Project stakeholder

About: Project stakeholder is a(n) research topic. Over the lifetime, 3317 publication(s) have been published within this topic receiving 110056 citation(s). The topic is also known as: Project stakeholder.

Strategic Management: A Stakeholder Approach

Abstract: Part I. The Stakeholder Approach: 1. Managing in turbulent times 2. The stakeholder concept and strategic management 3. Stakeholder management: framework and philosophy Part II. Strategic Management Processes: 4. Setting strategic direction 5. Formulating strategies for stakeholders 6. Implementing and monitoring stakeholder strategies Part III. Implications for Theory and Practice: 7. Conflict at the board level 8. The functional disciplines of management 9. The role of the executive.

The “real” success factors on projects

Abstract: A comprehensive answer to the question of which factors are critical to project success depends on answering three separate questions: “What factors lead to project management success?”, “What factors lead to a successful project?” and “What factors lead to consistently successful projects?” This paper draws on new empirical research from more than 70 large multi-national or national organizations to answer each of these three questions, and to identify 12 factors that are, in one way or another, critical to project success.

Business Ethics and Stakeholder Analysis

Abstract: Much has been written about stakeholder analysis as a process by which to introduce ethical values into management decision-making. This paper takes a critical look at the assumptions behind this idea, in an effort to understand better the meaning of ethical management decisions.A distinction is made between stakeholder analysis and stakeholder synthesis. The two most natural kinds of stakeholder synthesis are then defined and discussed: strategic and multi-fiduciary. Paradoxically, the former appears to yield business without ethics and the latter appears to yield ethics without business. The paper concludes by suggesting that a third approach to stakeholder thinking needs to be developed, one that avoids the paradox just mentioned and that clarifies for managers (and directors) the legitimate role of ethical considerations in decision-making.So we must think through what management should be accountable for; and how and through whom its accountability can be discharged. The stockholders’ interest, both short- and long-term, is one of the areas. But it is only one.Peter Drucker, 1988Harvard Business Review

No project is an island: linking projects to history and context

Abstract: Theories on project management are dominated by a perspective on singular projects, treating the unit of analysis as a lonely phenomenon. Anchored in a comparative case study, this paper discusses how the interior processes of a project are influenced by its historical and organizational context. The paper illustrates how the structures and procedures employed in a project have to be understood in relation to previous and simultaneous courses of activity, to future plans, and to standard operating procedures, traditions, and the norms of its surroundings. The findings suggest that future research on project management needs to extend its temporal scope, analyzing how project practices evolve through history over prior, present, and future projects, as well as its organizational scope, analyzing how project practices relate to long-term institutions as well as simultaneous activities in its environment.

Project Success: A Multidimensional Strategic Concept

Abstract: This article presents projects as powerful strategic weapons, initiated to create economic value and competitive advantage. It suggests that project managers are the new strategic leaders, who must take on total responsibility for project business results. Defining and assessing project success is therefore a strategic management concept, which should help align project efforts with the short- and long-term goals of the organization. While this concept seems simple and intuitive, there is very little agreement in previous studies as to what really constitutes project success. Traditionally, projects were perceived as successful when they met time, budget, and performance goals. However, many would agree that there is more to project success than meeting time and budget. The object of this study was to develop a multidimensional framework for assessing project success, showing how different dimensions mean different things to different stakeholders at different times and for different projects. Given the complexity of this question, a combination of qualitative and quantitative methods and two data sets were used. The analysis identified four major distinct success dimensions: (1) project efficiency, (2) impact on the customer, (3) direct business and organizational success, and (4) preparing for the future. The importance of the dimensions varies according to time and the level of technological uncertainty involved in the project. The article demonstrates how these dimensions should be addressed during the project’s definition, planning, and execution phases, and provides a set of guidelines for project managers and senior managers, as well as suggestions for further research.