Showing papers on "Project stakeholder published in 2010"
TL;DR: In this paper, a survey of US experienced practitioners including clients/developers, engineers, contractors, and precast concrete manufacturers was conducted to capture their perceptions on the importance of the criteria and the ranking analysis of survey results showed that social awareness and environmental concerns were considered as increasingly important in construction method selections.
389 citations
TL;DR: In this article, a new approach for conducting project feasibility study by embracing the principles of sustainable development is introduced, and the importance of incorporating sustainable development principles in conducting feasibility study is not effectively understood by project stakeholders.
351 citations
TL;DR: In this paper, the authors present the development and use of a set of metrics for assessing the use of project management practices in an empirical assessment of the relative use of different practices, and the link between use of those practices and project success.
338 citations
TL;DR: Research on projects is not only an immature field of research, but it is also insubstantial when it comes to understanding what occurs in projects as discussed by the authors, which contributes to making projectmanagemen
Abstract: Research on projects is not only an immaturefield of research, but it is also insubstantial whenit comes to understanding what occurs in projectsThis article contributes to making projectmanagemen
293 citations
TL;DR: In this article, the authors used surveys and structured, personal interviews to develop a project manager leadership and management model, which helped to analyze underlying interactions among these factors and the role of leadership in project performance.
Abstract: :In spite of advances in the project management profession, research studies have shown that many projects fail, underlining the importance of the project manager's role as manager. Specifically, the manager's leadership role is of great importance in motivating people and creating an effective working environment in order for the project team to meet greater challenges in today's global economy. In this research study, using the literature review, important people-related factors of project performance are identified, then surveys and structured, personal interviews were used to develop a project manager leadership and management model, which helped to analyze underlying interactions among these factors and the role of leadership in project performance.
260 citations
Posted Content•
TL;DR: The study finds that a lack of incentives and the absence of an appropriate information system are the most significant barriers to successful KM initiatives in projects.
Abstract: Purpose – The purpose of this study is to identify and examine various factors that influence the success or failure of knowledge management (KM) initiatives in project-based companies. Design/methodology/approach – Following a literature review, the study proposes a conceptual model of six factors of potential importance to the success of KM initiatives. The model is then examined through an online survey of project managers and assistant managers from project-based businesses in Finland.Findings – The study finds that a lack of incentives and the absence of an appropriate information system are the most significant barriers to successful KM initiatives in projects.Research limitations/implications – The findings of the study may be restricted in terms of generalisability because of the limited empirical study.Practical implications – Project managers should formulate an attractive incentive package to encourage project members to participate in KM initiatives and to suggest ideas for new KM opportunities. Managers should also ensure that an effective user-friendly information system is in place before introducing KM initiatives.Originality/value – The study proposes a new model of critical success factors for KM initiatives in the context of project-based business.
241 citations
TL;DR: In this article, the authors developed a set of propositions that increase the understanding of the potential of secondary stakeholders to influence the project management's decision making during different phases of the project lifecycle.
234 citations
Book•
24 Aug 2010TL;DR: In this article, a project management tool for managing stakeholder relationships was tested and refined, which is useful in helping the project delivery team identify major influencing stakeholders and visualise their potential impact.
Abstract: Purpose – The aim of this paper is to summarise a successfully completed doctoral thesis. The main purpose of the paper is to provide a summary that indicates the scope of, and main issues raised by, the thesis so that readers that are undertaking research in this area may be aware of current cutting edge research that could be relevant to them. A second key aim of the paper is to place this in context with doctoral study and further research that could take place to extend knowledge in this area.Design/methodology/approach – Research reported in this paper was based upon action learning from a series of case studies where a project management tool for managing stakeholder relationships was tested and refined.Findings – The tool is useful in helping the project delivery team identify major influencing stakeholders and visualise their potential impact. This tool then helped the studied project delivery teams to develop stakeholder engagement strategies. While it was initially tested as a planning tool to b...
205 citations
TL;DR: In this paper, the authors focus on investigating the human characteristics necessary to achieve such success, through identifying and rating preferred IT project management competencies across US industries, and find that respondents were able to clearly identify six critical core competences: leadership, the ability to communicate at multiple levels, verbal and written skills, attitude, ability to deal with ambiguity and change that were indicative of characteristics important to successful project management.
