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.

Project Management Improvement Efforts—Creating Project Management Value by Uniqueness or Mainstream Thinking?:

Abstract: This paper presents a research study that is part of the large international Project Management Institute (PMI)-sponsored research project the “Value of Project Management.” Three case studies have...

Understanding the ERP Project Champion Role and Its Criticality

Abstract: Existence of an adequate project champion role has been identified as a critical success factor in ERP implementation projects. However, the figure of the project champion is not yet quite well understood. Some authors relate it with the project sponsor figure while others relate it with the project manager figure. This paper tries to clarify these concepts. Our research framework has been based upon an extensive ERP literature review and a web survey. The findings of this survey show that the adequate project champion role is that of the project sponsor; respondents also think that both project manager and project sponsor are critical to the success of an ERP implementation project and not merely the project champion figure. We also show the interdependence between project sponsor role, project manager role and ERP project success, for which we present an interdependence model.

IT Projects: Conflict, Governance, and Systems Thinking

Abstract: Triggered by several embarrassing (and costly) IT project collapses in New Zealand’s public sector, a government report found that effective project control required good governance measures to be in place. Escalating conflict amongst project stakeholders, particularly where the IT projects are large and complex, is often cited as a major contributor to project problems. Conflict, and its resolution, will be affected by factors that are difficult to control, including culture and politics. In this paper we apply the basic concepts of systems thinking to deliver a holistic research framework, focusing on the project-related conflict resolution process. Key constructs include: input (stakeholder conflict); output (e.g. resolution outcome, satisfaction with outcome); contextual factors (e.g. power, culture); and, most importantly, the control mechanism (governance). This framework was empirically tested using a single case study. Our research found strong support for the model.

The impact of sharing economy practices on sustainability performance in the Chinese construction industry

Abstract: The sharing economy is gradually reshaping the construction industry. This study identifies the use of digital platforms, internal sharing practices with project stakeholders, and external sharing practices with unfamiliar companies as three critical elements of sharing economy practices from a socio-technical perspective. The impacts of these three elements on sustainability performance, including economic performance, environmental performance and social performance, are investigated. Based on a survey of the Chinese construction industry, proposed hypotheses are tested using structural equation modelling. The results indicate that the use of digital platforms can promote both internal and external sharing practices in the construction industry. While internal sharing practices have positive impacts on the three dimensions of sustainability performance, external sharing practices can positively influence only environmental performance. The findings enhance the understanding of sharing economy practices and provide empirical evidence of the relationships between sharing economy practices and sustainability performance in the construction sector.

Applying level of detail in a BIM-based project: an overall process for lean design management

Abstract: Few construction companies apply the available lean tools and processes in an integrated manner when managing design. Additionally, lean design management tools and processes each have their own strengths and optimal phases in which they should be applied. Earlier approaches in lean design management have not explicitly included the level of detail of building information model (BIM) models in connection with planning methods. For example, the Last Planner System (LPS) uses collaborative social methods to obtain task dependencies and commitments from project stakeholders, but it does not provide any guidance regarding what those tasks should be in a BIM-based process. With regard to production, this guidance is provided by combining location-based methods, such as a location-based management system or takt planning, to LPS. In a similar manner, by combining information from various sources, this paper defines a location-based design management process using the concept of level of detail that can be integrated with LPS. The level of detail definition must be based on the requirements of the end-user in each stage of the construction project. The process was cocreated and validated in focus group meetings with design and construction companies and further evaluated and assessed by applying it in a case project.