Formalising Sustainability Management as a Core Process Group in Project Management
针对PMBoK标准未正式纳入可持续性的问题，基于利益相关者理论和自然资源基础观，提出将可持续性管理作为新的核心过程组和知识领域，以提供可审计、可重复的治理架构。
ABSTRACT Sustainability has become a strategic imperative for organisations, yet widely used project management standards such as the PMBoK sixth and seventh editions still do not formalise how sustainability should be embedded across project work. This gap matters because PMBoK‐based processes shape governance, roles, documentation and performance expectations; without explicit mechanisms, teams lack a shared language, defined decision points and consistent metrics to translate ESG priorities into planning, execution, monitoring and closure. As a result, sustainability is often treated as an optional add‐on, applied inconsistently, weakening stakeholder alignment, encouraging short‐term optimisation and reducing ESG accountability and long‐term value creation. Grounded in stakeholder theory and the natural resource–based view, this paper proposes a new PMBoK core process group and knowledge area called sustainability management. This research methodologically adopts a conceptual and standards‐based analytical approach, combining systematic mapping, alignment and extension of sustainability principles across PMBoK sixth and seventh editions. By formalising sustainability management as a dedicated process group and knowledge area, the study advances existing project management literature by translating sustainability from a dispersed normative orientation into an explicit, auditable and repeatable governance architecture.