The deployment of sustainable P2M

Abstract

The well-known “Broundtland Report, 1987” defines the sustainable development that “meets the needs of the present without compromising the ability of future generations to meet their needs” based on the “Triple bottom line” concept.[1] This definition was motivated the authors to start the research activity on the sustainable project management. Considering the present situation of project management, project performance is still evaluated on the QCD (quality, cost, delivery) and project sustainability is not well recognized by most project insiders. Nonetheless, the final deliverables of projects should be environmentally conscious in any project field. There has been a gap between the intention for corporate responsibility and real project activities. M. Porter's concept of share value creation [2] is considered as a leading edge of sustainability implication to the corporate activity. It only shows the future direction, but does not give us some practical ways of realizing the share value creation with stakeholders. In this paper, the original Japanese concept of Project and Program Management (P2M) is deployed to implicate for the corporate sustainability subject to the social contribution through the environmentally conscious and effective business deployment along the line of M. Porter's shared value concept.