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Systems
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Sustainable Project Management in Business
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Sustainable Project Management in Business

A special issue of Systems (ISSN 2079-8954). This special issue belongs to the section "Systems Practice in Social Science".

Deadline for manuscript submissions: 31 July 2025 | Viewed by 4260

Special Issue Editors

Dr. Cláudia Margarida de Sousa e Silva

E-Mail Website1 Website2
Guest Editor
Research unit in Governance, Competitiveness, and Public Policies, Águeda School of Technology and Management, University of Aveiro GOVCOPP, Aveiro, Portugal
Interests: project management; sustainability; quality management; agile management
Special Issues, Collections and Topics in MDPI journals
Dr. José Magano

E-Mail Website
Guest Editor
1. Research Center in Economics and Business Sciences, UAL, Lisbon, Portugal
2. Higher Institute of Business and Tourism Sciences, Porto, Portugal
Interests: sustainability; management; marketing; project management; education; tourism
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

This Special Issue of Systems invites you to reflect on sustainable project management. It aims to bring new insights into understanding how businesses can develop projects to achieve sustainable development, and consequently, organizations can enhance their reputation, reduce risks, and create value in the long term (Dubois and Silvius, 2020; Huemann and Silvius, 2017; Marnewick, Silvius, and Schipper, 2019).

Several studies have explored the overlap between project management and sustainability, leading to the concept of sustainable project management (SPM) (Khatib, Alabdooli, Alkaabi, and Al Harmoodi, 2020; Sánchez, 2015; Silvius and Schipper, 2014).

However, there are still several issues and challenges to be addressed, as integrating sustainability into project management implies changes in the way projects are developed and managed, as this integration is complex and requires a systemic approach (Ebbesen and Hope, 2013; Gareis, R., Huemann, M., Martinuzzi, with the assistance of Weninger, and M., 2013). Therefore, there are gaps between the theory and practice levels and the need for a project manager's paradigm shift toward new responsibilities, skills, and knowledge (Magano, Silvius, Silva, and Leite, 2021).

This Special Issue aims to provide an opportunity for academics and professionals to share their theoretical and practical knowledge and findings, contributing to the advancement of sustainable project management state-of-the-art research and helping businesses to:

  • Integrate sustainability effectively into project management practices in the real context;
  • Support project managers to embrace sustainability principles and prioritize sustainability initiatives alongside project requirements;

Therefore, this Special Issue particularly looks forward to articles presenting, among others, the following:

  • New methods for SPM;
  • Empirical studies on SPM;
  • State-of-the-art reviews on SPM;
  • Application of theoretical SPM knowledge to the practical context;
  • The alignment of PM standards with the Sustainable Development Goals (SDGs);
  • SPM: concept and dimensions;
  • The role of the project manager in SPM;
  • SPM frameworks and standards;
  • Green project management;
  • Digitalization of project management and sustainability;
  • Understanding the role of systemic approaches in enhancing SPM.

References

Armenia, S.; Dangelico, R.M.; Nonino, F.; Pompei, A. Sustainable project management: A conceptualization-oriented review and a framework proposal for future studies. Sustainability 2019, 11, 2664.

Ebbesen, J.B.; Hope, A.J. Re-imagining the Iron Triangle: Embedding Sustainability into Project Constraints. PM World J. 2013, 2. https://researchportal.northumbria.ac.uk/en/publications/re-imagining-the-iron-triangle-embedding-sustainability-into-proj.

Gareis, R.; Huemann, M.; Martinuzzi, A.; et al. Project Management and Sustainable Development Principles. Newton Sq.: Proj. Manag. Institute. 2013.

Khatib, M.E.; Alabdooli, K.; Alkaabi, A.; Al Harmoodi, S. Sustainable Project Management: Trends and Alignment. Theor. Econ. Lett. 2020, 10, 1276–1291. https://doi.org/10.4236/tel.2020.106078.

Magano, J.; Silvius, G.; Silva, C.S.; Leite, Â. Exploring Characteristics of Sustainability Stimulus Patterns of Project Managers. Sustainability 2021, 13, 4019. https://doi.org/10.3390/SU13074019.