202 citations
TL;DR: In this paper, a new role of project portfolio manager and its interplay with line and senior management is proposed to explain how management involvement can positively and negatively impact project portfolio success at the same time.
202 citations
TL;DR: The system of this book of course will be much easier. No worry to forget bringing the project management the managerial process book as mentioned in this paper, You can open the device and get the book by on-line.
Abstract: Reading is a hobby to open the knowledge windows. Besides, it can provide the inspiration and spirit to face this life. By this way, concomitant with the technology development, many companies serve the e-book or book in soft file. The system of this book of course will be much easier. No worry to forget bringing the project management the managerial process book. You can open the device and get the book by on-line.
TL;DR: In this paper, the differences in approach and practice of Project, Program and Change Managers are explored as a basis for determining the competencies required to effectively manage organizational change initiatives.
TL;DR: In this paper, the authors carried out a meta-analysis within the leading project management journals and found that stakeholder theory is predominantly fed by articles from Anglo-American countries and applied in the construction and IT sectors.
Abstract: After 25 years from its inception by Freeman in 1984, the stakeholder approach enjoys support from a growing community of researchers and practitioners. In this article, we try to outline this development by carrying out a meta-analysis within the leading project management journals. We found that stakeholder theory is predominantly fed by articles from Anglo-American countries and applied in the construction and IT sectors. The understanding of the stakeholder notion is moved towards a more complex view. Articles from different project management areas indicate the key role of stakeholders in projects.
TL;DR: In this paper, the soft competencies by project phase that information systems project managers require for project success are investigated by conducting 33 qualitative interviews to evaluate the soft skills of information system project managers.
Abstract: This article investigates the soft competencies by project phase that information systems (IS) project managers require for project success. The authors conducted 33 qualitative interviews to colle...
TL;DR: In this paper, the authors analyze the empirical relationship between project management efforts (the extent to which national project coordinators (NPCs) make use of available PM tools), project success, and success criteria, and find that a significant correlation exists between the use of monitoring and evaluation tools and project profile, a success criterion which is an early pointer of project long-term impact.
Abstract: Purpose – The purpose of this paper is to analyze the empirical relationship between project management (PM) efforts (the extent to which national project coordinators (NPCs) – the project managers in the aid industry sector – make use of available PM tools), project success, and success criteria.Design/methodology/approach – Data were collected by way of questionnaires delivered by mail to 600 recipients in 26 different countries in Africa.Findings – The research results suggest that project success is insensitive to the level of project planning efforts but a significant correlation does exist between the use of monitoring and evaluation tools and project “profile,” a success criterion which is an early pointer of project long‐term impact.Research limitations/implications – This paper contributes to PM research by exploring the relationship between the use of PM tools and project success in the non‐traditional PM – although project oriented – aid industry sector. The paper highlights self‐perceptions of...
TL;DR: Savage et al. as discussed by the authors described the advantages of interorganizational collaboration as desirable and even necessary for achieving competitive advance among business organizations among organizations from more than one economic sector.
