Project Sustainability Management Guidelines (2004)

Project Sustainability Management guidelines, 2004. Electronic version in encrypted PDF.

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Project Sustainability Management - Applications Manual - 2nd edition 2013

This 2nd edition of the Project Sustainability Management, PSM II, is first and foremost a list of core issues that engineers should consider when carrying out projects in a sustainable way, backed up by a number of processes for the broad inclusion of stakeholder input. Each item on the list brings with it a set of perspectives, which are the sustainability considerations that affect the way these issues should be considered on the project. A good part of this manual consists of descriptions of these perspectives and an indication of possible project responses as well as logical links between the perspectives of different issues.

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ISBN:

2-88432-034-5

FIDIC Project Sustainability Management Guidelines
2004
CONTENTS Background Introduction Project Sustainability PSM implementation The path forward SUMMARY Guidelines for creating business opportunities using a process to generate and implement goals and a set of project-specific indicators for sustainable development that align with whole-society goals.		Soft cover; 48 pages Code: FI-EN-T-AA-10
Foreword

Many owners of projects aim to commit to the principles of sustainable development by building or refurbishing facilities and infrastructure that make more efficient use of resources, protect ecological systems and account for community needs. However, they need to know if their design and project delivery process make a genuine contribution to sustainable development. They ask: "How is the intent to deliver a project that makes a contribution to sustainable development translated into reality, and then measured?" Goals for sustainable development tend to focus on broad problems and issues facing all of society, such as global warming, biodiversity, access to fresh water, and materials and energy use. While this whole-society focus is absolutely essential, it makes it difficult for project owners to clearly define and specify the requirements for sustainable development. FIDIC's Project Sustainability Management Guidelines address this fundamental issue. In the Project Sustainability Management (PSM) process, the project owner and the consulting engineer balance the owner's project vision against cost and available alternatives by working together to select appropriate project goals and indicators for sustainable development which are linked back to higher level goals. Stakeholder input is sought throughout the process. Objectives for sustainable development are therefore addressed in much the same way as other project objectives are addressed in the project's quality management plan. PSM enables project owners and consulting engineers to devise and customize indicators to meet stakeholder concerns and issues, while demonstrating a rigorous, causal link to the fundamental concerns and goals of sustainable development. The approach can be used by firms to demonstrate both their clients' commitment and their own commitment to meeting sustainability objectives. PSM also provides a methodology for benchmarking sustainable development project performance, and for ensuring that advances in one dimension of sustainable development are not accomplished at the expense of another. FIDIC is proposing PSM as a new area of knowledge management for use on projects, operating in parallel to the conventional areas of quality, risk and business integrity management. Firms will be able to add a new dimension of value to their work by helping clients not only apply new and more sustainable processes, systems and technologies, but also demonstrate effectively their contribution to sustainable development in a way that encourages the sharing of knowledge. It also will help establish an environment for innovation so that all parties can cooperate in an atmosphere of openness, transparency and trust. FIDIC has had a long and continuing involvement in sustainable development. The Federation has published several guidance documents including Sustainable development in the consulting engineering industry: a strategy paper and Business guidelines for sustainable development. FIDIC contributed to the United Nations Environment Program (UNEP) multi-stakeholder consulting engineering industry sector report to the 2002 World Summit on Sustainable Development, and sustainable development has been the focus of several FIDIC annual conferences since 1990. Finally, FIDIC collaborates with UNEP, the International Chamber of Commerce and the International Council of Local Authority Environmental Initiatives in the development and dissemination of environment management systems for industrial facilities and for urban administrations. The main drafters of this document were: Bill Wallace, Wallace Futures Group, USA; John Boyd, Golder Associates, Canada; Peter Boswell, FIDIC, Switzerland. They were assisted by other Task Force members: Jeremy Boswell, Felehetsa Environmental Ltd, South Africa; Lorna Walker, Lorna Walker Consulting, UK; Helen Crosby, Arup, UK; Iksan Van der Putte, RPS Group, The Netherlands; and by Niels Erik von Freiesleben, COWI A/S, Denmark. The Sustainable Development Task Force wishes to thank the many organizations and individuals who have helped develop project sustainability management. Special thanks go to: Professor Tomonari Yashiro, Tokyo University; Dr Wim Bakens, International Council for Research and Innovation in Building and Construction (CIB), The Netherlands; Professor Steve Halls, Queensland University, Australia.

Contents

Foreword Contents 1. Background 2.1. Project sustainability management 2.2. A long journey 2. Introduction 2.1. The journey to sustainable development 2.2. Needed: a framework and a process 2.3. Critical: an environment for innovation 2.4. The role of project indicators 2.5. The FIDIC approach 2.6. Status of sustainability indicators 2.7. Project Sustainability Management 2.8. Why use PSM? 3. Project Sustainability Management 3.1. Project indicators 3.2. Core project indicators 3.3. Project-specific indicators 4 PSM implementation 4.1. Establish project-specific goals and indicators for sustainable development 4.2. Adjust goals and project indicators to local conditions 4.3. Test and refine project goals and indicators 4.4. Use project indicators during project implementation, operation and decommissioning 5. The path forward References Appendices A. FIDIC PSM core project indicators B. Indicators for sustainable development C. The Equator Principles D. Millennium Development Goals E. Tools for stakeholder engagement F. Case study

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