Showing papers on "Project stakeholder published in 2014"
TL;DR: In this article, the authors used the Web of Science search engine and Bibexcel analysis functions to determine key literature related to project success and identified perceptions by senior management, project core team and project recipient stakeholder groups.
455 citations
TL;DR: In this paper, the authors developed a Social Network Analysis (SNA) based stakeholder-associated risk analysis method to assess and analyse the risks and their interactions in complex green building projects.
230 citations
TL;DR: This article conducted a systematic investigation of previous research to provide a content-driven review of the literature, and to provide future research direction, finding that agency and stakeholder theories have been adapted to the project governance context to a greater extent than other theories.
209 citations
TL;DR: In this article, a conceptual framework which defines three domains of project organizing, namely project-based firms, projects and programs, and owners and operators, is presented. But it does not consider the relationship of the project to permanent organizations.
205 citations
TL;DR: In this article, the authors developed a theory and tested the relationship between knowledge management and various aspects of performance in IT-enabled business projects and found that knowledge management is instrumental to Project Performance when mediated by a new concept, Knowledge Alignment.
143 citations
TL;DR: In this article, a two-stage method (i.e., a Delphi study and a case study) is used to explore the potential use of BIM in the case of a residential building project seeking BEAM Plus sustainable building certification in Hong Kong.
140 citations
17 Jun 2014
TL;DR: In this paper, the authors conducted a survey of Nigerian Building construction firms to understand the awareness of the respondents on BIM, and their perception on the drivers and barriers to its adoption in the Nigerian construction industry.
Abstract: Building Information Modelling (BIM) is one of the most visible aspects of a deep and fundamental change that is rapidly transforming the global construction industry. It is the platform that brings about collaboration between project stakeholders and improvement of project outcomes. The growing worldwide adoption and implementation of BIM for its powerful data-based modeling, visualization, analysis and simulation capabilities represents a paradigm shift to an integrated digital information infrastructure that will ultimately revolutionize almost all aspects of the construction industry. Many developed economies of the world have recorded impressive outcomes by implementing BIM in their construction practices, and this necessitates the need for an investigation into the level of its awareness and factors affecting its adoption in the Nigerian Construction Industry. The study was undertaken through a survey of Nigerian Building construction firms. The central issues addressed were the awareness of the respondents on BIM, and their perception on the drivers and barriers to its adoption in the Nigerian construction industry. Structured questionnaires and semi-formal interviews were used for data collection. The study highlighted areas requiring attention by researchers, government and other stakeholders towards a country wide implementation of BIM technologies and has set a scene for developing a framework for BIM adoption in the Nigerian construction industry. This will make the industry equipped to operate in line with the global best practices and deliver projects successfully and more efficiently and also be a good market for foreign firms to benefit.
127 citations
TL;DR: In this article, the authors investigated how different project governance structures affect the management of risks in two major infrastructure projects (the Yi-wan Railway Construction Project in China and the Northern Gateway Toll Road (NGTR) Project in New Zealand).
121 citations
TL;DR: In this article, the authors discuss new perspectives and concepts for an advanced level of project management education that may help develop the abilities necessary to confidently navigate the dynamic organizational environments and complex projects facing project managers today.
Abstract: Interest in project management is growing significantly. Yet, projects continue to fail at an astonishing rate. At the same time, the role complexity, chaos and uncertainty play within our projects and project environments is gaining recognition in both research and practice. Hence, it is time to review our understanding of project management education and reflect about how we develop project managers to deal with the increasing level of complexity, chaos, and uncertainty in project environments. In this paper, we discuss new perspectives and concepts for an advanced level of project management education that may help develop the abilities necessary to confidently navigate the dynamic organizational environments and complex projects facing project managers today. First, we describe the evolution of project management and project management education. In particular, our review of the literature and of project management training programs demonstrates the focus on standardization of the field and on preparation for the professional designation of project managers. Next, we discuss the impact of taking complexity seriously on the requirements for professional development of project managers. We lay out the requirements for preparing project managers to deal with complexity and present a comprehensive model of project manager development. Finally, we discuss the characteristics of an appropriate framework of project management education that does embrace uncertainty and unknown possibilities. In particular, we examine how distancebased education in project management may help develop a learning community that collaboratively questions existing theory and practice and develops innovative approaches as well as caters to the needs of project management practitioners for extensive learning opportunities within a flexible learning environment. 2008 Elsevier Ltd and IPMA. All rights reserved.
