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 paper, the authors investigated the communication of uncertainty information and knowledge between the project manager, owner and steering group in the process of uncertainty management in the building of new frigates in the Royal Norwegian Navy.
Abstract: Purpose – The paper aims to investigate the communication of uncertainty information and knowledge between the project manager, owner and steering group. The purpose of the project is to identify the effects of project owner and steering group involvement in the process of uncertainty management.Design/methodology/approach – The empirical data are based on a qualitative case study with in‐depth interviews following a semi‐structured approach. The building of new frigates, a project in the Royal Norwegian Navy, is studied. This is a large public technology project, with a great deal of media and public attention from Norwegian society.Findings – The project owner and steering group involvement in the project's uncertainty management process were identified. The interviews revealed that uncertainty information and knowledge have frequently been communicated and shared. The results indicate that this has reduced the asymmetric information problem between the parties. This involvement has also contributed to ...
33 citations
Journal Article•
TL;DR: In this paper, the authors investigate, by means of a questionnaire, those factors that influence software practitioners? view of project success and find that the practitioner view comprises two categories, namely personal factors associated with the work and customer/user factors.
Abstract: The success of a software development project is generally defined in terms of budget, schedule and customer requirements. However, it is not clear that all project stakeholders hold the same views of success. In this research, we investigate, by means of a questionnaire, those factors that influence software practitioners? view of project success. Our survey shows that the practitioner view comprises two categories, namely personal factors associated with the work and customer/user factors. The personal factor category includes a sense of achievement while working on a project, a good job was done (i.e. a quality was delivered), the project working was satisfying and resulted in professional growth. The customer/user category includes the customer/users were involved, they had realistic expectations and the project met all their requirements
33 citations
TL;DR: Wang et al. as mentioned in this paper employed a new perspective, which treated the reservoir migrants as a formal project stakeholder rather than the passive "compensation receivers" previous practices have considered them to be.
33 citations
TL;DR: In this paper, the authors present a detailed review of the content and contributions of the book The Polaris Systems Development written by Harvey M. Sapolsky in 1972, and discuss the role and usage of project management techniques, such as PERT (programme evaluation and review technique), in the practices of project execution.
Abstract: Purpose – The general purpose of this paper is to give Sapolsky's classical study of the Polaris Project, written in 1972, the credits it actually earns. In addition, there are two more specific aims: to discuss the role and usage of project management techniques, such as PERT (programme evaluation and review technique), in the practices of project execution; and to display the power of thorough empirical case studies in order to deepen our understanding of the realities of project execution.Design/methodology/approach – The paper constitutes a detailed review of the content and contributions of the book The Polaris Systems Development written by Harvey M. Sapolsky in 1972. The paper presents the main ideas of the book and discusses its implications for contemporary project management research.Findings – Sapolsky's work, The Polaris Systems Development, is an important account of some of the most significant courses of events in the birth and formation of project management, especially the creation of PER...
33 citations
26 Sep 2001
TL;DR: In this article, the authors present the essential concepts of project management, including the following: Ten ways to improve project performance, Ten Ways to Improve Project Performance, R.L. Hayes Back to Basics: Getting Systems Development Right, P.P. Murray Managing Project Management, N.B. Eldar et al.
Abstract: Contents Essential Concepts of Project Management Ten Ways to Improve Project Performance, R.L. Kliem Nine Factors for Project Success, J.P. Murray Managing Project Management, N.B. Mingus Strategies for Heading Off IS Project Failure, P. Cule, R. Schmidt, K. Lyytinen, and M. Keil Six Myths About Managing Software Development in the New Millenium, L.G. Hayes Back to Basics: Getting Systems Development Right, P. P. Kuver Process Management: Integrating Project Management and Development, C. Gane Project Meetings: A Communication and Coordination Tool, U. Merz Managing System Requirements, P. P. Kuver CRITICAL FACTORS FOR PROJECT QUALITY Using Project Management to Become ISO 9000 Certified, R.L. Kleim SEI CMM or ISO 9000: Which Is Right for Your Organization? P.P. Kuver An almost Perfect Software Project: Using SEI Core Measurements, J.W.E. Greene Does Your Project Risk Management System Do the Job? R.B. Lanza Evolution of a High-Quality Development Process in an Existing Software Project, S.P. Dawson Incorporating Six Sigma Concepts into Systems Analysis, C.B. Tayntor Solving the Software Quality Management Problem, J.L. Mater Managing Business Relationships Prescriptions for Managing IT Priority Pressure, T. Rose Business and IT: Developing Strategic Alliances, A. Roquet Managing the Change to Self-Directed Teams: Myths and Miseries, J.R. Newman Improving IS Performance: The Role of the Value Chain, W. Harkness The Myths and Realities of IT Steering Committees, K. Doughty Achieving Enterprise Culture Change Through a Project Management Program, L. C. Bradley and G. H. Eby Developing Applications with the User in Mind, E. G. Cale, Jr., J. Kanter, and D. B. Stoddard Effectively Managing Outsourced Projects A Practical Guide to Staff Augmentation and Outsourcing, C. B. Tayntor The Essentials for Successful IT Outsourcing, R. L. Kliem and I. S. Ludin The Management Service Provider Option, J. Butler Managing the Risks of Outsourcing Agreements, R. Kliem Hiring and Managing Consultants, J.P. Murray How to Manage Outsourcing for Best Results, D. B. Hoyt Outsourcing as a Means of Improving Process Maturity: An Approach for More Rapidly Moving Up the Capability Maturity Model, B. Keane Managing Special Projects The Role of Project Management in Knowledge Management, R. L. Kliem Managing Development in the Era of Large Complex Systems, H. W. Ryan Developing IT Projects on a Pay for Performance Basis, J. P. Murray The Pitfalls of Client/Server Development Projects, P. Cullen Using Project Management to Build an IT Help Desk, R. L. Kliem Leveraging Developed Software: Organizational Implications, H. H. Green and R. Walker Managing Legacy Assets, C. Slee and M. Slovin Measuring and Improving Project Management Success Facilitating Your Way to Project Success, N. Settle-Murphy and C. Thornton Reducing IT Project Complexity, J.P. Murray Designing an Effective Project Management Office, L. Hardy and T. Chaudhuri Assessing the Real Costs of a Major System Change, B. Jeffrey Information Technology for Project Management Automation, C.-Y. Lin The Project Management Office: A Strategy for Improvement and Success, J.P. Murray Creating and Implementing a Balanced Measurement Program, D. T. Edberg Software Process Assessment: Building the Foundation for a Mature IS Process, R. S. Pressman I NDEX
33 citations