Showing papers on "Project stakeholder published in 2011"

Pluralism in Project Management: Navigating the Crossroads of Specialization and Fragmentation

Abstract: Project management is a rapidly expanding subfield of management and organization studies. This paper seeks to make sense of this development and the current state of project management research. It reviews the literature published over the last five decades in 30 leading management and organization journals. In total, 305 articles were included in the data set. The paper proposes a categorization of the published articles into seven ‘schools of thought’: Optimization School, Factor School, Contingency School, Behaviour School, Governance School, Relationship School and Decision School. The schools vary in terms of their main focus and use of the project concept, major research questions, methodological approaches and type of theorizing. It is suggested that a better awareness on how to make use of the schools and the identified perspectives would stimulate cross-fertilization, unification and thus enhance a pluralistic understanding of projects and project management at the same time as it would prepare research to frame more accurately the problems of contemporary projects. In that respect, the paper offers ideas on how to navigate at the crossroads between specialization and fragmentation, between the search for novel topics and improvements of existing knowledge.

Systems Thinking in Innovation Project Management: A Match that Works

Abstract: For some time now there has been growing concern in research circles that conventional Project Management methodologies can not be applied in innovation projects successfully. Conventional Project Management methodologies, which were created by the professional establishments in construction and engineering, are not adequate tools to manage the serendipitous, evolutionary, experimental nature of innovation projects. The question remains: which managerial framework can enhance the probabilities for success of an innovation project.This paper firstly provides empirical evidence showing that when Systems Thinking concepts such as causal connectedness and equifinality are built in the rationale of Project Management methodologies, projects produce more successful outcomes. Secondly, this paper outlines the Systems constructs which further research has to develop as solutions that will improve Project Management methodologies.

A typology of operational approaches for stakeholder analysis and engagement

Abstract: Stakeholder analysis and engagement are the main tasks in stakeholder management. To identify operational approaches for stakeholder analysis and engagement, six interviews and a questionnaire survey were conducted in Hong Kong, and an additional 15 interviews were held in Australia. The main finding is a typology of practical approaches for practitioners in construction. A total of 30 approaches are comprised in the typology, and they are classified by application. To test the usefulness of the typology, action research is applied to two real-life projects in Australia. The implication is that the selection of the approaches is an art and a contingency approach as well, requiring practitioners' judgments. Each approach has its strengths and limitations, so the most appropriate way for effective stakeholder management is to use a combination of elements from each approach as circumstances dictate. This study can serve as a reference for the systematic consideration of the project management team about the operational approaches for stakeholder management in construction projects.

PMP® certification as a core competency: Necessary but not sufficient

Abstract: This research seeks to investigate the relationship between project management certification and established project management core competencies in the IT industry. This study was conducted in two...

Risk Management Affecting IS/IT Project Success through Communicative Action:

Abstract: Project risk management is defined in the literature as being instrumental action based on rational problem solving. Research indicates limited positive effects of an exclusive focus of instrumental action on project success. This article proposes to extend this instrumental view through communicative action. This theoretical broadening was explored by interviewing project stakeholders about project success and risk management application. Analysis demonstrates stakeholders deliberately use risk management to convey messages to others, with the aim of influencing their behavior, synchronizing their perception, and making them aware of the context and their responsibilities. Stakeholders perceive these effects as contributing to project success.

The potential use of BIM to aid construction waste minimalisation

Abstract: It is widely acknowledged that the construction industry has a major impact on the environment, both in terms of resource consumption and waste production. The construction industry is responsible for producing a whole variety of different onsite wastes; the amount and type of which depends on factors such as the stage of construction, type of construction work, direct or indirect stakeholders’ design change contribution, and practices throughout the project lifecycle. A number of construction waste minimisation (CWM) techniques and tools are currently available to assist contractors to divert waste away from landfill. However, literature reveals that there are insufficient techniques and tools for reducing construction waste during the design and procurement stages. The last few years saw the emergence of Building Information Modelling (BIM) techniques, which can be adopted to improve sustainable construction performance. BIM is a maturing modelling philosophy, which has been applied to several building-related functions such as visualising designs, automating quantity takeoffs, checking compliance with regulations, and scheduling construction processes. Furthermore, BIM, as a real-time interactive and collaborative communication system, has the potential to help project stakeholders to collaboratively attain waste minimisation for sustainable construction and building throughout design, construction and throughout the lifecycle by improving building construction performance. Hence, this paper, which is part of an ongoing doctoral study, explores the potential application of BIM to design out waste. An in-depth literature review was conducted to provide a foundation for the doctoral study that aims to investigate the use of BIM as a potential platform for building design waste minimisation. The paper explores construction waste origins and causes, current waste reduction practices; examines current industry BIM practices and investigates BIM tools for sustainable project construction and management; and identifies the knowledge gaps in existing literature that pave the way for the subsequent data collection stages.

