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Showing papers on "Project stakeholder published in 1998"


Journal ArticleDOI
TL;DR: In this paper, the authors take a critical look at this research and attempt to respond to their controversial findings and highlight the validity of the measures used, which is the main objective of this paper.

224 citations


Journal ArticleDOI
Tony Grundy1
TL;DR: A number of tools from strategic management, value management and from organizational change can be imported into project management to enrich traditional techniques considerably, particularly when applied to complex, multi-functional projects which are entailed when attempting to turn business strategy into implementation.

156 citations


Journal ArticleDOI
TL;DR: The idea that a corporation is a bundle of assets that belongs to shareholders has been proposed by many economists and legal scholars as discussed by the authors, who argue that if the party who controls the use of an asset also reaps the benefits from using it efficiently, and bears the costs of its misuse, then the party has a significant incentive to see that the asset is used well.

104 citations


Book
26 Jan 1998
TL;DR: A Survival Guide for Project Managers as discussed by the authors gives a complete understanding of what it takes to successfully finish a project, giving you not only valuable tools like Work Breakdown Schedule, Gantt Charts, and Network Analysis, but also tools to communicate, negotiate, listen, and lead.
Abstract: While the technical side of project management is important, it's often "people problems" that derail even the most meticulously planned of projects. A Survival Guide for Project Managers gives you a complete understanding of what it takes to successfully finish a project, giving you not only valuable tools like Work Breakdown Schedule, Gantt Charts, and Network Analysis, but also tools to communicate, negotiate, listen, and lead. This practical, user-friendly guide walks you through the entire project life cycle, and shows you how to: * Develop the managerial and business skills required of a project manager. * Resolve conflicts and improve negotiation capabilities. * Understand and apply the technical tools of project management. * Establish project teams, and foster collaboration among team members, and more. Now in its second edition, the book has been revised to reflect the latest version of the PMBOK(R) Guide, and includes new material on topics including project risk, cost-schedule index, the project management office, and emotional intelligence as it applies to project management. Packed with useful forms, charts, and other tools, this is the ultimate resource for project managers.

48 citations


Journal ArticleDOI
TL;DR: In this article, the authors draw upon the organizational justice literature to demonstrate how many of its concerns coincide with those of the stakeholder management literature, and show that organizational justice can provide specific advice for the design of stakeholder relations, while stakeholder theory can broaden the scope of current inquiries into organizational justice.
Abstract: Despite the appeal of the stakeholder concept, little work had been done with respect to the development of specific structures for the management of stakeholder relations. This paper draws upon the organizational justice literature to demonstrate how many of its concerns coincide with those of the stakeholder management literature. It shows that organizational justice can provide specific advice for the design of stakeholder relations, while stakeholder theory can broaden the scope of current inquiries into organizational justice.

47 citations


Book
01 Jan 1998
TL;DR: In this article, the authors present a comprehensive and thorough look at the immense leadership challenges and skills necessary for successfully navigating the minefields of project management, as well as some of the important leadership and management principles.
Abstract: Chosen from the best of Project Management Journal ® and PM Network®, the articles reprinted in this volume revolve around the nature of the project management challenge, the skills required of effective project management practitioners, and some of the important leadership and management principles. Taken together, they offer a comprehensive and thorough look at the immense leadership challenges and skills necessary for successfully navigating the minefields of project management.

32 citations


Journal ArticleDOI
TL;DR: Regardless of the training or mentoring approach you use, I suggest focusing on four major attributes, which I describe in their order of importance: communication, negotiation, organization and facilitation.
Abstract: Most software engineers do not want the hassle of project management. Poor project management is the number one cause of software project failure. How do we grow good project managers? What do we teach the rookies who have just been appointed to lead their first software project? Regardless of the training or mentoring approach you use, I suggest focusing on four major attributes, which I describe in their order of importance: communication, negotiation, organization and facilitation.

