Showing papers on "Project stakeholder published in 2007"

Ethical Theory and Stakeholder-Related Decisions: The Role of Stakeholder Culture

Abstract: We use convergent elements of major ethical theories to create a typology of corporate stakeholder cultures–the aspects of organizational culture consisting of the beliefs, values, and practices that have evolved for solving problems and otherwise managing stakeholder relationships. We describe five stakeholder cultures–agency, corporate egoist, instrumentalist, moralist, and altruist–and explain how these cultures lie on a continuum, ranging from individually self-interested (agency culture) to fully other-regarding (altruist culture). We demonstrate the utility of our framework by showing how it can refine stakeholder salience theory.

Stakeholder impact analysis in construction project management

Abstract: Construction projects attract interest from various stakeholders who express needs and expectations about the project. These are often in conflict with each other and it is unlikely that all of them can be fulfilled. The stakeholder management process involves evaluating the needs and expectations of stakeholders in relation to the main objectives of the project. An important basis for this evaluation is stakeholder analysis. The approach is based upon established theory, knowledge of stakeholder management and empirical data. The analysis consists of a stakeholder impact index to determine the nature and impact of stakeholder influence, the probability of stakeholders exercising their influence and each stakeholder's position in relation to the project—are they proponents or opponents? The analysis of the stakeholder impact index can help project managers to formalize a stakeholder management process.

Top management support: mantra or necessity?

Abstract: This research provides evidence that top management support is the most important critical success factor for project success and is not simply one of many factors. The finding is justified in the context of the project management literature and the IS factor research on project success. There are implications for practice because it appears that the conventional technical and project management advice has less impact on project success than previously thought. Boards and top managers may have to personally accept that they have more influence on whether a project succeeds or fails. 2008 Elsevier Ltd and IPMA. All rights reserved.

Stakeholder engagement : a good practice handbook for companies doing business in emerging markets

Abstract: This handbook endeavors to provide a comprehensive overview of good practice in stakeholder engagement, with a dedicated focus on stakeholder groups that are external to the core operation of the business, such as affected communities, local government authorities, non-governmental and other civil society organizations, local institutions and other interested or affected parties. The handbook is divided into two parts: Part One contains they key concepts and principles of stakeholder engagement, the practices that are known to work, and the tools to support the delivery of effective stakeholder engagement. Part Two shows how these principles, practices and tools fit with the different phases of the project cycle, from initial concept, through construction and operations, to divestment and/or decommissioning. For more publications on IFC Sustainability please visit www.ifc.org/sustainabilitypublications.

Understanding the value of project management: First steps on an international investigation in search of value

Abstract: Organizations investing in project management need to be assured of a concrete return. Without the ability to clearly define its value, project management joins the long line of initiatives (i.e., TQM, information systems, training, human resources) struggling to prove their worth to organizations. However, demonstrating a concrete value in organizations has been illusive and even paradoxical. This paper describes the conceptual model underlying a major international research project designed to yield a broad perspective on the value of project management. This model and research design will be of interest to researchers, project managers, professional organizations, and senior executives.

Motivation: How to increase project team performance

Abstract: Stimulating team member performance requires a project manager to harness many different interpersonal skills. The level of enthusiasm applied toward project efforts has a direct impact on the project results. Because motivation can inspire, encourage, and stimulate individuals to achieve common goals through teamwork, it is in the project manager’s best interest to drive toward project success through the creation and maintenance of a motivating environment for all members of the team.

A triple bottom line evaluation of the impact of special events: the development of indicators

