Project stakeholder

About: Project stakeholder is a research topic. Over the lifetime, 3317 publications have been published within this topic receiving 110056 citations. The topic is also known as: Project stakeholder.

Information systems project management decision making: The influence of experience and risk propensity

Abstract: Managing information systems (IS) projects is a notoriously difficult task. The project manager is a crucial player in a successful IS development project. This research examines how a project mana...

Vulnerability and Agenda: Context and Process in Project Management

Abstract: SUMMARY This paper explores how the project management role is conditioned by the context in which change is progressed. The argument draws on Pettigrew's (1985, 1987) contextual and processual view of change, a view which does not clarify the management implications of contextual variation. Using data from a two-stage research design combining diary and survey methods, four context dimensions are identified, concerning ‘interlocking’, ‘shifting sands’, ‘ownership’ and ‘senior management view’. For analytical purposes, two extreme contexts are characterized as exposing the project manager to high and low levels of ‘vulnerability’ respectively. Project management literature typically offers a rational-linear account of change, and concentrates on ‘content’ and ‘control’ agendas, concerning technical expertise on the one hand, and planning, budgeting and monitoring techniques on the other. Sociological analyses reveal the limitations of the rational-linear account, and focus on the political and cultural dimensions of the ‘process’ agenda. The data suggest how contextual variation affects the relative priority of these agendas. The management implications of these findings are explored, for project management selection, career progression, and the development of diagnostic skills and ‘agenda management’ strategies.

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.

Ambiguous authority definition in project management.

Abstract: This report discusses the dual authority problem created by the implementation of the project management technique in R & D organization. The basic findings demonstrated that the use of an ambiguou...

Organisational project management as a function within the organisation

Abstract: Purpose – The purpose of this paper is to present a theoretical framework and the preliminary results from a research programme on organisational project management. It aims at exploring how organisational project management can be conceptualised as a function within the organisation.Design/methodology/approach – The methodological framework is based on a constructivist epistemology. This research programme contains two sequential phases based on a robust mixed method. The first phase of the qualitative approach, which is the focus of this paper, includes 20 interviews with executives and middle managers.Findings – This approach is expected to be helpful in assessing the fit between organisational context, project management implementation and organisational strategy. The proposed theoretical framework draws from the exploration of organisational project management as a function. Preliminary results confirm that organisational project management can be best understood as a function within the organisation...