Showing papers on "Project stakeholder published in 2016"
TL;DR: In this article, the authors look at the relationship between project governance and project success from an agency theory and stewardship theory perspective, and find that project success correlates with increasing stakeholder orientation of the parent organization, while the types of control mechanisms do not correlate with project success.
166 citations
Book•
04 Mar 2016
TL;DR: The Doctor of Nursing Scholarly Project: A Framework for Success is the first resource of its kind to guide students in completing this requirement and develops a process and framework for completing the Scholarly project in an effective and efficient manner.
Abstract: One universal requirement for any Doctor of Nursing Practice (DNP) candidate, regardless of the institution they attend, is the successful completion of a Scholarly Project. The Doctor of Nursing Scholarly Project: A Framework for Success is the first resource of its kind to guide students in completing this requirement. This text develops a process and framework for completing the Scholarly Project in an effective and efficient manner. It focuses on important aspects of the scholarly project, such as: * Formulating a meaningful scholarly project * Selecting appropriate committee members * Working effectively with the committee * Understanding how professional collaboration positively influences the final product * Developing a project plan and writing the project proposal * Understanding potential research implications, and the importance of communicating and disseminating the results of the project * Emphasizing how research contributes to evidence-based practice (EBP) in nursing This accessible text helps DNP students through every step of their Scholarly Project. It includes action plans recommending next steps, concept maps highlighting the stages of the DNP Scholarly Project, interviews with practicing DNPs, and sidebars from thought leaders and experts from the field to help readers make the most of their Scholarly Project.
160 citations
02 Oct 2016
TL;DR: In this paper, a field study was conducted to understand how project managers' emotional intelligence (EI) contributes to project success using data collected from 373 project managers in the Australian defence industry, and they found evidence that job satisfaction and trust mediate the relationship between EI and project success.
Abstract: The number of complex projects is increasing across many
sectors and the associated challenges are substantial. Using a field study we aim to understand how project managers' emotional intelligence (EI) contributes to project success. We propose and test a model linking
EI to project success and examine the mediating effects of project managers' job satisfaction and trust on this relationship. Based on data collected from 373 project managers in the Australian defence industry, our results indicate that EI has a positive impact on project success, job satisfaction, and trust. Moreover, we found evidence that job satisfaction and trust mediate the relationship between EI and project success. Our findings suggest that top management should be aware of the importance of project managers' job satisfaction and trust, which can both serve to boost project success in complex project situations.
127 citations
TL;DR: In this paper, the authors establish that projects are multi-organizational systems which transit from the project phase to the operations phase in system lifecycles, and use the systems view to analyze value creation mechanisms within the system lifecycle.
115 citations
TL;DR: In this paper, the authors investigate how companies are introducing sustainability into project management and investigate how sustainability can impact project success, concluding that companies from the public sector are more concerned about the social dimension than the others.
105 citations
TL;DR: In this article, the authors examine the relationships between safety leaderships of project owners, contractors and subcontractors and discover leadership dimensions which significantly impact construction safety performance, and establish clear leadership impacting paths from owners to site supervisors of subcontractors in construction projects.
100 citations
TL;DR: In this article, the authors present Q methodology as a congruent method for stakeholder analysis that allows for anticipation of unforeseen stakeholder issues or concerns and to kick-off a participatory procedure with external stakeholders.
94 citations
TL;DR: In this article, a conceptual framework for characterizing and classifying project stakeholder landscapes is presented, based on a systematic literature review of the stakeholder management literature, which synthesizes four key dimensions of project stakeholders landscapes and their various sub-factors: complexity (element and relationship complexity), uncertainty, dynamism and the institutional context.
93 citations
TL;DR: In this article, an action-based qualitative case study explores how the project communication routines affect stakeholder engagement during change management process and evolve project culture and concludes that an effective communication ensures stakeholder participation in the change management processes through teamwork and empowerment, whereas lacking communication routines lead to a rational and straightforward project culture where task performance and efficiency are preferred over stakeholder involvement.
89 citations
TL;DR: In this paper, a new method to measure and identify project success dimensions meriting further investigation is detailed, which considers the conceptualization, diagnosis and understanding of these dimensions to judge the success or failure of a project.
83 citations
TL;DR: The project quarterback rating (PQR) as mentioned in this paper combines key performance metrics of a project into a single number to provide a basis for quantifying project success, including customer relations, schedule and budget compliance, quality and safety statistics, financial metrics, and communication among the different project stakeholders.
Abstract: This paper presents the development, validation, and implementation of an innovative comprehensive project performance metric specifically developed for architecture, engineering, and construction (AEC) projects. The project quarterback rating (PQR) combines key performance metrics of a project into a single number to provide a basis for quantifying project success. The combined performance areas include customer relations, schedule and budget compliance, quality and safety statistics, financial metrics, and communication among the different project stakeholders. The existing literature is analyzed to identify key performance metrics. A data-collection instrument is developed and then used to gather quantitative performance data from recently completed projects. Data are collected from industry professionals across the United States, and multivariate data analysis techniques are used to validate the model. PQR can compare the overall performance for different AEC projects, in addition to the perfo...
