Showing papers on "Project stakeholder published in 1996"

Endeavors: a process system integration infrastructure

Abstract: As software projects evolve, possibly differing in size, complexity, scope and purpose, the development processes that support the project must evolve to reflect these changes. For a distributed project, maintaining proper communications, coordinating between project stakeholders, and maintaining managerial control become increasingly important and, unfortunately, increasingly difficult. The Endeavors system is an open, distributed process modeling and execution infrastructure that addresses communication, coordination, and control issues. Complex processes may require: (a) distribution of people and processes; event based and intermediate format integration of external tools; a low entry barrier through ease of use and incremental adoption; ability to customize and reuse objects, tools, and policies; and dynamic change of runtime processes, objects, and behaviors. Endeavors' solution architecture achieves these goals through application of five key design strategies: (1) maintaining multiple object model layers; (2) implementing the architecture as a set of highly componentized, lightweight, transportable, concurrent elements; (3) providing customization capabilities for each layer of the object model; (4) using a reflexive object model to support dynamic change; and (5) allowing dynamic loading and changing of objects including loading of executable handlers, new object types, and extensions. We discuss these goals and design strategies, describe the architecture, and describe the current status of the project and its relevance to its own development.

Stakeholder management and the avoidance of corporate control

Abstract: Principles and processes of stakeholder management are still conceptually at an embryonic stage This article analyzes several principles and processes important to understanding strategic management and business ethics Using an inductive approach with empirical data from a Norwegian insurance company, the article contributes to a description of manipulation and power dimensions of stakeholder management The capacity of the management of large companies to circumvent control and thus accountability is illustrated New analytic insights are presented, such as the distinction drawn between movement, multimatum, and manipulation

Project teams: profiles and member perceptions-implications for group support system research and products

Abstract: Reports on a series of questionnaire surveys in which 165 managers and professionals each described a single recent project. The project team size varied considerably, with a mean of 7.7 members. The team size was usually selected to get the right mix of expertise, to have someone from each affected unit, or both. Most teams met many times, with a mean of 16.5 meetings and a median of 10. The mean project duration was 6.1 months. During that time, respondents engaged in an average of more than one project communication per working day; only 18% of these communications were in formal team meetings. More than half the projects had at least one member from another site, and 29% had half or more of their members from other sites. So, project teams today are already characterized by a good deal of distributed work. Respondents were familiar with the large majority of their team members before the project started. Satisfaction was high on a number of dimensions. Most projects seemed to involve complex design processes rather than a single decision. We discuss the importance of supporting distributed project teams and some implications for the design of group support system research and products.

The handbook of project management : a practical guide to effective policies and procedures

Abstract: List of process flow diagrams List of checklists Preface Part 1 The programme and project environment 1 Introduction What is special about programmes and projects? Who is this book for? 2 Change: programmes and projects Change and the programme and project manager What is a project? Projects and sub-projects What is a programme? An example programme Why programme management? What is programme management? What is project management? Why is programme management different from project management? What is different about programme and project management? How are programmes and projects derived? The dynamic life cycle The dynamic action cycle The programme and project process phase gates Is the phase gate a constraint? Summary 3 Organizing for programme management Organizing for ownership Establishing the programme steering team Continuous improvement and problem solving: are they projects? The programme register Operating a programme register The key responsibilities of the programme steering team Meetings of the programme steering team Managing the portfolio: selection of programmes and projects The inputs to effective selection The secondary screening The result of effective selection Summary 4 The key roles The project steering team administrator The sponsor The programme manager The project manager The functional manager Frequently used terms The stakeholders Managing stakeholders Customer satisfaction The programme and project manager as a leader The dimensions of leadership Programmes, projects and teamwork Building your team Summary Part 2 The programme and project processes and techniques 5 Starting up: ideas and opportunities for projects The fundamental data needs What are the constraints? What data do the project steering team require? Preparing the initial business case Through Gate Zero to Gate One Presenting the business case to the project steering team The kick-off meeting Project documentation The project brief and specification Summary 6 Defining your project What is necessary to define a project? The stakeholder list The project brief The scope of work statement Risk management Risk assessment Quantifying identified risks Risk monitoring Getting your project definition approved Summary 7 Planning your project What is not going to be done? Who needs to be involved? Where does planning start? Identifying the key stages The project work breakdown structure Allocating responsibility What is an estimate? Estimating the durations Contingencies Time-limited scheduling and estimates Identifying the critical path of your project The Programme Evaluation and Review Technique Analysing the logic diagram Using the PERT analysis data Analysing your resource requirements Optimizing your schedule Reviewing your project risk log Reviewing your project budget Intermediate phase gates Seeking approval to launch your project Summary 8 Launching your project Establishing key stage work plans Deriving a milestone schedule Critical success factors Ensur

