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Developing the Project • 109

wide environmental policy, and lack of greenality support statement or
funding for greenality in the project’s charter. One could lead to the other,
but the bottom line is that without some sort of commitment, the greenal-
ity effort on a project will be greatly inhibited, even if the project manager
is an advocate. This is a huge risk to project greenality. As goes the man-
agement, so goes the project!
Looking at further potential risks on the project, have green techniques
as outlined in this chapter been applied to the scheduling and costing esti-
mation process, resource planning, and other aspects of the project man-
agement? Have we taken the time to identify, quantify, plan risk responses,
and plan the necessary monitoring and controlling process for greenality
risks? It used to be that one of the project manager’s objectives was to pro-
tect the stakeholder’s monetary investment in the project. That is now not
enough. To paraphrase one of our assertions, “an environmental strategy,
7
including environmental risk management, provides added opportunity
for the success of both the project and the project’s product.”

greenality outPuts

environmental management Plan
One of the outputs of developing the project is the environmental manage-
ment plan (EMP). The EMP is similar in perspective to the quality man-
agement plan (QMP), but is specifically focused on the environmental and
sustainability aspects of the project. The inputs to that plan are the envi-
ronmental objectives, environmental policy, and environmental risks.
These inputs may be incorporated into other plans, and they are significant
enough, given the future of green project management, that they be included
in a stand-alone document that serves as an input to the project manage-
ment plan (PMP). Additionally, like the QMP, the EMP template will include
scope, stakeholders, EEVM (earned environmental value management),
organizational policies, and risk register, and will use tools similar to those
in quality management: benchmarking, cost-benefit analysis, the cost of
greenality, etc. The output then would be an EMP that dovetails into all the
appropriate other plans, like the QMP, risk management plan, and others.
Another area that is impacted by environmental considerations is the
monitoring and controlling of the project. One of the inputs to that area