There is, however, another type of sustainability in reference to projects. The sustainability of a project can also be whether it will be able to last for its planned duration or how it will be maintained into the future. This type of sustainability is directly linked to the planning stages of the project management process, again illustrating how the project manager is a crucial figure in ensuring that the project is carried out, both now and in the future. Creating a Sustainability Plan When a project manager is generating a sustainability plan, they should consider some of these questions. • What is the expected duration of the project?
Project Management for Venturing Crews Facilitator Guide 25 • How long after that duration is it acceptable for the project to persist? • Who is responsible for maintaining the project up to its expected duration? • How will the project be maintained up to its expected duration? • Are the resources for maintenance available and accessible through its expected duration? If the project is temporary, a sustainability plan may not be necessary, however it could still prove to be a useful tool in evaluating the goals of your project. An example of a sustainability plan outline can be found in Appendix D . Discussion Facilitate a discussion with participants on the merits of having a sustainability plan. This can be extended into an examination of the ethical responsibilities of serving as a project manager, as well as a discussion of what sustainability looks like to them. The following topics or ideas are possible results of this discussion: • Having a sustainability plan means that future stakeholders or beneficiaries can enjoy the project. • A sustainability plan allows for greater delegation on the part of the project manager. • A project manager, in bringing their vision to life, may be ethically encouraged to make it last for the greater good of the community. • Sustainability means maintaining any permanent structures or features of a project. • Sustainability also means having a success plan in place for replacing stewards of the project. Debriefing With the project complete and implemented, and the team beginning to disband or move on to other projects, the project manager should take the time to reflect on the project with the team and solicit feedback to improve future projects. Feedback, at any point in planning or implementing a project, is crucial to the continuing success of the team and project manager. Constructive feedback should always be shared between the team and the project manager, as well as between individual members of the project team. There should not simply be a designated period for feedback, but rather the project manager should always be prepared to accept and incorporate feedback from others. By constantly improving the project through feedback, the project manager is able to ensure that the project’s outcome is most closely aligned with the realities of the project
Project Management for Venturing Crews Facilitator Guide 26 and with the goals of the beneficiary and stakeholders. Without feedback, a project may not be as relevant or impactful as it otherwise could be.
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