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.
Papers published on a yearly basis
Papers
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31 Mar 2015
TL;DR: The Strategic Project Leadership (SPL) approach as mentioned in this paper is a research-based approach to project management that combines the strategic, business-related aspects of projects, the need to adapt a project to its unique level of innovation and context, the leadership perspective of inspiring and motivating the team, and the traditional needs of getting the job done.
Abstract: As project management is becoming more strategic and business oriented, new and formal approaches are needed to address the changes in the profession. Strategic Project Leadership (SPL) is a comprehensive, research-based approach to project management. It combines the strategic, business-related aspects of projects, the need to adapt a project to its unique level of innovation and context, the leadership perspective of inspiring and motivating the team, and the traditional needs of getting the job done. The main objective of SPL is to inspire project managers to be the business leaders of their projects and is giving them the tools to do that. In their new leadership role, they must deal with the strategic and business aspects of their projects, articulate a vision to inspire and motivate their teams, and learn how to adapt their management style to the right project and environmental context. This integrated, research-based, and industry-proven approach addresses the reality that most projects today are uncertain, complex, non-linear, and changing; and they must be managed in a dynamic and flexible way while, “one size does not fit all.” More important, it acknowledges the fact that meeting the ‘triple constraint’ of time, budget, and performance goals is insufficient to guarantee business success. Successful projects today require, in addition, the strategic and leadership perspectives, as well as considering the specific impact of innovation on each project. This paper starts by describing the shortcomings of traditional project management and addressing the context for building the SPL approach; it then outlines its major concepts, planning components, and managerial implications.
25 citations
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TL;DR: In this paper, the dynamics and challenges of managing geographically dispersed project teams are examined in a field investigation of 72 multinational product developments, observed and studied between 2008 and 2012, which provides insight into the business processes and leadership style most conducive to cross-functional collaboration and effective project integration throughout the enterprise and its partners.
Abstract: The dynamics and challenges of managing geographically dispersed project teams is examined in a field investigation of 72 multinational product developments, observed and studied between 2008 and 2012. The findings provide insight into the business processes and leadership style most conducive to cross-functional collaboration and effective project integration throughout the enterprise and its partners. The results show that many of the problems that surface on the technical side can be traced to social, psychological and organizational issues. In fact, people issues have the strongest impact on project performance. People are an intricate part of the work process. Issues affecting people, eventually impact the broader enterprise. On the positive side, the study shows that certain conditions, such as personal interest, pride and satisfaction with the work, professional work challenge, accomplishments and recognition, serve as catalysts toward unifying culturally diverse project teams and their work processes. These conditions act as bridging mechanisms between organizational goals and personal interests, between central control and local management norms, and between following a project plan and adaptive problem solving. However, working seamless across borders and cultures requires more than just issuing work orders, project summary plans or management guidelines. Emphasis must be on common values and goals to focus and unify the team. By recognizing the greater autonomy of all international partners as well as their cultural differences, management can build a true partnership among all the contributing organizations with strong linkages for communication, decision making and technology transfer that is sustainable over the project lifecycle. The paper suggests a framework for managerial actions and leadership for building high-performance multinational project teams.
25 citations
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27 Jul 2008TL;DR: In this article, the role of Big Fiverdquo personality traits on project success was investigated by surveying United States Department of Defense project managers, and the findings indicated that conscientiousness and openness were both good predictors of successful project managers.
Abstract: Much has been written regarding project success, and one of the factors contributing to project success is the role of the project manager. Since project success can be enhanced by selecting the most appropriate project manager, we investigated the role of the ldquoBig Fiverdquo personality traits on project success by surveying United States Department of Defense project managers. The findings indicate that Conscientiousness and Openness were both good predictors of successful project managers. The results may be useful as one consideration when hiring and selecting project managers.
25 citations
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01 Nov 2013TL;DR: In this article, the authors identify and present the concerns of project stakeholders in relation to Software Quality Assurance (SQA) in a Scrum environment, and propose that Scrum needs to be viewed as a framework of ''empty buckets'' which need to be filled with situation specific SQA practices and processes in order to meet user expectations.
Abstract: The purpose of this study is to identify and present the concerns of project stakeholders in relation to Software Quality Assurance (SQA) in a Scrum environment. Guided by the tenets of Classic Grounded Theory Methodology, this exploratory and inductive case study uncovers SQA concepts related to the main concern of Meeting User Expectations. In trying to resolve the main concern, the Scrum project stakeholders alluded to lack of “Concrete Guidance” on SQA strategies, tools, and techniques in Scrum, The lack of concrete guidance in Scrum requires a development team to devise Innovations which may include Adopting Practices from other methodologies and carefully designing the Process Structure to accommodate the Adopted Practices, ensure Continuous Improvement of the process, and provide an environment for Collaborative Ownership. By demonstrating the incompleteness of Agile methods with particular attention to the lack of concrete guidance in Scrum, the study draws on method tailoring literature to argue for customisation of Scrum. The study further proposes that Scrum needs to be viewed as a framework of `empty buckets' which need to be filled with situation specific SQA practices and processes in order to meet user expectations.
25 citations
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TL;DR: Regardless of the training or mentoring approach you use, I suggest focusing on four major attributes, which I describe in their order of importance: communication, negotiation, organization and facilitation.
Abstract: Most software engineers do not want the hassle of project management. Poor project management is the number one cause of software project failure. How do we grow good project managers? What do we teach the rookies who have just been appointed to lead their first software project? Regardless of the training or mentoring approach you use, I suggest focusing on four major attributes, which I describe in their order of importance: communication, negotiation, organization and facilitation.
25 citations