Topic
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.
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TL;DR: The findings suggest that, among other things, end user involvement and executive management leadership are key indicators influencing IS project failure.
Abstract: Many organizations, regardless of size, engage in at least one, and often many information system projects each year. Many of these projects consume massive amounts of resources, and may cost as little as a few thousand dollars to ten, and even hundreds of millions of dollars. Needless to say, the investment of time and resources into these ventures are of significant concern to chief information officers (CIOs), executives staff members, project managers, and others in leadership positions. This paper describes the results of a survey performed between Australia and the United States regarding factors leading to IS project failure. The findings suggest that, among other things, end user involvement and executive management leadership are key indicators influencing IS project failure.
42 citations
TL;DR: In this paper, the authors identify and describe a set of techniques for finding cost effective sustainability strategies for capital projects, including effective problem framing, identification and exploitation of cost discontinuit.
Abstract: Multitudinous strategies, technologies, and best practices exist to improve the sustainability of a capital project, but comparatively few of these tactics have been successfully applied in green building projects without increasing first cost Given typically constrained budgets available for capital projects, the challenge to project managers, designers, and other project stakeholders is to identify and justify the use of cost-neutral or cost-saving sustainability features that can be included on their projects to meet increasingly stringent sustainability goals set by project owners The objective of this paper is to identify and describe a set of techniques for finding cost effective sustainability strategies for capital projects The paper includes a case study of an exemplary capital project from the US to illustrate a set of techniques for identifying cost-neutral or cost-saving project options These techniques include effective problem framing, identification and exploitation of cost discontinuit
42 citations
TL;DR: In this article, the authors report on a survey of seasoned information systems consultants, who identify specific actions that should be employed as part of a recovery strategy, such as developing a recovery plan, refining the scope of the troubled project, and reevaluating the leadership of the project team.
Abstract: Information systems projects that experience substantial cost and time overruns are common in organizations today. Given their pervasiveness and significant consequences, there is a need to understand how to effectively manage runaway projects. To identify specific actions that should be employed as part of a recovery strategy, this article reports on a survey of seasoned information systems consultants. According to these experts, developing a recovery plan, refining the scope of the troubled project, and re-evaluating the leadership of the project team are the most important actions that must be pursued in a comprehensive recovery effort. These and other recommendations by the experts are framed within a crisis management perspective to highlight their potential relevance and impact.
42 citations
Book•
01 Jan 2003
TL;DR: In this paper, the authors define the international project, identify the project leaders, and develop the project plan using technology to their advantage, and manage the international team and the work.
Abstract: Part I: Launch Your International Project Introduction Define the Project Identify the Project Leaders Nail Down the Project Organization and Team Develop the Project Plan Use Technology to Your Advantage Part II: Manage Your International Effort for Success Manage the International Team and the Work Manage Outsourcing and Vendors Sustain Effective Communications Deal with Issues and Use Experience Part III: Types of Global Projects Multinational Software Deployment Mergers and Acquisitions Marketing of a New Product Part IV: Issues in Global Projects Project Issues Business Issues Management Issues External Issues Appendices Index
42 citations
TL;DR: In this paper, the authors developed a new theoretical model of knowledge sharing behavior, the Alignment Model of Motivational Focus, which suggests that an individual's propensity to share knowledge and experience is a function of perceived personal benefits and costs associated with the activity, balanced against the individual's alignment to a group of institutional factors.
Abstract: Even though today's corporations recognize they need to understand modern project management techniques, many researchers continue to provide evidence of poor success in information technology (IT) projects. Given that project performance is known to be positively associated with project knowledge, a better understanding of how to effectively manage knowledge in IT projects should have considerable practical significance for increasing the chances of project success. Using a combined qualitative/quantitative method of data collection in multiple case studies spanning four continents and comprising a variety of organizational types, the focus of this current research centered on the question of why individuals working within IT project teams might be motivated towards, or inhibited from, sharing their knowledge and experience in their activities, procedures, and processes. The research concluded with the development of a new theoretical model of knowledge sharing behavior, the Alignment Model of Motivational Focus. This model suggests that an individual's propensity to share knowledge and experience is a function of perceived personal benefits and costs associated with the activity, balanced against the individual's alignment to a group of institutional factors. These factors are identified as alignments to the project team, to the organization, and, dependent on the circumstances, to either the professional discipline or community of practice to which the individual belongs.
41 citations