Balancing Innovation and Performance
in Complex Digital Projects
FEATURED PAPER
By Doğa Ilhan
Brighton, United Kingdom
Abstract
Project managers are facing an increasingly difficult task as software-intensive complex projects (SICPs) grow in scope and impact: finding a balance between performance and innovation and sustainability requirements. Data centres, AI training, and cloud infrastructure have significantly increased environmental footprints, despite the fact that digital systems are frequently thought to have less of an impact than physical megaprojects. This article examines how sustainability can be implemented during the early phases of software-intensive project design using frameworks such as Responsible Project Management (RPM), carbon-aware computing, and lifecycle thinking, as well as industry examples from Google, Microsoft, and Meta. According to the analysis, when sustainability is treated as a core competency rather than an afterthought, it can enhance rather than limit innovation.
Introduction: The Sustainability Dilemma in Technology
Consumer expectations regarding sustainability are shifting rapidly. A survey reported by Forbes indicates that 62% of consumers are willing to change their purchasing behaviour to reduce environmental impact (Forbes, 2023). As digital products and services continue to grow, this places new pressure on organisations developing software-intensive systems.
Software-intensive complex projects differ from traditional consumer goods. They resemble Complex Products and Systems (CoPPS), which are high-cost, high-integration, multi-component systems with long life cycles (Hobday & Brady, 2000). However, unlike traditional CoPPS, the environmental impacts of digital systems are less visible and more difficult to quantify – requiring new approaches to sustainability in project design and governance.
The Environmental Cost of Digital Innovation
The tech sector currently contributes approximately 7% of global carbon emissions, and this share is projected to grow with continued expansion of cloud computing and AI (Ukpanah, 2024). Large-scale AI models require extensive data centre infrastructure. Even during training phases, these models consume significant energy and water (Ren, 2023).
The International Energy Agency warns that the electricity demand of global data centres may surpass Japan’s current national consumption by 2030 (International Energy Agency, 2025). This represents not only an environmental concern but also a systemic operational risk.
Several leading firms illustrate this tension. Microsoft reported a 30% increase in carbon emissions since 2020 due to expansion of data centres supporting AI (Nunwick, 2024). Meta’s models require substantial energy inputs, though precise data remains limited (Bailey, 2024). The larger trend indicates that, without intentional strategic action, innovation in AI and cloud computing may directly jeopardise sustainability commitments.
Why Sustainability Often an Afterthought
Sustainability is often left out of early stage planning in SICPs, despite awareness of environmental impacts. One key factor is speed-to-market pressure, particularly in the competitive AI sector. When OpenAI, Google, and Mistral released new frontier models within a 12-hour period, competitive urgency clearly outweighed sustainability considerations (Shittu, 2025). Similarly, Meta’s release strategy for open-source models is designed to pressure closed-source competitors (PYMNTS, 2025).
This is not merely a technical issue, but a cultural and governance issue. Many organisations define project success using time, cost, and quality alone. When sustainability is not embedded into project success criteria, it is inevitably treated as a secondary concern.
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How to cite this paper: Ilhan, D. (2026). Sustainability by Design: Balancing Innovation and Performance in Complex Digital Projects; PM World Journal, Vol. XV, Issue I, January. Available online at https://pmworldjournal.com/wp-content/uploads/2026/01/pmwj160-Jan2026-Ilhan-Sustainability-by-Design.pdf
About the Author
Doğa Ilhan
Brighton, United Kingdom
Doğa Ilhan recently completed her MSc in Engineering Business Management at the University of Sussex and holds a Bachelor’s degree in Computer Engineering. Her academic and professional interests include project management, sustainability in technology, and digital transformation in complex system environments. She has worked on research projects focusing on IT integration and responsible project governance. She currently lives in Brighton, United Kingdom. She can be contacted at dogailhann@hotmail.com.