SMART value management: a group decision support methodology for building design

Abstract: A revised theoretical framework for value management is developed based on the principles of group decision support (GDS). In contrast to the currently dominant paradigm of value management, the concept of GDS is based on an underlying ontological position of social constructivism. The existing positivist paradigm is only applicable to well-defined technical problems which can be specified in advance. GDS differs in that it recognises that the multi-perspective problems which often characterise the early stages of building design defy any attempt at pre-definition. The articulation of the GDS paradigm has important implications for building economics. It is asserted that building economists have traditionally failed to provide multi-faceted clients with effective decision support due to their reluctance to leave the sanctuary of the rational high ground. SMART value management is proposed as a GDS methodology for rational intervention in building design. The methodology is primarily perceived as an aid to the briefing process rather than a technique of cost reduction. It is based on a series of decision conferences timed to coincide with the decision pinch-points which punctuate the building design process. SMART value management represents a decisive break with the American tradition of value engineering by rejecting both the optimising paradigm of operational research and the associated rhetoric of 'function analysis'. The methodology is justified with reference to the established typology of social science. Its feasibility depends upon the extent to which it is commensurable with the implicit metaphors which the project stakeholders use to understand the client organisation. The practical application of the methodology is evaluated by means of a case study approach conducted in accordance with the principles of naturalistic inquiry. Additional evidence is cited to support the claim that SMART value management is generalisable beyond the specific domain of the case study.

The Future of Engineered Quality

Abstract: Total quality management (TQM) has not yet been successfully applied or recognized for any industry-wide improvements within the engineering and construction professions. In today’s litigious climate, legal dependencies by entities involved in the development, design, and construction of a project have prolonged and even prevented the making of trust relationships among project participants. Without the open communications and mutual support that derive from trust-based relationships, it will be an uphill battle to effect substantive quality improvements industry-wide. The answer lies in the establishment of \Ilong-term project team relationships\N. Rather than work together on a single project, with only a compressed time in which to develop a mutually productive professional relationship, participants in a long-term partnering relationship work together project after project, enabling them to achieve quality improvements through repeated interaction. In addition, subcontractors and suppliers must be brought into the team relationship from the earliest project concept stages—a bottom-up approach to total quality management (TQM) implementation.

The human aspects of project management: human resource skills for the project manager, volume two

Abstract: People are the backbone and most valuable resource for successfully executing any project. To survive and grow in the 21st century, project management practitioners must learn and use appropriate interpersonal skills that inspire all those involved in a project. This book offers practical guidelines that can be used to develop and implement the practices of communication, motivation, negotiation, conflict resolution, conflict and stress management and leadership. Human resource Skills for the Project manager is Volume Two of the Human Aspects of Project Management Series.

Introduction to Project Management in Health Research: A Guide for New Researchers

Abstract: Defining your research objectives planning the research project research ethics, external stakeholders, obtaining funding and recruiting and selecting staff undertaking the project finishing the project.

Risk management and agency theory in IS projects — an exploratory study

Abstract: The way in which project teams respond to problems and manage risks during IT project developments is affected by the organizational context. In particular, it is affected by the implicit ‘contract’ between the team and the organization. This contract is controlled through the adherence to formal methodologies and the use of organizational control system. This paper looks at risk management from the point of view of team behaviour, focusing on behavioural response to risks in terms of effort and risk aversion. Three case studies of project team behaviour are used to illustrate the types of risk management behaviour which may arise under different contracts between project team and organization.

Management of Multicultural Projects: How Does Culture Influence Project Management?

Abstract: SUMMARY: The presentation will share the experience of a training program created for European companies engaged ininternational and therefore multicultural projects. Among users have been companies within telecommuni-cations, consulting engineering, pharmaceutics, construction, banking, the automobile industry, energy andpower. The Management of Multicultural Projects program helps participants utilize tools for assessing howculture influences project start-up, organizational structures, methods for coordination and communication andconflict management, among others.The paper discusses the impact that culture has on projects and project management, specifically highlightingseven areas. Based on the experience of the program, examples are given of ways to manage cultural differencesduring the project phases. Lastly, the paper discusses the lessons we have learned from carrying out the programover several years.International projects are increasingly a common form for managing in international business. Examplesproliferate: major construction projects (of buildings, transport or communication infrastructure), Third Worldprojects, joint ventures, joint international R&D or product development projects, EU programs, to name but afew. It is not exceptional to find companies from four, five or even more countries working together in a singleproject. Employees may represent even other nationalities.Years of experience with such transnational projects has shown that complex projects with many players fromdiverse cultural backgrounds (Fig.1) often encounter major obstacles. Plans turn out to be unrealistic, schedulesare hard to meet, cost overruns are not unusual, results end up differing from the expected. Perhaps part of thedifficulty arises from the fact that traditional project management techniques, developed in mono-culturalcontexts, have been uncritically applied to the international environment. Managing complexity and culturaldiversity in a project format is a major project management challenge requiring new thinking.Why are new perspectives on project management needed as transnational projects proliferate?(i) Cultural differences will be dysfunctional, if they are not treated seriously throughout the project phases.(ii) Cultural diversity represents an opportunity, since the content and process of projects can be viewed fromperspectives initially unknown, thereby adding dimensions which may be beneficial to the project’soutcome. (Fig. 2)A study carried out in Denmark a few years ago illustrated the hidden dimension of culture in internationalprojects. In the study project managers highly experienced in international projects cited the areas in which theyexperienced difficulties in project implementation. Those examples cited most frequently related to relationshipswith the client, with local sup- pliers and with local employees. In other words, the relationship to thoseinterested parties with a cultural background which was different from the project manager seemed to create themost difficulty!

