Programme overview
Introduction:
Sustainable project management is often reduced to a late checklist, so projects approve scope, suppliers and designs before anyone has weighed their effect on people, the environment and long-term value, and sustainability claims later fail scrutiny. This Core Concept course equips project managers, PMO managers and sustainability leads to run P5 impact analysis, set sustainability targets and indicators, green the supply chain and report ESG-linked benefits. Week one builds the method; week two applies it to infrastructure and capital projects. Participants produce a Sustainability Management Plan and P5 Impact Analysis for a case project.
Course Objectives:
- Apply the P5 Standard elements of people, planet, prosperity, process and product to scope, design and delivery decisions
- Conduct a P5 impact analysis and turn its results into sustainability objectives, targets and indicators
- Prepare and gain approval for a sustainability management plan integrated with the scope, schedule and procurement baselines
- Specify green procurement criteria and supplier sustainability requirements and assess sustainability risks and opportunities
- Evaluate infrastructure options on whole-life cost, climate resilience and community outcomes
- Track and report ESG-linked benefits against GRI, ISSB and TCFD disclosures after handover
Target Audience:
- Project and programme managers responsible for scope, budget and delivery of capital or transformation projects
- PMO managers responsible for project methods, stage gates and portfolio reporting
- Sustainability and ESG leads responsible for embedding targets into project portfolios
- Infrastructure development managers responsible for feasibility, options appraisal and asset handover
- Procurement and contracts managers responsible for tender criteria and supplier performance on projects
Course Outline:
Day 1: Sustainability Principles and the Case for Sustainable Project Delivery
- Triple Bottom Line Lens Applied to Project Objectives
- UN Sustainable Development Goals Mapping to a Project Charter
- Product Scope Versus Process Scope: Two Sustainability Boundaries
- Sustainability Maturity Self-Assessment for a Project Organisation
- Value-at-Stake Screening in the Sustainable Business Case
Day 2: The P5 Standard and the PRiSM Method
- P5 Standard Structure: People, Planet, Prosperity, Process and Product
- P5 Impact Categories and Sub-Element Scoring Sheet
- PRiSM Principles and Phase Gates Across the Project Life Cycle
- Impact Thresholds as Decision Triggers at Stage Reviews
- Materiality Crosswalk from P5 to GRI, ISSB and TCFD Disclosures
Day 3: P5 Impact Analysis and the Sustainability Management Plan
- P5 Impact Analysis Worksheet: Baseline, Direction and Magnitude Ratings
- Sustainability Objectives, Targets and Indicators Register
- Sustainability Management Plan Structure and Approval Route
- Sustainability Requirements in the WBS and Scope Statement
- Sustainability RACI for Sponsor, Project Manager and Sustainability Lead
Day 4: Life-Cycle, Carbon and Resource Data for Project Products
- Light Life Cycle Hotspot Screening for Project Deliverables
- Project Carbon Estimate from Activity Data and Emission Factors
- Waste Hierarchy and Site Waste Management Plan
- Energy and Water Efficiency Measures in Delivery Logistics
- Sustainability Evidence Log and Data Collection Templates
Day 5: Case Study: P5 Method on a Multi-Sector Transformation Project
- Case Project Charter and Deliverable Breakdown Review
- Team P5 Impact Analysis on the Case Deliverables
- Case Sustainability Objectives and Indicator Set
- Trade-Off Matrix for Cost, Schedule and Sustainability Options
- Week One Peer Challenge Using the Method Checklist
Day 6: Sustainable Infrastructure and Capital Project Development
- Sustainable Infrastructure Principles: Lifecycle Value, Resilience and Inclusion
- Whole-Life Cost Model: Capital, Operating, Renewal and Decommissioning
- Climate Resilience Screening and Adaptation Options for Assets
- Nature-Based Solutions and Biodiversity Protection in Site Selection
- Generic Infrastructure Sustainability Rating Tools: Categories and Evidence
Day 7: Green Procurement, Sustainability Risk and Assurance
- Green Procurement Criteria and Evaluation Weighting in Tenders
- Supplier Sustainability Clauses, Declarations and Audit Rights
- Sustainability Risk and Opportunity Register with Climate Categories
- Greenwashing Controls for Project Sustainability Claims
- Independent Sustainability Assurance at Stage-Gate Reviews
Day 8: Stakeholders, Social Impact and Host Communities
- Stakeholder Salience Mapping for Communities, Workers and Authorities
- Social Impact Assessment: Land Access, Local Jobs and Public Health
- Community Engagement Plan and Grievance Mechanism
- Worker Welfare and Labour Standards on Construction Sites
- Sustainability Change Narrative for Sponsors and Delivery Teams
Day 9: ESG-Linked Benefits Realisation, KPIs and Reporting
- ESG-Linked Benefits Map: Outputs, Outcomes and Long-Term Impacts
- Sustainability KPI Dashboard at Project and Portfolio Level
- Project Data Feeds into GRI-Aligned Corporate Reporting
- Post-Handover Performance Monitoring and Benefits Tracking
- Lessons Learned Register and Sustainability Maturity Benchmarking
Day 10: Capstone: Sustainability Management Plan and P5 Impact Analysis
- Case Capital Project Brief: Scope, Site and Stakeholder File
- P5 Impact Analysis Drafting for the Case Capital Project
- Sustainability Management Plan Drafting with Targets and Owners
- Monitoring, Assurance and Reporting Schedule for the Plan
- Capstone Presentation to a Mock Investment Committee
Skills You Will Gain:
- P5 Impact Scoring
- Sustainability Target Setting
- Green Tender Evaluation
- Whole-Life Costing
- Climate Resilience Screening
- Social Impact Assessment
- ESG Benefits Tracking
- Sustainability Assurance Review
Why Attend This Course:
- Leave with a Sustainability Management Plan and P5 Impact Analysis for a case capital project, challenged by peers
- Defend sustainability choices at stage gates with impact thresholds and evidence rather than opinion
- Write tender criteria and supplier clauses that make contractors deliver sustainability commitments
- Compare sustainable project practice with managers from energy, transport, utilities, public works and corporate programmes
Conclusion:
Sustainable project management works when people, planet and prosperity effects are weighed at every decision gate and tracked beyond handover. Week one moves from sustainability principles, through the P5 Standard and PRiSM, to impact analysis, the sustainability management plan and life-cycle, carbon and resource data, closing with a guided case. Week two adds sustainable infrastructure, whole-life cost and resilience, green procurement, risk and assurance, social impact and ESG-linked benefits reporting. The final day turns this into a Sustainability Management Plan and P5 Impact Analysis for a case project.