In our book we’ve described how project managers can be change agents in their enterprises – not activists or tree-huggers, but change agents to bring the company more – well – change.  Change in terms different ways of doing things, but also change in the form of quarters, nickels, and dimes.  Lots, and lots of quarters, nickels and dimes, and dollars and Euros and yuan and shekels, so many coins in fact, that we’re talking about trillions of them.

A book we discovered after our manuscript was complete – unfortunately – is a pioneering book (2001) by Pamela Gordon called, “Lean and Green:  Profit for your workplace and the environment“.  You will find a rich source of information at this site, which will not only let you order the book but which also has a great video with Pam describing her motivation for writing the book and some of its background.  Her logic in the video and in the book is impeccable, and it has the following features:

• • • Debunks the myth that businesses must choose between profit and the environment
    • Shows how anyone, at any level of an organization, can help increase revenues by reducing harmful environmental impact
    • More than 100 compelling, real-life examples from 20 prominent and varied organizations, including Intel, Louisiana-Pacific, Horizon Organic Dairy, and Apple Computer
    • Chapter summaries provide easy “you-can-do-it” action steps that will yield immediate results

In any case, we’d like to (with Pamela’s permission, of course, which we indeed have) provide you with some of the highlights of her chapter on Environmental Management Systems.

We assert that PMs should “link” their projects’ charters to the EMS of the enterprise - and if their organization doesn’t have one, be the change agent to be sure that the enterprise adopts one.  So this is important stuff here!

First of all, what is an Environmental Management System?

It’s “environmental policies, how-to-instructions, and accountability measures for continual improvement” that “help your organization minimize harm to the planet and benefit from all the cost savings and revenue opportunities that Lean and Green organizations enjoy”.  It deals with goals, guidelines as to how to achieve them.  So it’s part vision and strategy, and part tactics.

Pamela interviewed many companies, amongst them Agilent, Apple, Celestica, IBM, Intel, Kyocera, British Aerospace, NEC, Philips, Polaroid, Sony, and TI, to find out what common threads their EMS had and singled out some best practices and tips we thought we would share with you.

Ten Suggestions

1. First consider the areas of largest environmental impact

2. Let employees know that the system was created because the organization cares about the environment

3. Embed the EMS’ requirements into the organization’s existing systems

4. Have each site or group form a cross-functional team to identify gaps between current practices and environmental goals, then have the EMS fill those gaps.

5. Use simple language.

6. Check frequently with each of the organization’s sites or groups to offer help in working with the system.

7. Match your employee training style to your organization’s culture.

8. Get outside help in creating your system.

9. Roll out the system in phases.

10. Add to your first time estimate.

The book “colors in” each of these points with details and examples from the companies interviewed by the author – but this should give you the gist of the suggestions.

Three pitfalls to avoid

1. Burdening people with bureaucracy.

2. Creating short-lived systems.

3. Depending on a single employee.

Eerily insightful

With the Deepwater Horizon disaster now heading towards its 100th day, it’s interesting to note Pamela’s highly insightful sidebar about being “prepared for emergencies”.  In fact it’s particularly interesting (and almost spooky) that the example – although about Apple, not BP, and thus the low numbers – was about of 20,000 gallons of spilled oil, and focuses on the regulatory and legal ramifications as well as how it would affect Apple’s image.

An example 10,000-meter view of an EMS

One company’s EMS is summarized (you’ll have to buy the book to find out which one) below :

1. Pollution prevention

2. Hazardous Material Shortage

3. Contingency and Emergency Response Plans

4. Hazardous Waste Management

5. Energy Conservation and Air Management

6. Water Conservation

7. Design for Environment

8. Site Acquisition and Closure

We assert that as a project manager, you could look at that simple high-level outline of an EMS and find many ‘connecting points’ to a project plan.  Projects use materials, during construction (and of course when the product of the project is in steady-state use – a subject for a posting on Life Cycle Analysis).  Projects use water, air, and need contingency plans.  So hopefully you recognize your PM discipline here.  That’s our point.  PMs need to be connected to the way the organization does business and now that includes Environmental Management Systems.

So be the change!

And help your company bring in the change!