25 citations


Journal ArticleDOI
TL;DR: In this article, the authors focus on the effect of the terminal value of a project's value on risk-taking in a portfolio of high-risk projects and show that the influence on risk taking of the project's terminal value is unequivocally positive.
Abstract: Large firms face a conflict in managing a portfolio of high-risk projects. When an ongoing project is thought to have a low likelihood of success, project team members take risks to improve its chances of success. However, upper-level managers who allocate resources tend to withhold resources from a project with a low likelihood of success in favor of others in the portfolio that look more promising. Because this paucity of resources influences project team members to avoid risk, the total effect of success likelihood on risk taking is conflicted. The influence on risk taking of a project's terminal value—defined as the value that remains in the firm in the event of project failure—is unequivocally positive, because both senior management resource allocation and project team risk-taking propensity are encouraged by terminal value. Thus, firms can override the ambivalent effect of likelihood of success on project decision making by focusing attention on a project's terminal value.

20 citations


Journal ArticleDOI
TL;DR: In this paper, the integration of business and stakeholder values with performance measurement and management is explored, and the state of the art of business performance is investigated and subsequently related to the stakeholder theory.
Abstract: The integration of business and stakeholder values with performance measurement and management is explored. The state of the art of business performance is investigated and subsequently related to the stakeholder theory. Strengths and weaknesses of such a philosophy are analysed and discussed. The concept of Value to the Business is focused upon by formulating a related index that is based on the organisation's major stakeholder satisfaction metrics. It is argued that the future sustainable organisation would need to be inclusive in its approach and practice, galvanizing both the economic and moral aspects in its pursuit of business excellence.

19 citations


Book
22 Oct 1998
TL;DR: Project Management Practitioner's Handbook as mentioned in this paper is an A-to-Z resource that gives all managers practical, step-by-step access to the experience and insight of professional project managers.
Abstract: Emphasizing the "people" side of project management, this welcome guide shows you how to accomplish project goals while continuously dealing with ambiguity, change, and time pressures all along the way. Packed with easy-to-understand principles, tools, and techniques, Project Management Practitioner's Handbook delivers the know-how that lets you steer any type of project, in any industry, to exactly the right outcome. At the end of most chapters, you'll find a list of "Questions for Getting Started" that will help you to identify what steps you need to take - and what resources you may already have in place - to accomplish the project segment presented in that chapter. Project Management Practitioner's Handbook is an A-to-Z resource that gives all managers practical, step-by-step access to the experience and insight of professional project managers. It will be of enormous value to executives and consultants in all spheres of business.

19 citations


BookDOI
01 Jan 1998
TL;DR: Books now will appear in printed and soft file collection, one of them is this book project management paradigm, where many people sometimes have no space to bring the book for them and can't read the book wherever they want.
Abstract: Imagine that you get such certain awesome experience and knowledge by only reading a book. How can? It seems to be greater when a book can be the best thing to discover. Books now will appear in printed and soft file collection. One of them is this book project management paradigm. It is so usual with the printed books. However, many people sometimes have no space to bring the book for them; this is why they can't read the book wherever they want.



Journal ArticleDOI
TL;DR: In this paper, the authors present a model for managing product development projects in which new strategic platforms that are of paramount importance to a company are developed, and the model incorporales a superweight manager who manages a "live or die" strategic programme across different projects.
Abstract: This paper presents a model for managing product development projects in which new strategic platforms that are of paramount importance to a company are developed. The model incorporales a superweight manager who manages a "live or die" strategic programme across different projects. From this study, an additional model emerges besides the four generic types of product development, project organisations and leadership presented by Clark and Wheelwright (1993a). The analysis was conducted by screening data into five categories, namely, strategic control of the project, resource allocation, organisational structure, targets and leadership. The data were collected through interviews and validated by triangulation and internal seminars.