103 citations
98 citations
TL;DR: The authors explored the contextual mechanisms underlying the link between the speed at which a project is terminated and the learning of those directly working on the project and found that negative emotions motivated sense-making efforts.
Abstract: Although extant studies have increased our understanding of the decision of when to terminate a project and its organizational implications, they do not explore the contextual mechanisms underlying the link between the speed at which a project is terminated and the learning of those directly working on the project. This is surprising because perceptions of project failure likely differ between those who own the option (i.e., the decision maker) and those who are the option (i.e., project team members). In this multiple case study, we explored research and development (RD (2) rather than obstructing learning from project experience, negative emotions motivated sensemaking efforts; and (3) rather than emphasizing learning after project termination, in the context of rapid redeployment of team members after project termination, delayed termination provided employees the time to reflect on, articulate, and codify lessons learned. We discuss the implications of these findings.
TL;DR: In this paper, the authors developed and tested a model of the associations between major project managers' personal attributes and project success in the context of the Australian Defence industry and found that emotional intelligence, cognitive flexibility and systemic thinking were hypothesized to relate to project success, mediated by internal and external stakeholder relationships.
TL;DR: In this article, the authors report a literature-based analysis of the coverage of the competencies required for considering sustainability aspects, in the standards of project management competencies, and provide guidance on how to close this gap.
Abstract: Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communication, annual reports and in their actions. More recently, the concept of sustainability has also been linked to project management. Projects are “instruments of change” within organizations, which play an important role in the realization of sustainable business processes and practices. Project managers are therefore important “change agents” in organizations that have a strong influence on the sustainability of organizations. However, the standards of project management fail to address the role project managers’ play in realizing sustainable development and project managers are lacking the competences to consider the sustainability aspects of their projects. For the implementation of sustainability in organizations, it is crucial that this competence gap is closed by the standards of project management competencies. This paper reports a literature-based analysis of the coverage of the competencies required for considering sustainability aspects, in the standards of project management competencies. The study aims to specify the competence gap of project managers with regards to sustainability, and to provide guidance on how to close this gap. The paper therefore makes specific suggestions on how the standards of project management competencies should develop in order to prepare project managers for their pivotal role in realizing sustainability of organizations.
TL;DR: In this article, the authors investigated sustainability in building projects from a whole life project management perspective using a case study of a social housing project, where the procurement method adopted in the case study is private finance initiative (PFI), which requires private contractors to manage the whole life of a project.
Abstract: This paper investigates sustainability in building projects from a whole life project management perspective. The objective of the research is to identify unique features of whole life project management and their relationship to building sustainability by using a case study of a social housing project. The procurement method adopted in the case study is private finance initiative (PFI), which requires private contractors to manage the whole life of a project. The project reached a financial close in 2007, with a contract period of 30 years. Data were collected from multiple sources, including interviews, document reviews, and on-site visits during a three-year period. Based on seven microlevel attributes for building sustainability, data were content-analyzed to discover effective strategies used in whole life project management to achieve the sustainability objectives of the client. The PFI procurement process increased the accountability of the private contractor in sustainability, while the wh...
TL;DR: In this paper, the authors identify the important characteristics that a construction project manager should possess to ensure successful communication, in order to improve the outcome of projects and to benefit the construction industry as a whole.
01 Jan 2014
TL;DR: In this paper, the authors propose a conceptual framework to analyze technology adoption in mega infrastructure projects and assess their potential to innovating large socio-technical systems, and reveal how a schedule-driven project framing creates an underlying boundary condition that constrains the longitudinal process of building a "whole collective" with capacity to absorb new technologies.
Abstract: We propose a conceptual framework to analyze technology adoption in mega infrastructure projects, and assess their potential to innovating large socio-technical systems. Drawing on an in-depth empirical analysis of Heathrow airport's Terminal 5 project, we find that innovation hinges on technology adoption decisions that are governed systematically by two intertwined determinants – assessment of expected profitability and development of absorptive capacity, both of which are distributed across various interdependent actors. On an ad hoc basis, technological decisions are also affected by other factors, namely attitudes toward risk, politics, and (lack of) established standards. We reveal how a schedule-driven project framing creates an underlying boundary condition that constrains the longitudinal process of building a ‘whole collective’ with capacity to absorb new technologies. The innovation potential of mega projects is thus subjected to a fundamental, unifying tension: on the one hand, they offer a one-off opportunity to invest in cutting-edge technologies and innovate socio-technical systems; on the other hand, project stakeholders have limited time to develop capacity to absorb novel technologies and negotiate differences on assessments of profitability and risk. Stakeholders may therefore be compelled to agree to adopt proven technologies upfront to reduce uncertainty and mitigate risks, thus limiting the innovation potential of new infrastructure development.
