We have to integrate to engage in change: exploring sustainable project management

Abstract

Recognising that sustainability in project management is a nascent field. For the need to build integrated models to support the development of an accepted school of thought, this paper uses the Deception Impact Model to explore the impacts from the current Boeing 737 MAX case to explore the impact of deception in the context of different phases of sustainable project management: product design, certification, and training. We highlight the importance of tracking deception in sustainable projects considering the severity of deception as the project moves through different stages and its impact on stakeholders and broader society.