Managing Projects for Personal Success

Abstract: Project managers and project management 1. Managing Change. 2. The Need for Project Management. 3 The Role of the Project Manager. 4. The Price to Pay. 5. The Project Sponsor. Preparing for the challenge 6. Project Structure. 7. The Business Case. 8. The Feasibility Study. 9. Project Definition. 10. Contracts and Agreements. 11. Getting Ready to Start. Success in project delivery 12. Managing Project Personnel. 13. The Project Triangle. 14. Risks, Issues and Changes. 15. Working for Client Satisfaction. 16. Achieving Project Completion. 17. Multi-Project Portfolio. Managing your career 18. A Portfolio of Skills. 19. Career Development and Qualifications. 20. Marketing Project Management.

Project management and organization structure in drug development

Abstract: This questionnaire survey study examined the effectiveness of project management systems for drug development at the United States research and development (R&D) laboratories of six large, multinational pharmaceutical firms. In this sample of 45 teams, project performance is higher in those firms using a dual-leader project management system. Project performance is higher when functional managers have greater influence over go/no go decisions and project leaders have greater influence over clinical decisions. The technical knowledge of the project leader is related to project performance in a complex fashion. Across firms in the sample, team members do not feel that teams have autonomy to carry out their mission, organizations do not have clear criteria for assessing team performance, and individual team member rewards are not linked to their performance as a project team member.

The Relationship Between Project Management and General management and the likely effects for the future of project management

Abstract: During the acquisition of a project for an organisation the channel for communication of the project goals is the interface between the general management of the organisation and the project management team. The communication of the project goals and objectives to the project management team can assist in the identification of project risks and constraints that may impede the achievement of those goals. Research has identified that effective communication and relationship building skills in the project environment can significantly impact on the construction time performance of projects. Initiatives to identify strategies for dealing with the uncertainty of the project environment will assist project management to effectively communicate with general management. Analysis of the causes of project success or failure provides a basis for identifying the importance of the effectiveness of communications and relationships between project management and general management. Dysfunctional relationships lead to conflict, and as a consequence increase the risk of project failure. The improvement of communications and the mutual recognition of project goals can improve the prospect of overall project success for all stakeholders in the project. A perception exists that the general management of an organisation and project management of a project are two different management techniques. With the broadening of concept of project management and the flattening of general management structures in organisations their differences have become less polarised. In order to effectively manage projects in the future, project managers shall need to develop the skills in the broadening of applications, concepts and methods of project management. Project managers need to continue a professional and structured approach to management and incrementally consider the wider environments of their management horizons. Project management's appreciation of the wider project environment and the external and internal environments of an organisation will mean a more effective relationship with general management..

The public relations role of the project manager on transport infrastructure schemes

Abstract: This paper introduces and defines public relations (PR) as a business function, and considers the additional PR skills required by project managers today, and the support needed within an organisation's total PR programme. It illustrates the strategy and role of PR in a current transport infrastructure project in the UK. Modern project managers need to view their work from a much more holistic perspective. Promises to clients and company reputations become useless if the completed project does not meet established requirements. The success of transport infrastructure projects especially depends on the organisation and its project management team maintaining good relations with various people and organisations (stakeholders) who are affected by the work. Many processes and techniques constitute an effective PR strategy and programme. The many project management skills required today are a combination of technical, legal, administrative, and people skills. Each stage of the project life cycle should be addressed. A project's PR strategy should be developed alongside the overall project strategy, with organisational support provided for additional PR requirements. Details are given of the PR strategy and programme, being adopted by a major contractor on a current very complicated road scheme. For the covering abstract, see IRRD 890379.

Lessons learnt from a community heart disease prevention project: The HEA/Look After Your-Avon Localities Project

Abstract: This article describes a project funded by the Health Education Authority (HEA) to address heart disease prevention on a housing estate whose residents had an identified high risk. We describe the main lessons we learnt, focusing on the factors we perceive to be keys to success: the community empowerment approach, the attributes of the project worker, the support of many agencies and networks, a high publicity profile, a clear evaluation process, and planning for the end of the project lifespan. We discuss other notable issues we faced: cost in terms of money and time, the learning and tensions inherent in managing a community development project from the NHS, the beneficial lack of project identity by residents, and the fact that the project predominantly reached women, but few men.