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Sustainability has evolved into being a recognized component of decision making. Also, integrating sustainability in project management has had dynamism in the research field over the few last decades. The absorption and demand for sustainability in the development market are increasing, as the focus of concretizing the idea of sustainability within challenging projects. This research shows how sustainability can be incorporated into the project by a project manager and in the project management process by being more proactive in meeting customer needs and demands. However, we work hand in hand with Program managers to optimize green construction design and environmental protection. Third-party agencies also conduct environmental assessments to know how sustainable the project to meet the demands of the future generation. This paper presents a discussion on which project management roles have what influence sustainability in the process of project management by using the Turner’s Model to investigate whether the assumptions made by Turner are true for the case “Anli Homeland” project. Data were drawn from five interviews administered with the major partners (program manager, project manager, two deputy project managers, and the client) of these five all are valid, analyzed, and juxtaposed to the model. The results show the project manager possesses medium responsibility regarding the holistic approach; he also has a towering responsibility for participation and low control for long term view and risk reduction. This perception is established on the notion that a project leader is internally stimulated to work on a project and attain a more sustainable outcome. Ideally, this research is to mitigate negligence along with raising the confidence amongst project leaders to consistently engage in sustainability work through new methods and routines.

Integrating Sustainability in Project Management: A Case Study of Anhui Ligong Real Estate Co. Ltd., Anhui