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.

Capitalising teamwork for enhancing project delivery and management in construction: Empirical study in Malaysia

Abstract: Teamwork in the construction industry has attracted much attention from both academic and industrial circles. Most importantly, improving team effectiveness will increase the likelihood of successful project delivery. Recognising the factors influencing team dynamics is important for enhanced team performance.,Based on a detailed literature review, a survey questionnaire containing 10 aspects and 25 attributes of teamwork relevant to construction is used to collect feedback from Malaysian construction practitioners from client, consultant and contractor organisations to prioritise these hypothesised variables. The data are then subjected to reliability analysis, descriptive statistics (means, standard deviations, and frequencies), a one-sample t-test, the Kruskal–Wallis ANOVA and exploratory factor analysis.,The significance of these aspects and attributes is then presented. The three most crucial aspects are “project performance”, “decision-making capability” and “problem-solving ability”. The most influential attributes are “effective communication between project team members”, “efficient team leadership”, “well-defined team responsibilities and roles”, “clear team goals and objectives” and “good collaboration between all project leaders”. The Kruskal–Wallis ANOVA reveals five attributes having statistically significant differences with respect to company size, namely “clear team goals and objectives”, “commitment to the project”, “adequate resources”, “team or task processes” and “creativity and innovation”. Six underlying dimensions are found, comprising (1) participative engagement and task commitment; (2) team responsibility structure and accountability; (3) culture of trust and respect; (4) leader's skills and abilities; (5) top management support; and (6) synergic working environment.,The identification of these dimensions for team effectiveness provides rigorous basis for formulating useful team-building strategies for integrating a collaborative environment among project stakeholders and consequently improving project performance.,This paper bridges the identified knowledge gap concerning the dimensionality of teamwork attributes in construction-based setting and adds to existing knowledge of how team effectiveness can be leveraged to improve project performance in the construction management literature.

How an effective project culture can help to achieve business success: establishing a project culture in Kimberly‐Clark Europe

Abstract: Organisations use project management to bring key people together to achieve specific goals Yet many struggle to achieve this effectively because the culture does not support the disciplines involved Offers some insights into the strategy used to deliver a new steps and gates product development process at Kimberly‐Clark in Europe – and to achieve a change in culture to support it This initiative, stimulated by poor business results, sought to model good project practice throughout In so doing, it motivated project members to act as effective change agents when the time came to roll the process out The project was highly successful – it remains a powerful tool and has helped the business become more successful Key points for change projects emerge as the importance of getting the politics right; gaining commitment from team members; and ensuring that new processes fit organisational practice and culture

An Inquiry to Move an Underutilized Best Practice Forward: Barriers to Partnering in the Architecture, Engineering, and Construction Industry:

Abstract: There is an obvious need in the architecture, engineering, and construction (AEC) industry for improved project team integration through project delivery to ensure improved project outcomes. The literature reports that, among other methods, project partnering, when followed successfully, provides a great opportunity to improve project performance via improved collaboration among key project stakeholders (e.g., owner, designer, contractor) and reduce claims as a result while letting all project members stay in their traditional roles and work under any contractual framework, including design-bid-build. Despite its potential and history in the United States since the late 1980s and being classified as one of the best practices by the Construction Industry Institute in 1996, partnering continues to be underutilized. Existing research on partnering is mostly limited to public projects such as mega roadway and bridge projects. Guided by the literature, the aim of this research is to understand and report barriers to project partnering in the United States from both vertical/horizontal and public/private construction sectors. Via a comprehensive literature review, followed by a Delphi survey of partnering experts, this study systematically classified barriers to project partnering. In study results, implementation barriers to partnering during project delivery are more frequently pronounced than the barriers to its adoption. Of the top reported barriers to project partnering, the majority are cultural; project team related barriers show the greatest area of potential for improvement; and contrary to the literature, none is legislative. The study contributes to the body of knowledge by drawing attention to project delivery and management practices in the AEC industry to improve team collaboration and chances of successful implementation and adoption of integrative practices.

Project Management Competencies: A Survey of Perspectives Form Project Managers in South East Queensland

Abstract: The findings are presented of a competency survey of project managers in South East Queensland, Australia. This was designed to capture the ‘real world’ experiences and skills of current practicing project managers, and investigate the most important project management skills that a project manager must possess, and obtain any additional skills and/or issues that a project manager should possess and be aware of in the twenty-first century. In terms of project management skills, it was found that the ability to communicate, ability to meet project objectives and make decisions are the most important skills needed. In contrast, ability to use computer/project management software and ability to manage legal issues are the least important skills. In terms of current skills, the older managers, with the exception of the use of computer/project management software, have a greater degree of project management skills than their younger counterparts. The biggest gap between skills needed and skills possessed is in communication. The issues and skills that a project manager should be aware of and possess in the foreseeable future were found to comprise industrial relations, workplace health and safety, environmental issues, adaptability/innovative/flexibility, stakeholders management skill, coaching/transfer of knowledge skill, client related skill, networking skill and business skill.