anli Homeland” project

  • The interviews are conducted with the program manager; the project manager, two deputy project leaders, and the client of these five interviews all are valid for this interview because they are major partners

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Summary

Introduction

In 2015, the Sustainable Development Goals were profound by the United Nations General Assembly intended to be attained by the year 2030, which is part of UN Resolution 70/1, the 2030 Agenda. Practicality and micro-level concerns are less prominent; especially the part of cognizance and professional workers as actual mediators in establishing a sustainable economy and society has gotten far less attention. This relates to what Nelmara Arbex said: “We need to adopt new ways of perceiving things to alter the way we do things”. They must ensure everything to aim at a task that potential issues are quickly gotten rid of and the project is delivered timely while making sure everyone is aware of any occurrence and the quality of the project and budget are acceptable. They aim at all activities needed to meet the project objectives successfully, manage risk-scanning ahead for potential issues and settling them before they become a problem, solve problems, proposing alternative perspectives to issues that arise and providing guidance to the Project Sponsor, track and report project progress and communicate to all stakeholders in the project

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