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xii • Foreword

(aiming mainly at small and medium-size enterprises) how they can
identify P2 opportunities and take action. However, the many efforts
under the P2 program, such as green chemistry, green engineering, green
products, greening the supply chain, etc., are directly related to GPM.
Information on these and other efforts can be found at EPA’s P2 Web site
(http://www.epa.gov/p2/).
Successful pollution prevention programs often depend on a single per-
son taking on the green challenge and carrying the message of P2 for-
ward. Such “champions” are necessary for successful implementation
within companies. Project managers, in general, are perfectly positioned to
act as change agents since projects are indeed all about change. GPM is not
only about “what” we do; it also requires a change in “who” does it. Project
managers are the essential change agents.
Everyone is talking about going green. On the surface, it seems like an
easy thing to do, but what does it mean to “green” our traditional approach
to project management? Mainly it involves changing the way we think
about projects. GPM is a model where we think green throughout our
project and make decisions that take into account the impact on the envi-
ronment. Including environmental goals in project planning and man-
agement encompasses diverse activity, comprised of multiple approaches
and based on a range of options for action. The resurgence of the green
movement in recent years gave birth to GPM, which combines environ-
mentally friendly standards with project management methodologies and
processes. Typically, GPM is guided by an organization’s environmental
management system (EMS) and considers various operational elements,
such as responsibilities, authorities, procedures, and resources.
Because GPM is still in its relative infancy, there are many opportuni-
ties for learning and growth. There are also many opportunities for mis-
use. Greenwashing is a term that was coined in the 1980s to describe a
misleading or deceptive practice of putting a “spin” on activities to make
them appear environmentally beneficial when they are not and are usually
motivated solely by the potential to increase profit. We are slowly mak-
ing progress in recognizing superficial green activities and going beyond
greenwashing. This book will further that improved understanding. Green
Project Management is aimed at helping project managers:

• Understand what it means to truly think green
• Discover the ethical basis for GPM
• See how environmental choices and profit can have compatible goals