Sánchez, M.A. Integrating sustainability issues into project management. J. Clean. Prod. 2015, 96, 319–330.

Silvius, A.J.G.; Schipper, R.P.J. Sustainability in project management: A literature review and impact analysis. Soc. Bus. 2014, 4, 63–96. https://doi.org/10.1362/204440814X13948909253866.

Silvius, G.; Schipper, R. Exploring variety in factors that stimulate project managers to address sustainability issues. Int. J. Proj Manag. 2020, 38, 353–367.

Dubois, O.; Silvius, G. The Relation Between Sustainable Project Management and Project Success. Relat. 2020, 9, 218–238.

Huemann, M.; Silvius, G. Projects to Create the Future: Managing Projects Meets Sustainable Development. Int. J. Proj. Manag. 2017, 35, 1066–1070.

Marnewick, C.; Silvius, G.; Schipper, R. Exploring Patterns of Sustainability Stimuli of Project Managers. Sustainability 2019, 11, 5016. https://doi.org/10.3390/SU11185016.

Dr. Cláudia Sousa e Silva
Dr. José Magano
Guest Editors

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Systems is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 2400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • project management
  • sustainability
  • sustainable project management
  • frameworks
  • green project management

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Published Papers (3 papers)

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Research

29 pages, 3357 KiB  
Article
A Project-Based Organizational Maturity Assessment Framework for Efficient Environmental Quality Management
by Rashid Al-Marri, Galal Abdalla and Elsadig Mahdi
Systems 2025, 13(4), 289; https://doi.org/10.3390/systems13040289 - 15 Apr 2025
Viewed by 242
Abstract
This research aims to develop and validate an organizational maturity framework (OM framework) to assess an organization’s maturity and improve the operational performance of the EQM. The study adopts a multi-methods approach. Qualitative data are sourced from 18 respondents and analyzed through thematic [...] Read more.
This research aims to develop and validate an organizational maturity framework (OM framework) to assess an organization’s maturity and improve the operational performance of the EQM. The study adopts a multi-methods approach. Qualitative data are sourced from 18 respondents and analyzed through thematic analysis. The analysis reveals that pollution control and energy efficiency are the primary EQM concerns. The maturity assessment occurs through data from one or multiple sources, with the most preferred models being the five-phase models. Finally, maturation has diverse effects on EQM, which mirrors continuous improvement expectations. The quantitative study involved 212 respondents drawn from PBOs across the country. The data were analyzed through SEM, culminating in hypothesis testing. Three of the eight hypotheses were supported, including H4: Legal requirements have a statistically significant impact on PBO maturity (β = −0.150, p = 0.015); H5: Sustainability has a positive statistically significant impact on PBO maturity (β = 0.169, p = 0.045); and H1: the level of maturity determines efficiency in EQM (β = 0.066, p = 0.050). The rest of the variables have an inverse relationship or effects that are not statistically significant. The assessment of weightings for the determinants of PBO maturity culminates in the realization that the variables whose hypothesized relationships were confirmed received moderate priority. These findings explain why the determinants of PBO maturity only explain 8.8% of the variance in maturity, while the entire model explains only 3% of the EQM efficiency. The findings culminate in the validity of the operational instructions for improvement in the task specificity of PBO maturity for EQM performance and an improvement in the conceptualization of EQM efficiency among the PBOs. Full article
(This article belongs to the Special Issue Sustainable Project Management in Business)
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40 pages, 13421 KiB  
Article
Applying the PRiSM™ Methodology to Raise Awareness of the Importance of Using Sustainable Project Management Practices in Organizations
by Ana Moutinho, Paulo Sousa and Anabela Tereso
Systems 2025, 13(2), 69; https://doi.org/10.3390/systems13020069 - 21 Jan 2025
Viewed by 1057
Abstract
Sustainability has become crucial in today’s business landscape. Customers, suppliers, partners, and investors are increasingly demanding that companies be aware of their impacts on the environment and society. Achieving sustainability in business operations, including social, economic, and environmental aspects, is one of the [...] Read more.
