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Sustainability in project management by Gilbert Silvius; et al

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By Gilbert Silvius; et al

Preface -- creation / by way of Gilbert Silvius, Ron Schipper and Adri Köhler -- Sustainability in enterprise / by way of Julia Planko and Gilbert Silvius -- Sustainability and initiatives / by way of Gilbert Silvius and Ron Schipper -- Incorporating sustainability in undertaking administration / through Gilbert Silvius, Ron Schipper and Jasper van den verge of collapse -- mirrored image and end / via Ron Schipper, Gilbert Silvius and Jasper van den breaking point -- Getting began / by way of Ron Schipper and Gilbert Silvius -- References and additional interpreting -- concerning the authors -- exchange mark acknowledgements -- Annexes -- Annex A. center topics and problems with social accountability from iso26000 -- Annex B. Boulding's type of platforms -- Annex C. Questionnaire of the sustainable venture administration adulthood version -- Annex D. Description of the icb model 3.0 competences -- Annex E. Description of the pmcd framework competences -- Annex F. Graves' version of worth structures -- Annex G. Portfolio, application & undertaking adulthood version (P3M3) -- Annex H. Variables of the efqm excellence version -- Annex I. The agile manifesto

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In Sustainability: Science, Practice, and Policy, 2 (1): 36–41. , Randers, J. W. (1972), The Limits to Growth, Universe Books, New York. Robinson, J. (2004), Squaring the circle? Some thoughts on the idea of sustainable development, in Ecological Economics, 48, 369–384. W. and Weber, K. (2006), The Triple Bottom Line, Jossey-Bass, San Francisco. Senxian, J. and Jutras, C. (2009), The ROI of Sustainability: Making the Business Case, Aberdeen Group, Theale. 20 Sustainability in Project Management United Nations Global Compact (2010), UN Global Compact, Retrieved 22 October, 2010.

Heel et al. (2001) argue that sustainability can also be seen as a driver of financial results, through corporate reputation and brand value. The main obstacle, however, is the time gap between the investment and levered benefits. 3 – and integrate sustainability in their business strategy, actually gain from this in terms of a reduced carbon footprint, lower costs for energy, facilities, paper and transportation, and also have a mean of 16 per cent customer retention as compared to 4–5 per cent of the rest of the industry (Senxian and Jutras 2009).

One of these concepts is ‘complex project management’. Complex project management arose from the application of complexity theory to project management. A complex system is a system formed out of many interacting components whose behaviour may be partially dependent and partially independent. Projects may be complex systems (Dombkins 2006), not only because they deal with complex technological issues but also because they deal with the wider organizational factors largely beyond the project manager’s control (Xia and Lee 2004).

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