Next7G Project Management - Project Management for the next seven Generations

To steer sustainable developments, such as for sustainable manufacturing, project management needs an expanded definition that can be translated into corporate action beyond delivering project results in closed, structured systems. Project managers are shapers of futures. In the sense of managing sustainable processes, they themselves are affected by the results from the realization of their projects. A Next7G Project Management is based on a principle from Iroquois lore. This considers the effects of actions on the next seven generations. This makes it necessary to pay attention to feasible and visionary further developments of project results in the direction of sustainable project management. The re-integration of customer, cooperation and creativity are current developments in project management. For Next7G Project Management a super customer has to be defined: The home planet. The super customer home planet provides resources. This common good - water, raw materials, air, earth, etc. - has no price. - has no price. The super customer home planet provides these goods for all, but cannot articulate itself and is not involved in the project work and does not have its own rights regarding its utilization. The superclient home planet is subject to destruction and exploitation by human activities. Confronted with increasing complexity and the management of mega projects in global challenges, project results are indispensable to think as an ongoing process for the product life cycle within a project from the individual customer: What does he really need and what are the implications? Newer, so-called agile methods of project management, already involve the customer in all phases of a project. Furthermore, due to the necessity of cooperation for complexity management, the limits of organizations as well as of states have to be considered. Within a project realization, ideas and approaches can be taken up by project managers and be continued for the further development of the project results in the direction of sustainability. In this way, project managers become designers of cooperations and also the initiators of creativity, initiating and controlling the processes necessary for this. They thus develop an understanding of processes that can lead to sustainable innovations. These innovations are the basic knowledge for a further development towards sustainability of the project results. The 17 SDG's could be used here, for example, as a basis for the development of KPI's (Key Performance Indicators) in the direction of sustainable project management. In addition, Key Competence Indicators (KCI) for sustainable project management need to be defined. Thinking outwards about the delivery of project results in terms of time and cost, taking into account the requirements of the super customer home planet, is necessary. In this sense, all project results are to be understood as intermediate products, for which a further use must be intended.