Journal ArticleDOI
Randolph H. Case1
TL;DR: In this paper, the authors explore how project management performance varies with the degree to which development projects are integrated with the organization(s) that manage them, and support the theory that disintegrating the project from the traditional functional hierarchy can provide the "distance" necessary for high-performance product development.
Abstract: This paper explores how project management performance varies with the degree to which development projects are “integrated” with the organization(s) that manages them. Integration is measured over multiple dimensions and related to performance as rated by managers of 15 pharmaceutical firms and their 117 drug development projects. Preliminary results support the theory that “dis-integrating” the project from the traditional functional hierarchy can provide the “distance” necessary for high-performance product development.

Book
01 Sep 1998
TL;DR: The Project Management Toolkit as discussed by the authors is a set of tools for doing the job of project management in the healthcare sector, which includes tools for brain-storming project team skills specification skills for project management Project manager roles and responsibilities Project planning techniques - taskboarding Project milestone sheet Implementation plan Cause and effect diagram Project monitoring and evaluation checklist Project Management for Real - real life examples of project work in the Healthcare sector Case Studies - Developing a new undergraduate medical curriculum at Imperial College School of Medicine - The community hospitals development project - The district nurse development project- DiNET vocational language skills for
Abstract: Introduction Project Management Explained The idea The project team Planning the project Making it happen Completing the project Evaluating the project The Project Management Toolkit - some tools for doing the job Brainstorming Project team skills specification Skills for project management Project manager roles and responsibilities Project planning techniques - taskboarding Project milestone sheet Implementation plan Cause and effect diagram Project monitoring and evaluation checklist Project Management for Real - real life examples of project work in the healthcare sector Case Studies - Developing a new undergraduate medical curriculum at Imperial College School of Medicine - The community hospitals development project - The district nurse development project - DiNET vocational language skills for healthcare workers Jargonbuster.

01 Jan 1998
TL;DR: The progress of industry-based support for a level of interoperability for building and construction information by organisations such as the International Alliance for Interoperability (IAI Australasian chapter) will be discussed, plus the likely impact of the adoption of Industry Foundation Classes in the AustralianBuilding and construction industry in areassuch as the design life for buildings based on durability of materials.
Abstract: Both nationally and internationally, the architecture, engineering and construction (AEC) sector is highly fragmented : it is dominated by small and medium-sized enterprises (SMEs), the nature of information and knowledge can be dispersed among firms and organisations, and consortia are frequently formed from geographically dispersed firms. In recognition of the potential improvements to be gained through an integrated approach to project information used throughout the design, documentation, construction and operation processes, substantial research is underway in Australia to "close the loop" of information flows between designers and constructors. The paper will explore and discuss both the technology platform in terms of information and communications technology (mobile, high-speed and wide area networking linking the design and engineering offices with the construction site) and the information platform in terms of the content of communications between project stakeholders and the requisite information (traditional spatial as well as non-spatial data) of key concern to the stakeholders at various stages of the project lifecycle. The paradigm shift that has occurred over recent years from stand-alone personal computing (which reinforced fragmentation) to mobile and Wide Area networked computing now provides a platform capable of promoting integration, accessibility and co-operation within the sector with attendant gains in efficiency. A minimum requirement to achieve these gains is access to the right information (not just simple data) at the desired level of scale and detail for a particular stakeholder’s view - information which once collected can be stored and refined and then held for use elsewhere on the project without loss and without the need for subsequent re-entry. The information needs to be available quickly and easily, that is at the right time and in the right location for maximum benefit and project efficiency. Demonstration collaborative systems to support interactive Computer Aided Design and information exchange between project stakeholders such as architects, various engineers (electrical, hydaulic, mechanical, structural) and project managers, in an innovative collaborative manner have become available to bring dispersed project members together electronically. Such systems allow project members attached to a network to undertake a range of information access and exchange from simple e-mail; through on-site access to central project data sources via handheld computers; right through to the use of optional live (or pre-recorded) video to enhance collaboration. Using communications infrastructure, this functionality can be shared in various ways - in a corporate-wide environment between regional and/or interstate offices within a company, or in a consortium situation (between offices of a consortium working together on a specific construction project). The questions then arise as to how such systems fit into industry practice, and how the industry might adapt to embrace new opportunities provided by such technological advances. Ease of access to up-to-date, accurate project information for a range of project stakeholders is being extended through research in the US and Australia to close the loop between some of the stakeholders, and this will be discussed in detail in the paper. As well, the progress of industry-based support for a level of interoperability for building and construction information by organisations such as the International Alliance for Interoperability (IAI Australasian chapter) will also be discussed, plus the likely impact of the adoption of Industry Foundation Classes in the Australian building and construction industry in areas such as the design life for buildings based on durability of materials.