Abstract: relationships within these social partnerships Social part? nerships are collectivities of organizations that come together to solve "messy problems" that cannot typically be solved by an organization acting alone Such partner? ships represent "social problem-solving mechanisms among organizations from more than one economic sector" (Waddock 1989, p 79) As an illustrative example, con? sider how the advent of "green" and environmentally friendly products involves the collaboration of organiza? tions across public and private sectors to develop new technologies for the benefit of society These organizations include investors, suppliers, legislators, government agen? cies, environmentalists, retailers, the media, special interest groups, and local, state, and federal governments, among others (see Mendelson and Polonsky 1995; Polonsky 1995; Stafford and Hartman 1996) Similar examples include the development of biotechnology products, satellite cable TV, and the introduction of the electric car (see Cooper 2000) In other words, multi-sector collaborations present far reaching implications throughout industry supply chains New technologies and/or whole industries emerge and firms in the commercial sector create new products for new markets Interorganizational collaboration has been extolled as desirable and even necessary for achieving competitive advance among business organizations (Powell et al 1996; Stuart 2000) Collaboration among firms enables them to pool resources, capitalize on complementary capabilities, achieve economies of scale, and enhance innovativeness Additionally, networks with high closure (Burt 2004; Coleman 1988) because of their extensive interconnections facilitate the exchange of information and the development of common norms among partners, which has a long-term, positive effect on performance (Soda et al 2004) Similar advantages of interorganizational collaboration accrue to partners in not-for-profit and cross-sectoral partnerships (Gray 1989; Huxham 1996; Huxham and Vangen 2005; Provan and Milward 1995; Shortell et al 2002) Three general factors motivate organizations to seek cross sectoral partners (Gray 1989; Huxham 1996) First, col? laboration allows an organization to achieve something that could not be accomplished in any other way Second, collaboration helps organizations tackle social or macro environmental problems, which cannot be solved by any single organization acting alone, ie, the essential reason for social partnerships Third, organizations may gain an adaptive advantage through collaboration That is, organi? zations may engage in collaboration as an adaptive G T Savage (E) Management, Information Systems, and Quantitative Methods Department, University of Alabama at Birmingham, BEC 319F, 1530 3rd Avenue South, Birmingham, AL 35294-4460, USA e-mail: gsavage@uabedu
TL;DR: In this paper, empirical results from a research on Project Management Offices (PMO) in transition are presented, showing that while PMO is now a prominent feature of organizational project management, the underlying l...
01 Sep 2010
TL;DR: An integrated framework for managing project risks by analyzing risk across project, work package and activity levels, and developing responses is developed and applied to a 1500km oil pipeline construction project in India in order to demonstrate its effectiveness.
Abstract: The main purpose of the study is to develop an integrated framework for managing project risks by analyzing risk across project, work package and activity levels, and developing responses. Design/methodology/approach: The study first reviews the literature of various contemporary risk management frameworks in order to identify gaps in project risk management knowledge. Then it develops a conceptual risk management framework using combined analytic hierarchy process (AHP) and risk map for managing project risks. The proposed framework has then been applied to a 1500km oil pipeline construction project in India in order to demonstrate its effectiveness. The concerned project stakeholders were involved through focus group discussions for applying the proposed risk management framework in the project under study. Findings: The combined AHP and risk map approach is very effective to manage project risks across project, work package and activity levels. The risk factors in project level are caused because of external forces such as business environment (e.g. customers, competitors, technological development, politics, socio-economic environment). The risk factors in work package and activity levels are operational in nature and created due to internal causes such as lack of material and labor productivity, implementation issues, team ineffectiveness, etc. Practical implications: The suggested model can be applied to any complex project and helps manage risk throughout the project life cycle. Originality/value: Both business and operational risks constitute project risks. In one hand, the conventional project risk management frameworks emphasize on managing business risks and often ignore operational risks. On the other hand, the studies that deal with operational risk often do not link them with business risks. However, they need to be addressed in an integrated way as there are a few risks that affect only the specific level. Hence, this study bridges the gaps.
TL;DR: In this paper, the authors investigate the relative importance of project managers' attitudes towards their project and their leadership competences for achieving project success, using 400 responses to a global web-based questionnaire to identify the variances in attitudes and leadership abilities of project manager and its relation to project success.
Abstract: Purpose – The purpose of this paper is to investigate the relative importance of project managers' attitudes towards their project and their leadership competences for achieving project success. Leadership competences were assessed as emotional, managerial, and intellectual competences (EQ, MQ, IQ, respectively) using the leadership dimensions questionnaire. Attitudes were assessed through the importance project managers assign to the project success criteria.Design/methodology/approach – Building on the competency school of leadership theories, this study used 400 responses to a global web‐based questionnaire to identify the variances in attitudes and leadership competences of project managers and its relation to project success. ANOVA and regression analyses were used to identify how attitudes and leadership competences related to project results.Findings – The paper identifies two types of results variances, these are, variances in project results and variances in business results. The former is caused...
