Investigating Stakeholder Factors in Sustainable Project Management with Esra Tepeli

What You Will Learn

Upon completion of this training, learners will be able to:

  • Analyze organizational factors in sustainable project management and investigate the stakeholders’ involvement in sustainable project management.
  • Model the relationships and interactions between the project stakeholders and the communication and decision-making channels.
  • Manage an organizational framework with the project stakeholders and the potential factors that influence stakeholder involvement in sustainable project management.


Stakeholders are major players in project management. Project stakeholders are individuals and organizations involved in or affected by project activities. In a complex project environment, we can have many stakeholders with different types of relations and interactions among them.

Project stakeholders may have several missions and responsibilities during the project life cycle, such as the realization, supervision or control, and validation of project activities. On the other hand, project stakeholders are in a relationship with other stakeholders for the realization of their responsibilities. These can be contractual, hierarchical, or communication relationships.

Sustainable project management requires the incorporation of the social, environmental, and economic dimensions of sustainability in different aspects of project management, aiming to reach the project objectives in terms of cost, time, quality, and safety. In sustainable project management, it is essential to analyze the organizational factors, including the stakeholders’ behavior, features, and their involvement in the project realization, and to improve the communication and decision-making channels.

The aim of this training is to develop a framework containing the factors that influence stakeholder involvement in sustainable project management so the projects will become successful. The stakeholder factors are identified and analyzed in a formalized approach, depending on different project contexts. Then, a sustainable and evolving organizational modeling with stakeholders’ variables, attributes, and relationships will be proposed to enhance the decision-making process, the communication quality between the stakeholders, and to ensure the realization of project activities within the time, budget, quality, and safety objectives.



    • Analysis of Sustainable Project Management Features 
      • Life cycle analysis
      • Stakeholders and organizational features
      • Environmental factors
      • Economic dimension
      • Social factors
      • Strategic analysis
      • Decision-making strategies 
      • Success keys to reach project objectives
    • Investigating and Modeling Stakeholder Factors in Sustainable Project Management
      • Analysis of organizational factors
      • Investigating the stakeholders’ involvement
      • Analysis of stakeholders’ missions and responsibilities
      • Analysis of relations and interactions between the stakeholders
      • Development of the communication channels
      • Development of the decision-making channels
    • Development of a Sustainable and Evolving Organizational Framework With a Multidimensional Modeling Depending on Different Project Contexts
      • Defining and modeling the variables of project stakeholders, building the organizational chart
      • Defining the influence of the social, environmental, and economic factors on the organizational features
      • Defining and modeling the relationships and interactions between stakeholders
      • Defining and improving the communication channels in the organizational chart
      • Defining and improving the decision-making channels in the organizational chart
    • Identification and Analysis of the Risk and Opportunity Factors Related to the Organizational Structure
    • Proposition of Key Success Factors for Improving the Dynamics of the Organizational Structure, Communication Channels, and Decision-Making Strategies
    • Application of the Organizational Framework Into the Case Studies
    • Conclusion and Perspectives

PDU Allocation Table

The table below displays the number of professional development units (PDUs) awarded for each PMI® credential, as they align to the PMI Talent Triangle®. Power Skills and Business Acumen PDUs apply evenly across all credentials and Ways of Working PDUs apply only to specific credentials. PDUs will be added in full to all eligible credentials. *Please note that the asterisked row below applies to the PMI® Agile Certification Journey and includes Disciplined Agile® Scrum Master (DASM), Disciplined Agile® Senior Scrum Master (DASSM), Disciplined Agile® Coach (DAC), and Disciplined Agile® Value Stream Consultant (DAVSC) certifications.
Ways of Working Power Skills Business Acumen Total
CAPM® / PMI-CP™ / PMP® / PgMP® 0 7 0 7.00
PMI-ACP® / Agile* 0 7 0 7.00
PMI-SP® 0 7 0 7.00
PMI-RMP® 0 7 0 7.00
PfMP® 0 7 0 7.00
PMI-PBA® 0 7 0 7.00
Ways of Working Power Skills Business Acument Talent Triangle



Esra Tepeli PMP

Dr. Esra Tepeli has a civil engineering background with a double major in project and risk management. She obtained her PhD in the field of construction project management and risk management at the University of Bordeaux. During her PhD, she worked on project and risk management for complex and strategic construction projects, especially Public-Private-Partnership (PPP), design- build-maintenance and transportation projects, in cooperation with a major French construction company. Her PhD thesis consists of the development of a formalized and systematic risk management process in a complex project environment. After her PhD, she started working as an academic member and she has taught a variety of construction management and project management courses for undergraduate and graduate students. Her research and teaching activities deal with project and risk management, construction management and building information modeling. She is an author and co-author of several peer-reviewed scientific articles, conference papers, and books including Risk Analysis in Early Phase of Complex Infrastructure Projects, and Risk Management Keys for Complex Construction Projects. Besides her academic career, Dr. Tepeli is working as a project and risk management consultant in the private sector. Dr. Tepeli is also an active PMI member, instructor in the PMI Training program, having conducted project management mentoring and outreach projects, and has presented at global conferences and various events held by numerous chapters.

Training Information

22 May 2024
Start Time
8:00 AM
1 Day


Member Price
(US$705.00 before 8 April)
Nonmember Price
(US$910.00 before 8 April)
Government Price
Student Price

Not a PMI Member?

Become a member and take advantage of the knowledge and networking available near you through local PMI chapters.

Join PMI