Abstract: The sustainable development agenda is underpinned by the recognition that there are limits to the capacity of the earth to cope with unimpeded economic growth Businesses, due to their power and reach, are seen as major users of natural, human and financial capital resources Granted a societal licence to operate, businesses are under increasing pressure from a diverse range of internal and external stakeholders, who expect a higher level of accountability and transparency in regard to economic, social and environmental performance measurement In response, businesses have incorporated practices such as eco-efficiency and corporate social responsibility, and an increasing number are now moving towards a more holistic evaluation of their triple bottom line (TBL) performance In contrast, the special events industry has continued to rely on traditional economic measures of performance There has been tremendous growth in the number of special events being staged in tourism destinations Events have been used strategically to bring ‘new’ money into regions, promote economic development and to showcase destinations to potential visitors As a result of these economic imperatives, the evaluation of events has predominantly been undertaken from a narrow economic perspective This approach, however, fails to account for the impact of the event on the host community as well as the impact on the natural environment such as water and energy use and waste generation Since the 1980’s, event researchers have called for a broad-based evaluation model that incorporates economic, social and environmental measures Recently, a number of these researchers have suggested that a TBL approach has merit as a potential framework What has been lacking, however, is a set of standardised measures that would underpin a broad-based evaluation model Therefore, the aim of this research is to develop a set of standardised TBL indicators, which would enable a parsimonious TBL evaluation model to be established A seven-step indicator development process was used to underpin this research, based on a number of collaborative projects that developed indicators to measure sustainable development Within this framework, there were a number of research stages Initially, a comprehensive analysis of 224 academic event evaluation publications and 85 actual event impact assessments was undertaken The aim was to understand what impacts have been used in event evaluations from academic and practical perspectives From these 309 sources, a list of the 20 key impacts was derived The second stage of the research was a three-round, modified Web-based Delphi survey of event experts The aim was to use the opinions of the event experts to develop a pool of indicators to measure the key impacts A total of 24 indicators was proposed by the experts to measure the impacts A conceptual model was developed, which detailed the event drivers, the event inputs, the event outcomes, and the TBL indicators The model also included a TBL evaluation, which included overall measures for the economic, social and environmental impacts A number of possible models were discussed, which enable a number of TBL indicators to be integrated to allow an overall event 'score' to be achieved After a subset of the indicators was selected, the third stage of the study involved the conduct of two special event case studies The objective of this stage was to operationalise the indicators in order to test their appropriateness for inclusion in a TBL evaluation model The case studies used intercept surveys of event attendees, competitors and exhibitors to gather economic data, mail-out surveys of local residents to gauge the social impacts and the collection of a range of environmental data from event venues and attendees Whilst the economic and social data were readily captured via the surveys, not all environmental data were available, mainly due to the regional setting of one of the events, where there was limited capacity for capturing data Following this, the fourth major stage of the research involved consultations with a small number of project stakeholders in order to obtain feedback on the indicators used and the results of one of the case studies In general, the stakeholders were supportive of both the direction of the research and the use of the TBL indicators to evaluate the impact of events A TBL evaluation will broaden the evaluation criteria for events and bring the events industry in line with the wider business community There is a growing recognition in the tourism literature that, particularly with transportation, the tourism industry is a major contributor to greenhouse gas emissions Therefore, inclusion of environmental measures will provide a clearer picture of the environmental footprint of an event Moreover, inclusion of the measures of the impact of events on the quality of life of the host community may provide information that assists event organisers to retain the licence to stage an event, which is granted by the event stakeholders A further benefit of a TBL evaluation is that it will enable a comparison to be made of a range of different events, which will aid tourism organisations and event stakeholders in the decision-making process about which events merit support As a result, it will be possible to manage events in a more sustainable manner Whilst this study contributed to the development of a TBL evaluation, further research is required to integrate the indicators into a framework that can provide an overall 'score' for an event, which can then be compared with other events

Assessing the performance of sustainable technologies: a framework and its application

Abstract: A recently developed framework to provide a logical structure for the a priori assessment of a particular technology with regard to sustainability concepts, performance, and relevancy to a project's construction process and operation is introduced. The framework is designed to assist project stakeholders and policy-makers in systematically identifying and evaluating the implications and relative merits of a range of alternative sustainable technologies. Building professionals were consulted throughout the development of the framework: to test the completeness of the framework; to capture the value systems of various industry participants in order to reflect them in the framework; and to gather information on the advantages and disadvantages of the green roof technology. The framework is applied to the example of the green roof technology, and the order-of-magnitude estimates are developed for performance measures identified as important from the perspective of industry professionals. The technology is eva...

How generic are project management knowledge and practice

Abstract: Project management knowledge and practice are often considered to be generic and suitable for standardization. However, projects are also viewed as fundamentally unique pieces of work. This paradox of project uniqueness lies at the heart of project management. This paper discusses this tension between uniqueness and similarity, before reporting on the results of a series of assessments of practitioners’ project management knowledge and use of project management practices. Results are analyzed across countries, industry sectors, and application areas, and interpreted in relation to the ongoing development of standards for project management.

Corporate social responsibility and policy making: what role does communication play?