TL;DR: In this article, the authors investigate CEOs' perceptions on Stakeholder Integration (SI), leading to the identification of three dimensions of the construct: knowledge of stakeholders, interactions between a firm and its stakeholders, and adaptation of a firm's behavior to stakeholders' demands.
Abstract: Stakeholder Theory combines the pursuance of business goals and responsibility toward a firm’s stakeholders Despite the wealth of research on Stakeholder Orientation, we still have much to learn about specific measurements for several related constructs In this study, we draw on two samples of 129 and 151 Spanish firms, respectively, to investigate CEOs’ perceptions on Stakeholder Integration (SI), leading to the identification of three dimensions of the construct In this respect, our study suggests that Knowledge of Stakeholders, Interactions between a firm and its stakeholders, and the adaptation of a firm’s behavior to stakeholders’ demands constitute the main dimensions of SI This construct has the potential to connect the stakeholder and strategy literatures
TL;DR: The project performance framework primarily relies on the principles and advantages of the value focused thinking (VFT) and goal question metric (GQM) to elicit and develop these performance criteria and associated measures based on the values of the stakeholders in the project.
TL;DR: In this paper, a business perspective on stakeholder interaction in environmental management is described and interpreted as rhetorically constructed in environmental reports and interviews with environmental managers, and the role of the natural environment among stakeholders, and discusses how that role is justified or not justified.
Abstract: This study describes and interprets differences in stakeholder interaction as rhetorically constructed in environmental reports and in interviews with environmental managers. It also interprets the role of the natural environment among stakeholders, and discusses how that role is justified or not justified. The study focuses in a business perspective on stakeholder interaction in environmental management. Characteristically, stakeholder studies of environmental management have concentrated on stakeholder influence or the creation of stakeholder management models. In contrast to those, the present study identifies different types of stakeholder relationships: power-based, collaborative, conflicting, and one-sided. Through descriptions of those relationships, business actors participate in the power to define responsibility, share responsibility among actors, question environmental interest, and justify environmental impacts. The results of the study demonstrate that, when regarding environmental issues in business, instead of analysing single stakeholder attributes or a single stakeholder relationship, business professionals should be able to manage differences in stakeholder relationships. No universal stakeholder management tools can be created for this purpose, rather stakeholder interaction in environmental management requires analysis of the actors involved, the attributes of relationships, and the attributes of stakeholder interests and identification of differences in those. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.
TL;DR: In this paper, the authors focus on one important human resource management process, team development, and investigate its importance in the project environment, finding that most team development practices that work well in the operational business environment do not have a significant influence on project success.
Book•
10 Jun 2010
TL;DR: In this paper, the authors group the skills into nine perspectives, representing nine schools of project management research and theory, and attach a metaphor to each of these perspectives, so that students, researchers and managers are better able to understand each approach and decide whether it is best suited to the development of a strategy for managing their project.
Abstract: Modern project management had its genesis in the field of operations research in the late 1940s, but today it is a much more diverse subject. It has evolved and developed a much wider range of methods, techniques, and skills that the project manager can draw upon. Not all these skills are relevant to every project, but an assortment of them will be relevant to most. This book aims to describe for students, researchers and managers the full range of skills that project managers can use to develop their methodologies.The authors group the skills into nine perspectives, representing nine schools of project management research and theory. By attaching a metaphor to each of these perspectives, students, researchers and managers are better able to understand each approach and decide whether it is best suited to the development of a strategy for managing their project. Perspectives on Projects builds upon the various theoretical orientations that the field of project management has developed. Featuring several case studies, drawn from a variety of settings, to illustrate how the different schools can provide different perspectives on projects, this book is an ideal text for anyone involved in project management.
01 Mar 2010
TL;DR: In this paper, the authors discuss how the stakeholder management framework can be used to better understand and manage both internal and external change, and how the management philosophy which accompanies this framework fits into our more customary way of thinking about organizations.
