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 in the Chinese Construction Industry: Six-Case Study

Abstract: Originating from the West, project management was introduced into China after the country's economic reforms in the 1980's and has since spread quickly throughout the whole country, particularly in the construction industry. However, despite the wide adoption of project management practices by construction organizations and the growing recognition of the importance of project management as an enabler of organizational success, empirical studies on project management in the context of the Chinese construction industry have been inadequate. This paper presents the results of an empirical study of six Chinese construction organizations in order to come to a more comprehensive and sophisticated understanding of project management practices in the Chinese construction industry. The findings revealed: (1) a good appreciation of the role of projects and project management and satisfaction with current project management practices; (2) 11 key aspects of project management implementation; (3) 12 resultant value and benefits; and (4) five aspects of the main challenges facing the organizations. Meanwhile, variations in project management practices and the resultant organizational value were identified, first between the three owner- and the three contractor-case study organizations, then between the two construction contractor organizations and the one design contractor organization.

Learning from experience in sustainability

Abstract: This paper explores the apparent contradiction between the 'linearity' of most Sustainability Indicator (SI) projects, with defined outputs achieved in a set period of time, and an implied 'circularity' that goes with most sustainable development (SD) initiatives. Projects usually have clear parameters within which they are implemented, and the inclusion of elements such as the need for accountability, measurable impact and 'value for money' have grown in importance. Whether we like it or not, it could be argued that we live in a 'projectified' world. We suggest that one way of exploring this potential contradiction between 'linearity' and 'circularity' is to frame the project with a Kolb Learning Cycle heuristic. This will facilitate a rationalisation from those implementing the SI project as to why decisions are being made and for whom. If these questions are opened up to the project stakeholders, including beneficiaries, then the Kolb cycle could encourage learning and understanding by all involved. It is suggested that such learning should be a valid output of the SI project, although typically the focus is only upon the final list of SIs and how they feed into policy. Funders need to take a broader perspective by allowing for both within SI projects, even if learning is not a measurable or tangible outcome. These points are explored within the context of the wider literature and SI projects in Malta and Lebanon.

The antecedents of construction project change: an analysis of design and build procurement application

Abstract: Purpose: This research seeks to excoriate, define and delineate the main drivers of ‘change’ in commercial construction projects and generate guidelines on how to minimise exposure to the associated adverse effects upon project stakeholders. Methodology: The research adopts mixed doctrines through a combination of epistemological lenses, embracing two primary philosophical stances: (i) interpretivism, to identify the primary drivers of change based on a systematic literature review and (ii) a post-positivist, inductive approach to analyse the results of change within a Joint Contracts Tribunal (JCT) Design and Build (D&B) construction project case study. Findings: The causal nexus of change during the construction phase is assessed and delineated; the key affecting factors are thematically grouped under headings: extent and severity; time in relation to implementing; instigating party; individual(s) responsible for managing the change; reason for the change; available resource; recoverable or non-recoverable; contract / project type; type of client. Following this, the effects of change on key elements of the project are encapsulated and recommendations for adaptations which may provide improved experiences are offered. Originality: The study tackles the common issue of managing the deleterious effects of change on commercial construction projects, defining management techniques to minimise stakeholder tribulation.

Project management factors affecting the enterprise resource planning projects’ performance in Jordan

Abstract: Purpose This purpose of this research is to investigate the project management factors that are affecting the enterprise resource planning (ERP) projects’ performance in Jordan. Based on the conducted literature review, four project management areas were selected for this research: the communication management, the human resource management, the time management and the risk management. Design/methodology/approach In total, 24 Jordanian ERP projects were surveyed through designing a questionnaire that was distributed to project managers. Moreover, interviews were conducted with both the project manager of the largest ERP project in Jordan and a consultant of one of the Big 5 consulting firms. Findings The interviews’ results confirmed the effect of the four project management areas on the ERP project performance which is consistent with the questionnaire results except for the risk management. Originality/value No similar studies were found in Jordan. Moreover, this subject was tackled by only a few studies, so more research is recommended to investigate the project management factors that are affecting the ERP projects’ performance. It is also recommended that future studies extend this research on factors other than project management factors.