Abstract: Communication is of central importance for business and public authorities to make substantial progress on the sustainability ladder. Corporate social responsibility (CSR) is about the contribution of business to sustainability, and stakeholder theory is an integral concept of CSR. The literature regularly associates stakeholder management with good CSR schemes and practices. Proactive companies are assumed to interact at a certain level with their affected stakeholders through their business activities. It is quite common to find studies that show a direct connection between stakeholder management and business success, especially with regard to financial success. However, this study, based on an in-depth case study on Campina, the second largest dairy company in the Netherlands, has its primary focus not on direct financial implications of stakeholder management, but on the impact proactive stakeholder management has on the interaction between companies and public authorities. The study argues that CSR pro-active companies are better positioned in their sectors, especially when relating with public authorities, and that such companies are better able to influence the policy-making process compared with their competitors.

The Wiley Guide to Project Organization and Project Management Competencies

Abstract: Preface. Introduction. 1: An Overview of Behavioral Issues in Project Management (Dennis P. Slevin and Jeffrey K. Pinto). 2: Project Management Structures (Erik Larson). 3: Contemporary Views on Shaping, Developing, and Managing Teams (Connie L. Delisle). 4: Leadership of Project Teams (Peg Thoms and John J. Kerwin). 5: Power, Influence, and Negotiation in Project Management (John M. Magenau and Jeffrey K. Pinto). 6: Managing Human Resources in the Project-Oriented Company (Martina Huemann, Rodney Turner, and Anne Keegan). 7: Competencies: Organizational and Personal (Andrew Gale). 8: Projects: Learning at the Edge of Organization (Christophe N. Bredillet). 9: The Validity of Knowledge in Project Management and the Challenge of Learning and Competency Development (Peter W.G. Morris). 10: Global Body of Project Management Knowledge and Standards (Lynn Crawford). 11: Lessons Learned: Project Evaluation (J. Davidson Frame). 12: Developing Project Management Capability: Benchmarking, Maturity, Modeling, Gap Analyses, and ROI Studies (C. William Ibbs, Justin M. Reginato, and Young Hoon Kwak). 13: Project Management Maturity Models (Terry Cooke-Davies). 14: Professional Associations and Global Initiatives (Lynn Crawford). Index.

The Partnership between Project Management and Organizational Change: Integrating Change Management with Change Leadership.

Abstract: The nature of project management is change. Even though all knowledge areas in the Project Management Body of Knowledge (PMBOK) are rooted in controlling change, none of these areas specifically addresses the human elements of change. There is a significant distinction between directly controlling change relative to the nonhuman aspects of a project ( change control) and effecting change in the human dimensions of a project through leadership ( change leadership). This article characterizes the distinctive activities of change leadership and change control and their interrelationship throughout the project life cycle. Although distinct, change control and change leadership are interdependent and mutually supporting—both are needed to support project success.

Information Systems Project Management: A Process and Team Approach

Abstract: For undergraduate and graduate courses in IT/IS Project Management.Information Systems Project Management operates from the assumption that organizational project management is a complex team-based activity, and that various types of technologies are an inherent part of the project management process.

Evaluating guaranteed maximum price and target cost contracting strategies in Hong Kong construction industry

Abstract: Guaranteed maximum price (GMP) and target cost contracting (TCC) with a pain‐share/gain‐share arrangement have been adopted to integrate the construction delivery process and motivate service providers to seek continuous improvements in project outcomes However, there is still a lack of research evidence to evaluate the levels of success and lessons learned from these innovative procurement strategies Based on the analysis of a series of in‐depth interviews on the perceptions of various relevant experienced industrial practitioners, this paper aims to explore the key attributes of GMP/TCC including the underlying motives, perceived benefits, potential difficulties, critical success factors, key risk factors involved and optimal project conditions for adopting GMP/TCC The research findings are useful in assisting key project stakeholders in minimising the detriments brought about by potential difficulties in and maximising the benefits derived from implementing GMP/TCC concepts The study is also significant in contributing to new knowledge and practical information of GMP/TCC applications and implementation, in both a national and international context

Assessing leader behaviors in project managers

Abstract: Purpose – The purpose of this research was to explore the leadership style of graduate project management students vs other MBA students.Design/methodology/approach – Graduate project management and MBA students attending a regional comprehensive university in USA returned surveys that assess their leadership style emphasis of concern for task or concern for people.Findings – Project management students rate themselves significantly higher on the concern for people leadership style and were found to have a balance between the concern for task and concern for people leadership style vs MBA students.Practical implications – Individuals exhibiting a concern for people leadership style and those with a balance between concern for task and concern for people leadership styles are good candidates for project management positions as well as training/education in project management.Originality/value – The paper shows that the selection and training of project managers based on bahavioral tendencies can relate to ...