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: In this article, the authors describe several empirical cases of a project as a workplace and conclude that a considerable part of what makes up a non-sustainable project work environment stems from the imbalance of power that exists between permanent and temporary organisational forms.
41 citations
06 Jan 2003
TL;DR: Findings indicate that IT leaders are required to manage and share business risks while orchestrating cultural and political interests of multiple stakeholders to effectively accomplish project and organizational work.
Abstract: This paper summarizes findings on project and organizational roles and responsibilities of eight CIOs, eleven VPs, and seventy-five IT staff members in seven Fortune 500 companies from the manufacturing, defense, financial services, biotechnology and utilities industries. Results confirm studies that show CIOs and IT leaders are increasingly assuming change management, information, and strategic roles in organizations. Our findings also indicate that IT leaders are required to manage and share business risks while orchestrating cultural and political interests of multiple stakeholders to effectively accomplish project and organizational work. Other observed roles and skills of IT professionals are also presented. We conclude by identifying implications from research and our findings for effective IT project leadership.
41 citations
TL;DR: In this article, the authors identified four skills of effective project managers, namely, conceptual, human, political, and technical skills, along with their 16 skill components, to determine skill components that influence time, cost, and quality performance in construction projects.
Abstract: Project managers have multifaceted responsibilities that significantly affect project success. Previous research has identified four skills of effective project managers, namely, conceptual, human, political, and technical skills, along with their 16 skill components. The aim of this paper is to determine skill components that influence time, cost, and quality performance in construction projects. Data were collected from 107 project managers using a questionnaire survey method. The analysis results show that interpersonal influence has positive relationship with project time performance. Project cost performance is influenced by four skill components, namely, emotional intelligence, interpersonal skill, apparent sincerity, and budgeting. Lastly, project quality performance is affected by eight skill components, which include visioning, emotional intelligence, interpersonal skill, transformational leadership, interpersonal influence, apparent sincerity, quality management, and document and contract administration. Construction organisations may use the finding as a guideline to appoint project managers with the ‘right’ skill profile or to focus their human resource development on skills that are important for project success.
41 citations
TL;DR: In this paper, an innovation project (i.e., a project that produces a new product or that involves a new concept or a new technology) is hypothesized as being different from managing projects that produce new products.
Abstract: Managing an innovation project (i.e., a project that produces a new product or that involves a new concept or a new technology) is hypothesized as being different from managing projects that produc...
41 citations
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.
41 citations