Showing papers on "Project stakeholder published in 1991"
TL;DR: In this article, a critical look at the assumptions behind this idea, in an effort to understand better the meaning of ethical management decisions, is taken, and a distinction is made between stakeholder analysis and stakeholder synthesis.
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
1,101 citations
31 Mar 1991
TL;DR: The economics of project analysis: A Practitioner's Guide for Project Analysis as discussed by the authors is written for project practitioners, for instructors in agricultural project economic analysis, and for students of that subject.
Abstract: 'The Economics of Project Analysis: A Practitioner's Guide' is written for project practitioners, for instructors in agricultural project economic analysis, and for students of that subject This guide extends and complements the discussion of project and policy economics contained in the second edition of 'Economic Analysis of Agricultural Projects', by J Price Gittinger--referred to throughout this volume as Gittinger (1982) ISBN10:0-8213-1751-2 ISBN13:978-0-8213-1751-8
56 citations
TL;DR: In this paper, the authors explore how the project management role is conditioned by the context in which change is progressed, and explore the management implications of these findings for project management selection, career progression, and the development of diagnostic skills and agenda management strategies.
Abstract: SUMMARY
This paper explores how the project management role is conditioned by the context in which change is progressed. The argument draws on Pettigrew's (1985, 1987) contextual and processual view of change, a view which does not clarify the management implications of contextual variation. Using data from a two-stage research design combining diary and survey methods, four context dimensions are identified, concerning ‘interlocking’, ‘shifting sands’, ‘ownership’ and ‘senior management view’. For analytical purposes, two extreme contexts are characterized as exposing the project manager to high and low levels of ‘vulnerability’ respectively. Project management literature typically offers a rational-linear account of change, and concentrates on ‘content’ and ‘control’ agendas, concerning technical expertise on the one hand, and planning, budgeting and monitoring techniques on the other. Sociological analyses reveal the limitations of the rational-linear account, and focus on the political and cultural dimensions of the ‘process’ agenda. The data suggest how contextual variation affects the relative priority of these agendas. The management implications of these findings are explored, for project management selection, career progression, and the development of diagnostic skills and ‘agenda management’ strategies.
43 citations
TL;DR: Firth and Krut as discussed by the authors, drawing on their experiences as management consultants, chart the steps necessary to successfully integrate project management with traditional line organizational culture in order to increase response and flexibility in an increasingly competitive environment.
29 citations
TL;DR: In this paper, the authors discuss the aspects of a project that most affect its outcome in relation to the involvement of corporate management: the establishment of the project team, project appraisal and reappraisal, and the management of risk.
23 citations
TL;DR: In this paper, the authors consider the problems and risks that may affect the effectiveness of project management when decentralizing an organization, especially if the company is small or medium-sized.
5 citations
TL;DR: In this paper, the authors present a practical analysis of the nature of effective innovation, a comparison of innovation management with project management, and proposals for applying project management to innovation, and propose to apply project management in the context of innovation.
4 citations
TL;DR: In this paper, the authors show that the title "Project Manager" is widely used across a number of industries, most notably those of computers and engineering/construction, and that the role of Project Manager is not unique to one specific industry.
Abstract: One has only to glance at the appointments display advertising in our quality national newspapers to realise that the title ‘Project Manager’ is widely used across a number of industries, most notably those of computers and engineering/construction. This article looks at this latter area.
4 citations
01 Jan 1991
TL;DR: The Project Peer Review Guidelines (PPRG) as mentioned in this paper is a set of guidelines for project management and design peer review, which are developed by the American Consulting Engineers Council and the American Society of Civil Engineers (ASCE).
Abstract: Project Peer Review Guidelines, a joint effort of the American Consulting Engineers Council (ACEC) and the American Society of Civil Engineers (ASCE), provides guidelines for project peer reviews. Some of these guidelines concern how to: 1) Select a project for review, 2) set objectives, 3) determine the members of the project peer review team, and 4) conduct either a project management or a project design peer review. Checklists for both types of project peer reviews are appended.
2 citations
TL;DR: In this paper, the authors describe their experience as a consultant during the adoption of project management by a world-leading solid-modeling company, which required extensive training in project teamwork and the key appointment of a project co-ordinator to stage manage developments.
Abstract: The benefits accruing from the adoption of project management are outlined with particular respect to software production. The author′s experience as a consultant during the adoption of project management by a world‐leading solid‐modelling company is described. This was a people problem: the management strategy was to plan the work of all the engineering staff. This required extensive training in project teamwork and the key appointment of a project co‐ordinator to stage manage developments. The exercise was very successful.
2 citations
TL;DR: In this paper, it is suggested that matching the project manager's abilities to the type of organisation will increase his or her effectiveness, litis has implications for the training of managers.
Abstract: When appraising a project, two major issues—the selection of a suitable project manager and the choice of the organisation for implementation—have received much attention, but in relative isolation from each other. Here it is suggested that matching the project manager's abilities to the type of organisation will increase his or her effectiveness, litis has implications for the training of managers.