Sustainability and Regeneration in Projects
SERIES ARTICLE
By Dr. Hugo Minney
United Kingdom
Figure 1 project management is evolving, and so is the project manager’s mandate
Abstract
The global focus on sustainability (often, and necessarily, combined with regeneration) demand a shift in how projects are conceived, managed, and delivered. This article, the first in a series, posits that project managers have a personal mandate beyond the traditional iron triangle of time, cost, and quality: project managers are the pivotal leaders who can embed sustainability and regeneration into the fabric of projects, influencing the way projects are run and the outcomes to contribute to environmental health, economic growth, community wellbeing, and human flourishing. This article explores the project manager’s sphere of influence across the project lifecycle, outlines strategies for integrating sustainability from initiation to closure, and discusses the competencies required for this expanded role. Drawing on practical examples, including a detailed look at the UK 2012 Olympics’ approach to supply chain sustainability, it argues that project managers are key agents of change, instrumental in driving both project success and a more sustainable and regenerative future. This foundational piece sets the stage for subsequent articles that will delve deeper into the integrated pillars of sustainability and critique growth models.
Keywords: Sustainability, Regeneration, Project Management, Project Leadership, Sphere of Influence, Sustainable Procurement, Stakeholder Management, UK 2012 Olympics, Project Manager Competencies.
Introduction: The role of the project manager in creating a sustainable and regenerative world
The world stands at a critical juncture. Mounting environmental pressures, from climate change and resource scarcity to biodiversity loss, coupled with persistent social inequalities, demand urgent and transformative action [1, 2]. The concepts of “sustainability” and, increasingly, “regeneration” have moved from the periphery to the core of global discourse and organisational strategy and need to be addressed by all of our projects. Sustainability, defined by the Brundtland Commission as “development that meets the needs of the present without compromising the ability of future generations to meet their own needs” [3][1], provides a baseline for responsible action. However, the scale of the current challenges requires a move beyond simply “sustaining” what is often already a depleted state, towards “regeneration” – actively working to restore, renew, and revitalise social, ecological, and economic systems, leaving them healthier and more resilient [5, 6]. Projects, as the primary vehicles through which change is implemented and strategies are realised, are central to this transition.
Traditionally (at least since the early 1920s[7]), project management has been focused on the efficient delivery of outputs within the constraints of time, cost, and quality – the “iron triangle” [8]. While these elements remain important, a singular focus on them is no longer tenable nor desirable in a world grappling with complex systemic challenges. There is a growing expectation from society, investors, clients, and employees that projects will not only deliver their intended functional outcomes but also generate broader positive value and minimise, if not eliminate, negative impacts. This expectation fundamentally reshapes the role and responsibilities of the project manager.
This Sustainability and Regeneration article series in Project Management World Journal is born from the conviction that to navigate these evolving expectations, we must re-evaluate how we approach project management. We believe it is essential to start by establishing the “why” and the “what” of sustainability and regeneration in project management.
This first article in the series serves as a baserock piece, setting the foundation for understanding the project manager’s critical role. We argue that the project manager’s mandate is expanding significantly: from being a tactical implementer to a proactive leader and a key agent of change, responsible for championing and embedding sustainability and regeneration principles throughout the project lifecycle. This is not merely an additional task or a “nice-to-have” but an integral aspect of professional project management in the 21st century.
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Editor’s note: The author Dr. Hugo Minney is a Fellow of APM (Association for Project Management), a Member of PMI and PMI UK, Co-Chair of APM’s Benefits and Value SIG, and committee member of PMI UK’s Sustainability Community of Action. For more, see his author profile at the end of this article.
How to cite this work: Minney, H. (2025). The Project Manager’s Mandate: Leading; Sustainability and Regeneration in Projects, series article, PM World Journal, Volume XIV, Issue VII, July. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/07/pmwj154-Jul2025-Minney-PM-Mandate-Leadership-Sustainability-series-1-2.pdf
About the Author
Dr Hugo Minney
London, UK
Dr. Hugo Minney is a Fellow of APM (Association for Project Management), a Member of PMI and PMI UK, Co-Chair of APM’s Benefits and Value SIG and committee member of PMI UK’s Sustainability Community of Action (none of which are paid).
Minney set out to become a farmer but was defeated by bureaucracy. He sold high ticket computer systems and specialist software for workforce planning; joined the National Health Service for 18 years (and as a Chief Executive for the last 7 of these) and is now a project management consultant with a sideline chairing a charity restoring the sense of community for young people.
Minney works in project management, and in particular benefits management, motivating team members by reporting what they are achieving together and changing the community and culture to want to achieve – together. At present, he’s more involved on the governance side, accredited as a Social Value practitioner and Chartered Project Professional, and reviewing the balance of projects and contribution to objectives and benefits across portfolios.
Dr. Minney can be contacted at hugo.minney@thesocialreturnco.org
To view previous works by Hugo Minney, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dr-hugo-minney/
[1] this is the most recent definition – sustainability has been around as a concept for a lot longer – see for example the Seventh Generation Principle [4]
