Integrating Sustainability Into Major Projects. Wayne McPhee
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СКАЧАТЬ pathways. As projects move from feasibility to design and construction, the project team will grow, so it is important to put in place management systems and communication tools to prevent information from getting lost. As the project develops there can also be time gaps between each of the stages and changes in personnel, contractors, and consultants working on the project. Installing systems such as commitments tracking, stakeholder engagement, and managing complaints between project stages is imperative to maintaining project success. See Chapter 8 for details on project management systems and tools.

      No two major projects are alike, and each project requires a customized approach that fits the type of project, organization, industry, location, and stakeholders. The tools, processes, and best practices outlined in the rest of the book provide a structure that project teams can adapt to build a sustainability program that makes sense for their unique situation. The different types of major projects have unique challenges, and all require a custom sustainability program. Public infrastructure projects in an urban setting will have different requirements than a resource extraction project in a developing economy.

      And unfortunately, as of writing this book, there is not yet a project structure that specifically integrates sustainability into project delivery. Each structure, from self-perform to design-build-finance-own-operate to public-private partnership (P3) has advantages and disadvantages. But each structure still requires a well-organized strategy to create a successful, sustainable project.

      In this book we discuss techniques that project teams can use to integrate sustainability into project delivery in order to manage the complex requirements of governments and local communities, that have very different perceptions of the project in time and space. Some of these techniques include:

       Developing a project charter and goals (Chapter 5) that looks beyond project completion and short-term cost and schedule targets

       Decision making that incorporates social and environmental impacts (Chapter 10)

       Procurement workshops that bring local community engagement into supporting local economic development (Chapter 11)

       Engaging operations team members early in the process to bring longer-term thinking to the project team (Chapter 13)

       Designing for closure and progressive reclamation to reduce long-term impacts beyond the lifecycle of the project. (Chapter 14)

      The tools and best practices collected in this book and the discussion in this and the following chapters will help project teams understand how to fulfill sustainability requirements, rather than allowing them to become unexpected barriers to project success.

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