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 explore the dual challenges of local adaptation and organizational integration responses at the project level and how these responses relate to project performance and performance adaptation to the local environment, which can differ from the organization's home market.
Abstract: To succeed internationally, multinational, project-based organizations in the architectural, engineering, and construction (AEC) industry need to both adapt to local environments and integrate knowledge and processes across the organizations. However, the temporary nature, uniqueness, and complexity of international projects create many pressures for project managers. On the one hand, the project manager’s primary responsibility is meeting project objectives, focusing on the performance of the project and adaptation to the local environment, which can differ from the organization’s home market. On the other hand, they are employed by a larger organization that has long-term strategic goals and wishes to gain a competitive advantage by having team members integrate their expertise with the rest of the organization. Thus, this research aims to explore the dual challenges of local adaptation and organizational integration responses at the project level and how these responses relate to project perfor...
23 citations
TL;DR: In this paper, the authors focus on the stakeholder analysis and adopts the stake-holder theory and analysis for the needs of the Czech market of tertiary education, which is considered as an important part of university management and marketing and universities have to take care of key stakeholder groups and build long term relationships with them.
Abstract: With regard to changes in the environment of tertiary education
and tertiary educational systems, universities are now unlikely
to succeed as 'separated closed' institutions that are
unresponsive to their environment and stakeholders. Stakeholder
analysis is considered as an important part of university
management and marketing and universities have to take care of
key stakeholder groups and build long term relationships with
them. This paper focuses on the stakeholder analysis and adopts
the stake-holder theory and analysis for the needs of the Czech
market of tertiary education. This paper analyses results of
the author's online questionnaire that provided the input for
data analysis deploying basic descriptive analysis and first
steps of stakeholder analysis - identification, categorization
and prioritization. Results of author's research show that
there are only slight differences between public and private
universities and their perspective concerning generic
stakeholder groups of universities. However the research
revealed two controversial stakeholder groups - donors and
competitors. In comparison with other stakeholder groups
perception of these two stakeholder groups by public and
private universities is very different. Stakeholder groups of
public and private universities were categorized into four
basic groups - primary internal stakeholder groups, primary
external stakeholder groups, secondary internal stakeholder
groups, and secondary external stakeholder groups. Primary
internal and external stakeholder groups which are crucial for
survival of universities are the most important stakeholder
groups for universities. The author identified ten most
important stakeholder groups for public and private
universities separately, based on assigned priorities that will
be used for further research.
23 citations
Book•
01 Nov 1995
TL;DR: In this paper, skills and competencies for effective project management are discussed, as well as management styles for project managers, and a summary of the project enterprise considerations index is presented.
Abstract: Partial table of contents: Skills and Competencies for Effective Project Management What Is a Project? What Is Project Management? Management Styles for Project Managers Scope the Project Identify Project Activities Estimate Activity Duration Determine Resource Requirements Construct/Analyze the Project Network Recruit and Organize the Project Team Level Project Resources Schedule and Document Work Packages Monitor and Control Progress Close Out the Project Enterprise Considerations Appendices Index.
23 citations
Book•
03 Aug 2010
TL;DR: In this article, the authors discuss the need for "value" as a driver in traditional project management, and the benefits of using value as a driving force for change in project management.
Abstract: Preface. Acknowledgments. International Institute for Learning, Inc. (IIL). Chapter 1: PROJECT MANAGEMENT FRAMEWORK. Project Characteristics. The Complexity of Defining Complexity. Components of Complex Projects. The Triple Constraint. Secondary Success Factors. Other Success Factors. The Modified Triple Constraint. Prioritization of Constraints. Types of Project Resources. Skill Set. Three Critical Requirements. Problem Identification and Solution. The "Traditional" Project. The "Nontraditional" (Complex) Project. Why Traditional Project Management Must Change. Traditional versus Complex Projects. The Need for "Value" as a Driver. The Benefi ts of "Value" as a Driver. Elements of Complexity. Types of Virtual Teams. Virtual Team Competencies. Virtual Team Myths. Customer RFP Requirements. The Need for Business Solution Partners. "Engagement" Expectations. Before and After Engagement Project Management. Percentage