This is a Case Study to read and answer the questions in the study reading (learning objectives). This is a beginning reflective assignment meant to make you think critically about project management (what you think is happening, implications and how you would navigate the case study).

Answering the questions found at the end of the case study, you are expected to answer based on your personal understandings, worldviews and emergent project management lens.

There are no right or wrong answers. You are expected to explain what you think and why you think for each question, explaining your position clearly.

Instruction: Case Study assignment must include a title page (course, name, assignment name) to the instructor. The assignment must have minimum 3 pages 'excluding' the title page.

Case Study

In early 2000, Dean Richard Schmalensee of MITs Sloan School of Management needed to make a decision that would shape the future of the school for decades to come. Sloan desperately needed a new building with great classrooms, faculty offices, study rooms for students, and dining. Schmalensee needed to decide whether the new building should be built quickly, using traditional design methods and features, or whether he should commit to a sustainable green building, as the building committee he had convened recommended. But what did green building really mean? How much more would it cost? What were the risks? Was there a business case for building green?

Learning Objectives

To explore the business case for green buildings including: What are the costs and benefits of energy efficient, sustainable buildings? What return on investment do they offer? Does building green come at the cost of significantly higher up-front design and construction costs? What are the organizational challenges in building consensus for green buildings?