Sustainability has become crucial in today’s business landscape. Customers, suppliers, partners, and investors are increasingly demanding that companies be aware of their impacts on the environment and society. Achieving sustainability in business operations, including social, economic, and environmental aspects, is one of the major challenges for companies today. Integrating sustainability into project management fosters the development of more sustainable and responsible projects, considering environmental, social, and economic aspects. This integration allows for benefits such as risk and operational cost reduction, strengthening of the company’s reputation, and gaining stakeholders’ trust. This study takes an exploratory approach, focusing on a pilot test to investigate how the PRiSM™ (Projects Integrating Sustainable Methods) methodology can be applied in a business context to assess the level of maturity of sustainable project management practices and thus raise awareness of the importance of these issues. PRiSM™ was developed by GPM® Global (Global Project Management, Lees Summit, MO, USA) in 2013 to help organizations integrate project processes with sustainable initiatives and it is based on the P5 Standard, which incorporates tangible tools and methods to manage the balance between finite resources, social responsibility, and delivery of sustainable project outcomes. Based on the PRiSM™ methodology and the P5 Standard (2nd Edition), a comprehensive questionnaire was developed under the Portuguese Project Management Observatory® to assist companies in assessing their performance in terms of sustainable practices, resulting in a sustainable maturity level. The questionnaire aimed to evaluate companies in four impact categories: product/process impacts, social impacts, economic impacts, and environmental impacts. The results, obtained from 30 respondents, indicated that the majority of organizations achieved medium-level ratings, with an overall average of 65%. However, some still showed unsatisfactory performance, with a minimum score of 14%, indicating there is still a long way to go for the full integration of sustainability. Based on participants’ feedback, the study found that many recognized the importance of sustainability but were unaware of how to integrate sustainability practices into their project management activities, highlighting the importance of promoting education and raising awareness about sustainable project management practices. The findings, while based on a limited sample, provide valuable initial insights into the potential of PRiSM™ to foster sustainability in project management. This research underscores the need for further studies to expand and validate these preliminary conclusions. Full article
(This article belongs to the Special Issue Sustainable Project Management in Business)
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19 pages, 555 KiB  
Article
Developing a Maturity Rating System for Project Management Offices
by Abdullah M. Alshabragi, Abdulmohsen S. Almohsen and Abdulrahman A. Bin Mahmoud
Systems 2024, 12(9), 367; https://doi.org/10.3390/systems12090367 - 14 Sep 2024
Viewed by 2047
Abstract
Effective project management is crucial for organizations to achieve strategic objectives and maintain competitiveness in today’s market. The project management office (PMO) has emerged as a key enabler in enhancing project management effectiveness through centralized oversight, support, and standardization. However, evaluating the effectiveness [...] Read more.
Effective project management is crucial for organizations to achieve strategic objectives and maintain competitiveness in today’s market. The project management office (PMO) has emerged as a key enabler in enhancing project management effectiveness through centralized oversight, support, and standardization. However, evaluating the effectiveness of PMOs and identifying areas for improvement remain challenging. This paper aims to provide a comprehensive overview of project management effectiveness and the role of PMOs in achieving organizational success by establishing a maturity rating system. The research objectives include identifying critical success factors relevant to sustainable PMO effectiveness, reviewing existing literature on project management maturity models, analyzing data through literature review and questionnaires, developing a rating system based on identified success factors, and contributing to the existing literature on PMOs. The literature review and thematic analysis identified five critical themes—organizational culture, governance, competence, project controls, and engagement—each with corresponding success factors. Questionnaires were used to assess the maturity levels and relative importance of these factors, where the AHP analysis determined the weighted importance of each success factor and category. The results highlight the critical success factors for PMOs: collaboration, effective leadership, alignment with organizational goals, knowledge management, project planning, risk management, stakeholder satisfaction, and communication. By establishing a standardized and objective approach to evaluating sustainable PMO effectiveness, organizations can enhance their sustainable project management practices, improve project success rates, and address the challenges associated with evaluating PMO performance. Ultimately, adopting a systems approach enables PMOs to align strategies with organizational goals and foster a culture of continuous improvement. Full article
(This article belongs to the Special Issue Sustainable Project Management in Business)
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