TL;DR: In this article, a model on the antecedents and consequences of project management competence retention (PMCR) was developed, which revealed that providing project managers formal developmental perspectives in project management, such as a career path or qualification opportunities, as well as establishing a formal lesson learned system both positively relate to PMCR.
TL;DR: In this article, the effects of integrated project delivery (IPD) on building construction projects across a wide range of different types of building construction tasks have been evaluated using quantitative project performance data and univariate statistical analysis.
Abstract: The construction industry is fraught with waste and inefficiencies resulting in projects often failing to meet owners’ expectations. Integrated project delivery (IPD) is the newest project delivery system (PDS) and changes the traditional roles and relationships of key project stakeholders. Through increased early collaboration, IPD attempts to eliminate waste and deliver the highest-value projects to owners. It is seen as a potential solution to many of the challenges impeding successful project performance. However, a transformational move toward IPD has yet to reach a tipping point, and its use is not prevalent throughout the construction industry. Little research has been done to quantitatively analyze IPD compared with the more commonly used delivery methods. Through substantial collection of quantitative project performance data and univariate statistical analysis, this study fills the gap in PDS research by evaluating the effects of IPD on building construction projects across a wide range ...
TL;DR: It is suggested that IS project size influences budget and project quality and the PMO is empirically linked to project budget.
Abstract: This research is an investigation into IS project management practices related to projects of varying size across diverse industries. Survey data on a broad range of project management issues was collected from 129 IS project managers. The relationships between project size with 13 project management practices and 3 project performance measures were analyzed. The influence of a project management office (PMO) on the use of standardized project management practices and project performance was empirically tested. Our findings suggest that IS project size influences budget and project quality and the PMO is empirically linked to project budget.
TL;DR: In this paper, the authors proposed that the more project management and benefits management are used as practice and governance frameworks in an organization, the more it is able to use them in ERP projects since they become part of its institutional logic in managing its projects.
TL;DR: The "smells" indicating that a community isn't functioning efficiently are discussed, a set of mitigations for those smells are offered, and an overview of community types is provided.
Abstract: Software architects don't just design architecture components or champion architecture qualities; they often must guide and harmonize the entire community of project stakeholders The community-shepherding aspects of the architect's role have been gaining attention, given the increasing importance of complex "organizational rewiring" scenarios such as DevOps, open source strategies, transitions to agile development, and corporate acquisitions In these scenarios, architects would benefit by having effective models to align communities with architectures This article discusses the "smells" indicating that a community isn't functioning efficiently, offers a set of mitigations for those smells, and provides an overview of community types
TL;DR: In this paper, the authors argue that project management may be seen from different perspectives, and that every project has to decide at the outset which project management perspective shall rule the work of the project.
TL;DR: The main objective of this paper is to assess the usefulness of a BIM-based social platform for knowledge management, in particular tacit knowledge, in the construction industry and a case study demonstrating the use of such a platform, called Green 2.0, has been presented.
TL;DR: In this article, the authors explored how construction project teams manage different stages of project communication process as identified in the project management bodies of knowledge, namely stakeholder identification, communication planning, information distribution, stakeholder management and performance reporting.
Abstract: Effective communication process is essential for the success of construction projects. Previous research shows that construction project teams spend majority of their time communicating with other parties and stakeholders. However, only few previous studies address project-level communication process in construction, in particular, from a project management perspective. This research aimed to explore how construction project teams manage different stages of project communication process as identified in the project management bodies of knowledge, namely stakeholder identification, communication planning, information distribution, stakeholder management and performance reporting. The case study research method was used to investigate the research problem. Three construction projects in Sri Lanka were chosen for the study. Semi-structured interviews with top management who represented each key party (client, consultant and contractor) were undertaken within the selected cases. The findings revealed how proj...
TL;DR: In this paper, the authors investigated a rural community project (Nguni Cattle Project) that uses Participatory Rural Appraisal (PRA) as a tool for its operational focus.
Abstract: The present study investigates a rural community project (Nguni Cattle Project) that uses Participatory Rural Appraisal (PRA) as a tool for its operational focus. The main objective of the study is...
TL;DR: In this article, a longitudinal and detailed analysis of the evolution of stakeholder decisions and tensions in a building project in Canada overcomes these two limitations, showing that sustainability approaches are dynamic and create tensions that significantly impact the initial project goals and the planning and design phases.
TL;DR: In this article, the authors identify four viewpoints in the respondent group, consisting of managers from five North-Western European countries and the specific success criteria accompanying these viewpoints, and distinguish the product driven manager, the parent oriented manager and the manager with a stakeholder focus.
TL;DR: In this paper, the authors identify issues in the long-term development of project workers, their career paths, their contribution to organizational success and their need for equity of opportunity, and the challenge for organizations is to create an environment that will encourage greater numbers of people to embrace the uncertainty of project.
Abstract: Purpose
The purpose of this paper is to identify issues in the long-term development of project workers, their career paths, their contribution to organizational success and their need for equity of opportunity. The long-term development of project workers, their career paths and their contribution to organizational success is explored.