of Projects Using Project Management. Possible Complex Project Outcomes. Long-Term Globalization Project Management Strategy. Global versus Nonglobal Companies. Quantity of Tools. Project Management Software. Areas of Best Practices. The Collective Belief. Chapter 2: INTEGRATION MANAGEMENT. Changes in Focus. Project Sponsorship (1 of 2). Project Sponsorship (2 of 2). Project Accountability. EPM Methodologies. Enterprise Environmental Factors. Organizational Process Assets. Weaknesses in Leadership Skills. Project's Business Case. Project Governance. Project's Assumptions. Alignment of Goals. Expert Judgment. Project Charter. Project Decision-Making. Go and No-Go Decision Points. Project Replanning. Optimism. Poor Project Performance. Project Justification. Project Plan Ownership. The Project Plan: Summary Levels. Project Management Plan. Project Approvals. Project's Constraints. Identification of Deliverables. Change Management. Change Control Meetings. Conducting Meetings. Partnerships and Alliances. Ability to Change. Chapter 3: SCOPE MANAGEMENT. Project Boundaries. Stakeholder Identification. Requirements Collection. Changing Product Requirements. The Project Plan: Work Package Levels. Project s Deliverables. Work Performance Information. Verify Scope. Control Scope. Chapter 4: TIME MANAGEMENT. Project Dependencies. Templates. Activity List. Project Schedule. Purpose of Schedule. Types of Schedules. Published Estimating Data. Project Management Software. Top-Down versus Bottom-Up Estimating. Three-Point Estimates. Duration versus Effort. "What-if" Scenarios. Schedule Compression Techniques. Chapter 5: COST MANAGEMENT. The Basis for Project Funding. Project Funding. Multiple Funding Sources. Management Reserves. Cost-Estimating Techniques. Use of Earned Value Measurement. Forecast Reports. Chapter 6: HUMAN RESOURCES MANAGEMENT. Fervent Belief. Conflicts over Objectives. Shifting Leadership. Wage and Salary Inconsistencies. High Stakes. Culture. Multiple Cultures. Multicultural Teams. Shifting of Key Personnel. Quantity of Resources. Quality of the Resources. Availability of Resources. Control of the Resources. Worker Retention. Chapter 7: PROCUREMENT MANAGEMENT. Material/Service Requirements. BOT/ROT Contracts. Control of Vendors. Regulations Governing Vendor Selection. Impact of Stakeholders. Adversarial Procurement Positions. Multiple Contract Types. Chapter 8: QUALITY MANAGEMENT. "Satisficing" Zones. Different Life Cycles. Technology. Cost-Benefit Analysis. New Quality Boundaries. Chapter 9: RISK MANAGEMENT. Complexity, Uncertainty, and Risk. Risk Management. Identify Risks. Unequal Contingency Planning. Risk Analysis. Multiple Options Analysis. Risk Prioritization. Determining Risk Response Strategies. Monitoring and Controlling Risk. Technical Risks. Management Reserve. Chapter 10: COMMUNICATIONS MANAGEMENT. Stakeholders. Stakeholder Commitment. Getting Stakeholder Agreements. Stakeholder Issues and Challenges. Making Bad Assumptions. Another Bad Assumption. Value Creation. Stakeholder Management Responsibility. Changing Views in Stakeholder Management. Life-Cycle Stakeholder Management. Stakeholder Management Macro Level. Stakeholder Management versus Customer Loyalty. Stakeholder Management Micro Level. Stakeholder Identification. Classification of Stakeholders. Tiered Stakeholder Identification. Managing Stakeholder Expectations. Managing Stakeholder Expectations: The Design of Health Care Products. Perform Stakeholder Analysis. Stakeholder Mapping. Key Stakeholders. Unimportant Stakeholders. Perform Stakeholder Engagements. Defining Key Performance Indicators (KPIs). Prioritizing Stakeholders' Needs. Stakeholder Information Flow. Virtual Teams. Measuring KPIs. Reporting KPI Data. Summarized KPI Milestones. Stakeholder Communications. Project Review Meetings. Stakeholder Scope Change Requests. Linear Thinking. Enforcing Stakeholder Agreements. Stakeholder Debriefing Sessions. Satisfaction Management Survey Factors. Complex Project Management Skills. Three Critical Factors for Successful Stakeholder Management. Successful Stakeholder Management. Failures in Stakeholder Management. Final Thoughts. Index.
23 citations
TL;DR: In this article, the authors examine how project entrepreneurs maintain and leverage long-term project-based relationships in highly uncertain and volatile project businesses with clients and key service providers across ever changing collaborative contexts.
Abstract: In this article, we examine how project entrepreneurs maintain and leverage long-term project-based relationships in highly uncertain and volatile project businesses with clients and key service providers across ever changing collaborative contexts. Based on a thorough analysis of TV project networks, using both quantitative and qualitative data, we find that project entrepreneurs form core teams with particular clients and service providers, and establish sequences of related projects thereby forming collaborative paths. These paths allow partners to exploit and stretch existing, and explore new capabilities and partner resources across time and contexts of collaboration. Paths are promoted by connecting practices partners apply to establish task and team linkages between past, present and potential future projects. Our findings promote a more processual understanding of project-based organizing and learning, and tie formation and maintenance in dynamic industry contexts.
23 citations