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.

Heterogeneity and perception congruence of project outcomes

Abstract: This study examines the impact of project manager and practitioner heterogeneity on congruent perceptions of the outcome of service operations projects. More specifically, the study focuses on congruence in the formation and subsequently revision of project outcome perceptions of service operations. Data were obtained from 1413 project management practitioners and subsequently analysed using multi-layered and combined statistical methods. The results suggest that perception congruence, that is relationships or agreements between different stakeholders, may be impacted by age and role heterogeneity of project managers and practitioners, but not gender.

Management of client requirements for design and build projects in the construction industry of Hong Kong

Abstract: Purpose – This paper aims to investigate the prevailing practice of managing client requirements for design and build (D&B) construction projects in Hong Kong. It attempts to evaluate the limitations and addresses the need for a practical framework for facilitating the implementation of client requirements management within the industry.Design/methodology/approach – Two research instruments were used in this paper: semi‐structured interviews and case studies.Findings – The study revealed that the limitations of the current practice included the lack of a comprehensive client's project brief, inadequate involvement of client in the briefing process, the lack of impartial agents, the controversy caused by the uncertain legal status of end‐users and the improper timing of raising requirements by key project stakeholders. Recommendations are given that an inclusive project brief is necessary in clarifying the goals and covering all‐rounded perspectives. A practical framework is needed to improve the client re...

Influence of Stakeholders on Industrial Design Materials and Manufacturing Selection

Abstract: Materials and manufacturing processes are vital in the creation of a new product. They are the physical stuff of products; the means by which design concepts are materialised and transformed from the world of the computer model to the physical world. Material selection significantly influences the form, function and perception of a product (Doordan, 2003). Material and process combinations directly affect people’s interactions with products and the experiences that ensue (Karana, Hekkert, & Kandachar, 2009; Rognoli & Levi, 2005; Zuo, Hope, Jones, & Castle, 2004). Given the indisputable importance of materials and manufacturing, the practical factors driving industrial designers’ decision-making in the area remain poorly understood. Although many excellent sources are available to build a personal knowledge of materials and manufacturing processes (Lefteri, 2006, 2007; Thompson, 2007; Beylerian, Dent, & Moryadas, 2005; Swift & Booker, 2003; Lesko, 1999), few methodological sources address the issues involved in putting this knowledge into practice. The most significant works here are provided by Ashby and Johnson (2002), who fuse developments in engineering materials selection software (i.e. CES Selector, http://www.grantadesign.com/ products/ces) with a product-oriented perspective on materials selection, and van Kesteren (2008), who focuses on product designers’ materials information needs. Occasionally, case studies of product design projects, such as those by Campos (2006) and Cullen and Haller (2004), provide some insights into materials and manufacturing rationale, but such sources omit cross-comparisons between design practices and do not seek to develop theory or models of practice. Most striking is the lack of exposure given to influences from project stakeholders. Industrial design involves associations with project clients, manufacturers, vendors, users and design teams. No reputable industrial designer works in isolation, so it is reasonable to presume that each of these stakeholders exercises some influence over the selection of product materials and manufacturing processes. The research reported in this paper aimed to uncover, structure, and report stakeholder influences to construct a framework describing the practical circumstances in which industrial designers’ take materials and manufacturing decisions. The outcomes of the research were foreseen as being principally important for strengthening the methodological foundation, content and delivery of materials and manufacturing training within industrial design degree programs. Historically, finding the right balance for such training has been a struggle

Project communication in a strategic internal perspective

Abstract: Purpose – The purpose of this paper is to discuss the concept of project communication. What is currently understood by project communication? How and to what degree is it being discussed within the field of corporate communication and project management? And finally, what is the potential of interpersonal project communication?Design/methodology/approach – Based on a literature review of the two above‐mentioned fields of research, the discussion of the potential of interpersonal project communication is put in relation to concepts of power relations in an organisation, use of networks in communication and the trends and perspectives in contemporary project management.Findings – The term project communication is emerging in the literature on project management and has a very limited place in the literature on external corporate communication. In the literature on internal corporate communication there is no mentioning of project communication. Despite the acknowledged need to focus on communication as a w...