ABSTRACT
This chapter provides a list of recommendations that pull the lessons learned from experience, based on decades of project management planning and execution around the world. The differences drawn between developed and emerging markets mainly refer to how suppliers, engineering, procurement, construction, maintenance (EPCM) firms, indirect stakeholders, headquarter-based executives, local managers, contractors, or the board of directors (BODs) respond to issues and global conditions. The chapter focuses on the interactions between people around the world that may be directly or indirectly connected with a project and somehow interested in its sustainability. The chapter focuses on what feel positive and yet has been negatively affecting the concepts of operational efficiency and sustainability, given a wrong understanding of the project management body of knowledge (PMBOK) guidelines. Or perhaps, from a positive perspective, projects undertaken with too simplistic a contextual assessment, or disregard for the cultures and values of the citizens.