Design/methodology/approach
A qualitative research design using semi-structured interviews was employed to gain an understanding of social and human issues related to careers in project management (PM). By researching the lived experiences and feelings of those pursuing a career in PM the aim was to gain insight into the career journeys and experiences of practicing project managers.
Findings
Those who choose to pursue a career in PM have the personal characteristics and sufficiently high levels of self-efficacy to deal effectively with the uncertainty inherent in the nature of projects and of project-based employment.
Research limitations/implications
Participants were drawn from current project practitioners. As a result, the views of those who have worked on projects and chosen not to continue their career in the area have not been gathered.
Practical implications
Predictions are that there will be a continuing demand for project managers with the capabilities required to deliver successful projects. The challenge for organizations is to create an environment that will encourage greater numbers of people to embrace the uncertainty of project. The findings reported provide insight into how organizations might attract, develop and retain the project expertise they require for success.
Originality/value
This research provides further understanding into the lived experience of project managers, with a focus on those who have unexpectedly found themselves pursuing a career in PM.
TL;DR: In this paper, the authors identify the impact of one of the critical success factors, the project manager's project management attitude on project success, and highlight the interrelationship between the project managers personal characteristics and project management attitudes and leadership style, which are three Critical success factors.
Abstract: The project management literature on project success is rich. Numerous papers focus on the evolution of the understanding of project success, identification of success criteria and critical success factors. Critical success factors increase the potential for achieving project success, while project success can be evaluated with the help of success criteria. Although the interrelationships between critical success factors and success criteria are rarely analyzed, yet there is a strong demand for it. The aim of this paper is twofold. One of the aims is to identify the impact of one of the critical success factors, the project manager’s project management attitude on project success. The other aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. These aim to address the shortcoming mentioned above, which is considering the lack of the interrelationships between critical ...
TL;DR: In this article, the authors examined the association between stakeholder culture, stakeholder salience and firm response to stakeholder demands, based on the stakeholder attitude framework, and found that managers in organizations with different stakeholder cultures differentially ascribe and weigh the three attributes of power, legitimacy, and urgency when determining stakeholder importance.
Abstract: Purpose – The purpose of this paper is to examine the association between stakeholder culture, stakeholder salience and firm response to stakeholder demands, based on the stakeholder culture framework. Design/methodology/approach – The study was conducted in a field setting involving 292 mid-level managers who completed measures of stakeholder culture and stakeholder engagement activities (SEAs) in their organizations. Findings – Results show that managers in organizations with different stakeholder cultures differentially ascribe and weigh the three attributes of power, legitimacy, and urgency when determining stakeholder salience. In addition, stakeholder culture is also associated with how managers respond to stakeholder issues in terms of SEAs. Research limitations/implications – Findings of the study justify the need to extend the stakeholder salience theory beyond the values of senior managers to include organization-level factors. This study is largely exploratory and the relationships that have be...
TL;DR: In this paper, a multilayered stakeholder-issue framework is proposed to make the connections between stakeholders and issues explicit with the aim of helping project managers analyze and prioritize the issues that stakeholders confront them with.
TL;DR: In this paper, the Stakeholder Circle methodology is used to identify and prioritise stakeholders, understand their needs and expectations, develop targeted communication strategies to influence attitudes and behaviour, and then measure the effectiveness of the overall strategy in maintaining support from the key positive stakeholders and reducing opposition from negative stakeholders.
TL;DR: In this paper, the impact of stakeholder involvement on the success of projects implemented was examined through structured questionnaires distributed to ordinary citizens, community leaders and local authority staff in selected district assemblies in Ghana.
Abstract: Participation is now an international agenda for ensuring full representation of people in terms of their ideas, feeling and decision on matters concerning their development. It has been observed that most projects fail after implementation not due to poor execution but rather due poor stakeholder consultation and engagement. The purpose of this study was to determine the barriers to stakeholder involvement in developmental projects at the grassroots level and examine the impact of stakeholder involvement on the success of projects implemented. Data was gathered through structured questionnaires distributed to ordinary citizens, community leaders and local authority staff in selected district assemblies in Ghana. Analysis of structured questionnaires revealed that there was inadequate explanation of the background, technical and material justification for the project to the stakeholders prior to project initiation. Stakeholders held that they had difficulty in participating in technical discussions and there was the perceived unwillingness of project implementers to involve them during decision making, to this end, the impact of stakeholders towards project success was significant. To overcome the challenge of stakeholder involvement and meaningful impact to projects, stakeholders must develop capacities to contribute meaningfully in discussions or delegate their concerns to professional representatives. To this end, projects implementers must acknowledge the value of stakeholders and embark on stakeholder outreach to solicit their involvement for enhanced project success.
TL;DR: It is found that leadership style is a major predictor of decision structure used in government IT projects, and team competence moderates the relationship between hierarchical decision structure and project success.
TL;DR: This paper proposes the use of social network theory and methodology is suggested as a viable perspective for stakeholder identification, analysis and management because of its theoretical and methodological rigour and its ability to provide insightful visualisations and useful network metrics to identify key influencers, bottlenecks, informal groups and so on.