Scrum practices in global software development: a research framework

Abstract: Project stakeholder distribution in Global Software Development (GSD) is characterized by temporal, geographical and socio-cultural distance, which creates challenges for communication, coordination and control. Practitioners constantly seek strategies, practices and tools to counter the challenges of GSD. There is increasing interest in using Scrum in GSD even though it originally assumed collocation. However, empirically, little is known about how Scrum practices respond to the challenges of GSD. This paper develops a research framework from the literature as a basis for future research and practice. The framework maps current knowledge and views on how Scrum practices can be used to mitigate commonly recognized challenges in GSD. This research is useful as a reference guide for practitioners who are seeking to understand how Scrum practices can be used effectively in GSD, and for researchers as a research framework to validate and extend current knowledge.

A methodology for evaluating construction innovation constraints through project stakeholder competencies and FMEA

Abstract: Purpose – The purpose of this paper is to present a methodology for extracting innovation constraints from building projects through stakeholder management competencies and failure mode and effect analysis (FMEA).Design/methodology/approach – The methodology was an iterative grounded theory process using case studies. A literature‐based concept model was generated which mapped project procurement stages against the innovation process. Constraints and stakeholder management strategies were extracted from 30 case studies using content analysis and mapped against the procurement stages. FMEA was used to evaluate the criticality of the constraints. For the purposes of this paper, a sample case study was detailed and referred to as the pilot study. The m\ethodology was applied to all the case studies and a schedule of constraints (SoC) extracted.Findings – This paper evidenced that it is not project constraints which require management to sustain innovation but rather failures in stakeholder competency. This s...

A project manager's optimism and stress management and IT project success

Abstract: Purpose – The purpose of this paper is to determine how the soft competencies of an information technology (IT) project manager, specifically optimism and stress, can affect project success.Design/methodology/approach – The research was exploratory. Experienced IT project managers were requested to relate a “structured” story regarding a significant, personal experience relating to optimism or stress and how this affected the project outcome. In total, eight stories were captured on the optimism theme and five on stress. Themes from these stories were identified.Findings – Qualitative analysis of the stories identified several project managers' optimism themes that strongly influenced IT project success. In addition, it was concluded that IT project success was both positively and negatively influenced by stress. To improve their chances of project success, it was concluded that IT project managers should have a positive but realistic degree of optimism based on a well‐accepted project plan. Whilst the pr...

Integrating knowledge management with project management for project success

Abstract: Normal 0 false false false EN-AU ZH-CN X-NONE MicrosoftInternetExplorer4 This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle. According to the Standish Group’s Chaos Report for 2009, only 32% of all surveyed projects are considered to be successful and are delivered on time, on budget, with the required features and functions. This could be an indication that project management practitioners have not fully acquired and transferred knowledge learned from past projects to ensure a higher success rate for current and future projects. Knowledge management is an emerging discipline and practice in organizations. This paper proposes an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations.

The impact of the organisational structure and project organisational culture on project performance in Slovenian enterprises

Abstract: Analyses of completed projects show that a significant number of projects exceed the planned time and costs, consequently reducing the benefits. Among many causes of project failure, it is widely recognised that organisational culture has an impact on project performance. The goal of the research presented in this article was to identify the level of project organisational culture in Slovenian enterprises. We also analysed the strength of the impact of the culture on project execution. The research was focused on the top and line management’s attitudes and some other factors connected with managers’ attitudes (following the internal regulations, respecting the project manager’s formal authority). We also investigated the most common project organisation types and the correlations among the organisation, culture and project performance. The research showed a high level of project organisational culture and a high impact level of measured culture factors on project performance. An increasing level of project manager authority in different organisation types positively impacts on several cultural dimensions and also has a direct impact on the project’s performance.

Three component stakeholder analysis

Abstract: Both public and private organizations are increasingly employing stakeholder engagement as an important strategy for improving external stakeholder relations. Incorporating stakeholders' opinions is valuable for improving decision-making processes and project implementation [Deelstra, Nooteboom, Kohlmann, van den Berg, and Innanen (2003) Using knowledge for decision-making purposes in the context of large projects in The Netherlands. Environmental Impact Assessment Review, 23(5), 517-541]. Currently, the prevailing practice domain for stakeholder engagement is largely characterized by complex and dynamic environments containing a wide range of stakeholders, from hostile to conciliatory, from obstructive to collaborative [Crocker (2007) Organizational arrangements for the provision of cross-boundary transport infrastructure and services. Atlanta, GA: Georgia Institute of Technology]. This diverse range of stakeholders with different interests and expectations requires flexible and indeed specialized engagement tools [Shandas and Messer (2008) Fostering green communities through civic engagement: Community-based environmental stewardship in the Portland area. Journal of the American Planning Association, 74(4), 408-418]. Yet the practise of stakeholder analysis, a pre-requisite for successful stakeholder engagement [Clarkson (1995) A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20(1), 92-117; Reed et al. (2009) Who's in and why? A typology of stakeholder analysis methods for natural resource management. Journal of Environmental Management, 90(5), 1933-1949], has been insufficiently explored. At present, there is no integrated stakeholder analysis method that investigates the stakeholder sufficiently, i.e., from multiple space-time subjectivities, rather then from a single space-time representation. To arrive at an integrated stakeholder analysis methodology, Reed et al. (2009) have suggested investigating the potential for combining existing methods to derive more useful results. This article will therefore offer a new integrated framework, covering all components; salience, frames of reference and networks.