TL;DR: In this paper, the role of the ESS in achieving project success is discussed, and behaviors that constitute the roles of the executive project sponsor are identified and discussed. But the role is rarely addressed.
Abstract: The role of the executive sponsor in achieving project success is important, yet rarely addressed. Recent research identifies behaviors that constitute the role of the executive project sponsor and...
TL;DR: In this paper, the authors identify stakeholders' perspectives on project risks in Indonesia and compare them against assumptions of rational, normative theories and past findings from general management in developed countries, and identify significant gaps of risk-related concepts between project stakeholders' perspective and the rational assumptions of the normative decision theories.
TL;DR: In this article, the authors used the body of knowledge developed in the field of project management and used stakeholder theory combined with a number of complementary theories to achieve its goals and objectives.
Abstract: Today, project management practices play a key role in different industries and sectors. Project management is promoted as an organizational strategic component that leads innovation, creates value and turns vision into reality. Despite the importance of projects and project management their high rate of failures and challenges is a major concern of both industry and academia. Among the reasons that affect project outcomes, stakeholder influential attributes and more importantly, their understanding and effective utilization and management are identified as the key to project success. This study utilizes the body of knowledge developed in the field of project management and uses stakeholder theory combined with a number of complementary theories to achieve its goals and objectives. The study moves beyond the traditional power-based frameworks employing six key influential attributes to examine their direct and mediating effects on project success. The quantitative survey data are analyzed using SEM statistical techniques and procedures to produce research results. The research results have led to the development of a new typology of stakeholder influential attributes (TSIA) and a stakeholder-based project management model (SBPMM) that aid managing for stakeholders’ strategy and principle.
TL;DR: In this paper, the authors provide detailed descriptions of how a project management team worked with its stakeholder relationships and explore how stakeholder management practices emerged and evolved as embedded actions and interpretations related to perceptions of each stakeholder's harm and help potentials.
Abstract: In stakeholder management, a key question is: How can an actor/organization (e.g., a project) under different contingencies apply strategies to develop the relationship with each stakeholder into a favorable one seen from the focal organization's perspective? Based on an in-depth longitudinal case study, we provide detailed descriptions of how a project management team worked with its stakeholder relationships. Applying a practice approach, we explore how stakeholder management practices emerged and evolved as embedded actions and interpretations related to perceptions of each stakeholder's harm and help potentials. We show how trust was both input to and outcomes of the managerial action.
TL;DR: The LSIC nexus sheds light on key complex issues that underpin the lack of, or ineffective, stakeholder participation in developmental initiatives including stakeholder relationships, stake-holder mind-sets, information quality and accessibility, contextual circumstances and implementation priorities as mentioned in this paper.
TL;DR: In this paper, the authors argue that project leadership can be studied as the ongoing social production of direction through the construction of actors' space of action, involving continuous construction and reconstruction of past project activities and events; positions and areas of responsibility; discarded, ongoing, and future issues; and intensity, rhythm, and pace.
Abstract: Drawing on the current research in general leadership, we propose that a process ontology is relevant and rewarding for project leadership studies. We argue that project leadership can be studied as the ongoing social production of direction through the construction of actors' space of action, involving continuous construction and reconstruction of (1) past project activities and events; (2) positions and areas of responsibility; (3) discarded, ongoing, and future issues; and (4) intensity, rhythm, and pace. Through an ethnographic case study of an organizational change project, we show how space of action and hence the project direction are in constant flux and becoming.
TL;DR: In this article, the authors examined the relationship and identity changes within and between a project team and its organization following top management intervention in the context of a large international construction project, and found that the initial stewardship relationships and collectivist identity of the project team shifted toward agency relationships and individualistic identity.
TL;DR: In this article, the authors investigated the problem of knowledge management at various levels of maturity in Project Management Maturity Models (PMMM) and found that knowledge creation and capturing are the most important processes, while knowledge transferring and reusing are not as important as the other two processes.
TL;DR: In this paper, the authors examined whether Macedonian SMEs plan for the implementation of ERP projects and studied the effect of project planning practices on project success, based on a survey that was conducted on 30 SMEs in the Republic of Macedonia.
