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Another way to think about project sustainability is outlined in Figure 1.2, which shows how projects can be considered sustainable in two ways. A project is plotted based on its underlying sustainability features (x-axis) where some projects, such as a wind farm, are typically considered to be “sustainable projects” and thus are placed further to the right on the x-axis. On the other hand, nonrenewable resource extraction projects, such as a mine, are considered unsustainable by their fundamental nature (i.e. removing a resource from the earth that will not be replaced) and so are placed further to the left on the x-axis.

An alternative view (on the y-axis) is to look at how the project is managed to improve its overall sustainability. For example, a typical mine that extracts a nonrenewable resource may not be considered fundamentally sustainable, but if development can be managed to mitigate environmental impacts, reduce energy requirements, and create benefits for local communities, then it can still create a positive benefit. In this case, the mining project would move from a low position on the graph to a higher, more sustainable position.

Figure 1.2 Sustainable project management model.

Conceptually, the sustainability focus for the project team should be on how they can move the project as far as possible to the upper right of the graph while maintaining the underlying organizational objectives.

Project teams rarely have control over the underlying sustainability features of the project that they are working on. But they do have the ability to improve project management and delivery to reduce negative impacts and improve benefits. One of the core themes of this book is to help project teams define what sustainability means for their project and then provide tools and systems to help them achieve that vision and focus.