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.

Discerning Interrelationships among the Knowledge, Competencies, and Roles of Project Managers in the Planning and Implementation of Public Sector Projects

Abstract: This study uses information gleaned from a sample of 102 public sector project managers to assess the interrelationships among project manager roles, responsibilities, and competencies in the planning and implementation stages of the project life cycle. The results of confirmatory factor analysis and structural equation modeling revealed that project managers use different subsets of their skills to influence outcomes at these two stages of the project. For example, while the project manager's organizational and technical skills tend to have some influence during the project planning stage, managerial, leadership and people skills appear to have more influence during the project implementation stage. Implications of these and our other findings for the practice of project management in public sector organizations are discussed.

Assessment of Social Sustainability in Construction Projects Using Social Network Analysis

Abstract: This paper aims to propose a framework that puts the stakeholders at the forefront of achieving sustainability in the social context. This research, thus, argues that the social sustainability outcomes in construction are best achieved by taking into account the satisfaction of the stakeholders. Based on sustainability and equity theories, a dynamic assessment model has been developed to evaluate the contributions of projects in a social context. Multiple stakeholders and their differing interests associated with the construction projects have been integrated using social network analysis. The mapping of the relationships between the project stakeholders, with respect to their relative stakes and seven social core functions, have been integrated into the assessment model. The findings of this research suggest that the degree of satisfying the needs of diverse stakeholders is highly significant in achieving social sustainability performance of projects. Using a case study from Saudi Arabia, the applicability and significance of the assessment model has been demonstrated. The application of the model provides the opportunity to identify any problems and to enhance the overall performance of projects in the social context. The functionality and efficacy of the model need to be further tested outside the Saudi Arabian region. The research is original in the sense that for the first time, a novel approach has been developed, putting the stakeholders at the forefront of achieving sustainability outcomes in construction projects.

Project management : tools and techniques for today's ILS professional

Abstract: Project work is widespread in all types of library and information units, and typical projects can involve developing a new information service, moving a library, digitizing materials or introducing a new staff-development programme Projects may be relatively small and simple, with one or two members of staff working in the same office, or large and complex, involving people working in multi-professional teams Complex projects sometimes involve working across different boundaries - professional, organizational, geographical - or working with new and developing ICT systems ILS workers often carry out these projects alongside their full-time jobs, and find that they need to develop new skills and ways of working in order to manage their project successfully as well as their main work role If you are an information professional involved in project work of any kind, whether on a managerial, practical, academic or research level, this book offers you a valuable resource Its purpose is to act as a guide to project management within all types of library and information services It explores tried and tested methods and techniques for managing projects, including paper-based approaches, and also the use of project management software Each chapter is supported by examples that provide a feel for the realities of project management in today's turbulent work environments

A Management Maturity Model (MMM) for project-based organisational performance assessment

Abstract: Common sense suggests that organisations are more likely to deliver successful projects if they have systems in place that reflect a mature project environment based on a culture of continuous improvement. This paper develops and discusses a Management Maturity Model (MMM) to assess the maturity of project management organisations through a customisable, systematic, strategic and practical methodology inspired from the seminal work of Darwin, Deming, Drucker and Daniel. The model presented is relevant to organisations, such as construction and engineering companies, that prefer to use the Project Management Body of Knowledge ( PMBOK™ Guide ) published by the Project Management Institute (PMI), but without the disadvantages of excessive time and cost commitments and a ‘one size fits all’ approach linked to rigid increments of maturity. It offers a game-changing advance in the application of project-based organisational performance assessment compared to existing market solutions that are unnecessarily complex. The feasibility of MMM is field-tested using a medium-sized data centre infrastructure firm in Tehran.