TL;DR: In this paper, the authors analyze practitioners' subjective perspectives by investigating what criteria IS project managers consider relevant for IS project success assessment and identify eight success criteria, indicating that criteria like process efficiency and stakeholder satisfaction must be considered in addition to ATP.
Abstract: The traditional approach to assess information system (IS) project success is adherence to planning (ATP) – meeting budget, schedule, and requirements targets. Today, scholars agree that ATP is insufficient to adequately assess IS project success, but an agreed-on set of success criteria is still missing. Many works on this topic are based on theoretical considerations rather than empirical inquiries. We analyze practitioners’ subjective perspectives by investigating what criteria IS project managers consider relevant for IS project success assessment. We interview eleven experienced project managers in Germany, applying Repertory Grid and Laddering to minimize potential biases. Our results yield eight success criteria, indicating that criteria like process efficiency and stakeholder satisfaction must be considered in addition to ATP. Scholars can use our findings to apply the identified success criteria in future studies. Practitioners gain insights into the expert perspective on project success and might rethink the way of assessing success in their projects.
01 Jan 2014
TL;DR: The A Framework for Project Success study as discussed by the authors investigated factors commonly critical to assisting with project success in contrast to project failure and concluded that insufficient external influence, hampered project manager, overly broad scope, and inadequate budget can lead to failure.
Abstract: The objective of A Framework for Project Success study was to investigate factors commonly critical to assisting with project success in contrast to project failure. Proctor & Gamble’s New Growth Factory served as an example of a successful project, while the U.S. Coast Guard’s 123Foot Patrol Boat project represented those that have failed. An organization’s investment in researching the project experiences of other organizations can save the sometimes catastrophic cost of failed projects. The environment of this study was that of a graduate-level course in project management as a discipline, while the environment for the application of the study’s findings was that of projects of any size, location, and type of organization. The study’s stakeholders were the five study team members along with their professor. The studied project stakeholders included the project sponsors, project managers, project management team members, project staff, contractor staff, and customers. The original objective of the study to investigate critical success factors of projects, retained its place in the study. The team decided also to contrast the factors against a failed project because project failures garner so much attention. The survey identified the project management plan, the responsibility assignment matrix, and monitoring of the budget, schedule, and products as important to project success. The professional experience concluded that insufficient external influence, hampered project manager, overly broad scope, and inadequate budget can lead to failure. The study generally found that external influence, project manager and scope, schedule, and budget are factors critical to project success and failure.
TL;DR: In this article, the authors examine the perceptions of major stakeholders on the major aspects related to public participation practices in China's PIC projects and intend to convey what is presently happening in this segment of the construction industry.
Abstract: Purpose – Public participation has been implemented with growing frequency as an instrument for dealing with the increased socio-economic and environmental disputes in public infrastructure and construction (PIC) projects in China. The purpose of this paper is to examine the perceptions of major stakeholders on the major aspects related to public participation practices in China's PIC projects and intends to convey what is presently happening in this segment of the construction industry. Design/methodology/approach – Specific topics of the social effects, benefits, forms, and barriers were addressed through a recent survey of the major stakeholders involved in PIC projects. The survey results were used to perform a strength-weakness-opportunity-threat analysis for evaluating the status quo of public participation in PIC projects. Findings – The survey results indicate that the development of public participation practices in China remains relatively slow despite the urgent need to promote this mechanism f...
Abstract: Successful performance measurement criteria cannot be limited to meeting just the three traditional criteria. Satisfaction is a subjective and critical measurement for the stakeholder performance, but it has rarely been used as a criterion for the performance measurement of project stakeholders. The purpose of this paper is to establish the client and customer satisfaction criteria as the two key stakeholders in construction project for the issue of performance measurement based on the reviewed data. The methodology of this study is based on comprehensive literature review of performance measurements for client and customer whereby the data were analyzed, using the metrics which are the aggregate number of each customer and client-satisfaction criteria occurring in previous study. From the metric analysis, the common factors for customer and client satisfaction were ranked. From the analysis, it can be concluded that expectation and perception are the two common critical satisfaction criteria for client and customer that must be considered where the satisfaction is required. DOI: 10.1061/(ASCE)ME.1943-5479.0000183. © 2014 American Society of Civil Engineers.
TL;DR: This case study was chosen for its rare, if not unique, project procurement strategy because it is, to the authors’ knowledge, the only example of a project alliance (PA) being undertaken within a single company.
Abstract: Purpose – This case study was chosen for its rare, if not unique, project procurement strategy. It is, to the authors’ knowledge, the only example of a project alliance (PA) being undertaken within ...