Towards an understanding of tailoring scrum in global software development: a multi-case study

Abstract: There is growing interest in applying Scrum practices in Global Software Development to leverage the advantages of both. However, the effective use of Scrum practices largely depends on close interactions between project stakeholders. The distribution of project stakeholders in GSD provides significant challenges related to project collaboration processes that may limit the use of Scrum. However, project managers increasingly seek to use the Scrum model in their distributed projects. While there is an emerging body of industrial experience, there are limited empirical studies that discuss Scrum tailoring in GSD. The paper reports a multi-case study that investigates the impact of key project contextual factors on the use of Scrum practices in GSD. This study is relevant to researchers and practitioners who are seeking ways to use Scrum in GSD and improve project effectiveness.

Quantitative approach for project performance measurement on building construction in South Korea

Abstract: In general, the performance of a particular construction project can be evaluated by how many of the project goals are achieved in terms of cost, time, quality, safety, environment, and so forth. However, in the construction industry, which is characterized as project specific, a clear delineation of scope of performance is absent, and the standard procedure and operations are not fully developed. Thus, it is very difficult to assess an overall performance level of a constructed project in a reasonable manner. The objective of this research is to define a quantitative performance measurement system and establish the evaluation criteria by identifying 18 key performance indicators, focusing on residential building projects. Based on the performance assessment methodology, 22 project cases have been collected for comparative analysis and have been evaluated to determine whether the system is applicable to the potential projects. The set of identified performance indicators is also useful in developing a customized performance measurement system for a particular type of project. The research findings are expected to encourage the project stakeholders to develop a performance-based project control system, thereby enhancing their level of satisfaction.

Translation and localization project management : the art of the possible

Abstract: 1. Mapping terra incognita: Project management in the discipline of translation studies (by Dunne, Keiran J.) 2. I. Project management in the context of translation and localization business 3. Strategic views on localization project management: The importance of global product management and portfolio management (by Giammarresi, Salvatore) 4. Selecting enterprise project management software: More than just a build-or-buy decision? (by Chamsi, Alain) 5. II. Project management knowledge areas 6. Applying PMI methodology to translation and localization projects: Project Integration Management (by Zouncourides-Lull, Alexandra) 7. Requirements collection: The foundation of scope definition and scope management in localization projects (by Levitina, Natalia) 8. Managing the fourth dimension: Time and schedule in translation and localization projects (by Dunne, Keiran J.) 9. From vicious to virtuous cycle: Customer-focused translation quality management using ISO 9001 principles and Agile methodologies (by Dunne, Keiran J.) 10. Effective communication in translation and localization project management (by Tsvetkov, Natalia) 11. Risk management in localization (by Lammers, Mark) 12. III. Managing human and organizational factors 13. Rethinking the role of the localization project manager (by Sikes, Richard) 14. Project as a learning environment: Scaffolding team learning in translation projects (by Dunne, Elena S.) 15. Global virtual teams (by Stoeller, Willem) 16. Relationship management: A strategy for fostering localization success (by Combe, Karen) 17. IV. Translation and localization project management in action 18. Managing the challenges of game localization (by Zhou, Ping) 19. Project management for crowdsourced translation: How user-translated content projects work in real life (by DePalma, Donald A.) 20. Additional resources 21. Contributors 22. Author index 23. Subject index

Managing the project learning paradox : a set-theoretic approach toward project knowledge transfer

Abstract: Managing project-based learning is becoming an increasingly important part of project management. This article presents a comparative case study of 12 cases of knowledge transfer between temporary inter-organizational projects and permanent parent organizations. Our set-theoretic analysis of these data yields two major findings. First, a high level of absorptive capacity of the project owner is a necessary condition for successful project knowledge transfer, which implies that the responsibility for knowledge transfer seems to in the first place lie with the project parent organization, not with the project manager. Second, none of the factors are sufficient by themselves. This implies that successful project knowledge transfer is a complex process always involving configurations of multiple factors. We link these implications with the view of projects as complex temporary organizational forms in which successful project managers need to cope with complexity by simultaneously paying attention to both relational and organizational processes.