Abstract: INTRODUCTION Organizations have stakeholders. That is, there are groups and individuals who can affect, or are affected by, the achievement of an organization's mission. I have shown that if business organizations are to be successful in the current and future environment then executives must take multiple stakeholder groups into account. The purpose of this chapter is to discuss how the stakeholder management framework can be used to better understand and manage both internal and external change, and how the management philosophy which accompanies this framework fits into our more customary way of thinking about organizations. THE STAKEHOLDER FRAMEWORK The literature discussed in chapter Two yields a broad range of definitions of the stakeholder concept. From the Standpoint of Strategic management, or the achievement of organizational purpose, we need an inclusive definition. We must not leave out any group or individual who can affect or is affected by organizational purpose, because that group may prevent our accomplishments. Theoretically, therefore, “stakeholder” must be able to capture a broad range of groups and individuals, even though when we put the concept to practical tests we must be willing to ignore certain groups who will have little or no impact on the corporation at this point in time. Such a broad notion of “stakeholders” will include a number of groups who may not be “legitimate” in the sense that they will have vastly different values and agendas for action from our own.
TL;DR: In this article, a relational practice perspective on the strategic formation of project networks as organizational forms is developed, based on structuration theory and an in-depth case study of a European researcher and his project network.
Abstract: This article develops a relational practice perspective on the strategic formation of project networks as organizational forms, based on structuration theory and an in-depth case study of a European researcher and his project network. Project networks are defined as strategically coordinated sets of longer-term, project-based relationships. As project entrepreneurs advance in their careers from project partners to coordinators, they learn to apply and combine certain practices through which they gradually transform part of their emerging professional networks into project networks with increased coordination capacity. These practices include: making and renewing project-based contacts, pooling potential project partners, and maintaining core project partnerships. This study advances our understanding of the institutional embeddedness of network agency and the micro-foundations of networks as organizational forms in project businesses and beyond.
07 Oct 2010
TL;DR: The findings show the busy multiple-projects platform of contemporary organizations that ERP project cannot be isolated from and reveal that project management boundaries are continually crossed and that project's boundaries in practice are malleable and changeable.
Abstract: Information systems research and prescriptive IS project management methodologies are dominated by a perspective on single projects that treats the unit of analysis as a lonely phenomenon with strictly defined boundaries. This study questions this assumption by exploring how the taken for granted project's boundaries are defined in practice. It investigates a case study of an ERP implementation project in an international organization. The findings show the busy multiple-projects platform of contemporary organizations that ERP project cannot be isolated from. They also reveal that project management boundaries are continually crossed and that project's boundaries in practice are malleable and changeable. They are defined through negotiations with other projects and programs where what is inside or outside a project is subject to change according to the outcomes of such negotiations. A flatter view of project organizing could facilitate such an interaction. The implications for IS project management research and practice are discussed.
TL;DR: In this article, a cross-national investigation carried out in England (2002) and in Brazil (2006) is presented to evaluate the effect of stakeholder influences on decision-making.
Abstract: This article aims to contribute to stakeholder theory by comparing the arena in which public managers make decisions. The description is based on a cross-national investigation carried out in England (2002) and in Brazil (2006). It offers descriptive and normative contributions about how Brazilian and English public sector managers perceive stakeholder influence. The analysis is depicted into a model that helps to evaluate the effect of stakeholder influences on decision making. According to this model, managers make decisions regulated, collaborated, oriented, legitimized and inspected by some influential stakeholders that need to be taken into account in their performance management.
TL;DR: In this paper, the authors employ an inter-organizational network perspective to the study of unexpected events in international projects, and reveal the different mechanisms through which the local stakeholder relationships affect the emergence and management of international projects.
Abstract: Purpose – While earlier literature has focused on the management tactics of unexpected events, this paper employs an inter‐organizational network perspective to the study of unexpected events in international projects. The paper aims to illustrate how a focal project's local stakeholder relationships are associated with the emergence and management of unexpected events in the context of international projects.Design/methodology/approach – A qualitative, multiple case study of three international projects conducted in challenging institutional environments.Findings – The findings of this paper reveal the different mechanisms through which the local stakeholder relationships affect the emergence and management of unexpected events in international projects. Owing to differences in the amount and quality of local stakeholder relationships, the management, nature and number of unexpected events that are encountered differ from project to project. The findings of this paper reveal a paradox – both the existenc...