Journal ArticleDOI
Donald C. Kauffman1
01 Jul 1998
TL;DR: In this article, an analysis of standards and guides for both the project management and systems engineering professions is presented which summarizes the areas of unique specialty in each profession and highlights the intersections between the professions.
Abstract: An analysis of standards and guides for both the project management and systems engineering professions is presented which summarizes the areas of unique specialty in each profession and highlights the areas of intersection between the professions. Which profession should dominate the intersection? This paper presents guidelines to help the project stakeholders decide on a synergistic approach to addressing the intersection of the professions.

01 Sep 1998
TL;DR: In this paper, an intra-project workgroups model is proposed to help project managers facilitate more effective management of people and information on building projects, and a significant number of respondents identified the site manager, construction manager and client's representative as the three individuals whose close and regular contacts with project managers have the greatest influence on the project managers' performance.
Abstract: The construction phase of building projects is often a crucial influencing factor in success or failure of projects. Project managers are believed to play a significant role in firms’ success and competitiveness. Therefore, it is important for firms to better understand the demands of managing projects and the competencies that project managers require for more effective project delivery. In a survey of building project managers in the state of Queensland, Australia, it was found that management and information management system are the top ranking competencies required by effective project managers. Furthermore, a significant number of respondents identified the site manager, construction manager and client’s representative as the three individuals whose close and regular contacts with project managers have the greatest influence on the project managers’ performance. Based on these findings, an intra-project workgroups model is proposed to help project managers facilitate more effective management of people and information on building projects.



Journal ArticleDOI
TL;DR: In this article, the authors argue that modern project management, as typified by techniques such as critical path analysis and performance measurement, exemplified by standards such as PRINCE and BS 6079, is 50 years old and terminally ill.
Abstract: The author argues that modern project management, as typified by techniques such as critical path analysis and performance measurement, and exemplified by standards such as PRINCE and BS 6079, is 50 years old and terminally ill.

Proceedings ArticleDOI
11 Oct 1998
TL;DR: The Seven Habits of Highly Effective People by Steven Covey (1989) provides an excellent framework for creating an effective engineering culture as mentioned in this paper, which leads to results that consistently improve the chances of meeting customer expectations and achieving business objectives.
Abstract: The Seven Habits of Highly Effective People by Steven Covey (1989), provides an excellent framework for creating an effective engineering culture. This paper explores the seven habits specifically in the context of conducting an engineering project. Following these habits leads to results that consistently improve the chances of meeting customer expectations and achieving business objectives. This paper overviews each habit, provides the context in an engineering project environment and concludes with an illustrative example.

01 Jan 1998
TL;DR: In this article, the authors discuss how professional project management can contribute to the financing of projects by addressing various PMBOK topics during pre-investment project planning, development and financing stages, primarily to reduce project completion risks.
Abstract: This paper discusses how professional project management can contribute to the financing of projects. Specifically the author describes how to address various PMBOK topics during the pre-investment project planning, development and financing stages, primarily to reduce project completion risks. Project owners and sponsors can benefit from applying this approach. Investors and bankers will appreciate better project planning which reduces risks. This paper identifies how the investment process can be improved, with the help of project management professionals.