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 health and medical research

Abstract: A project manager is an individual who is able to apply knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of a particular project, according to PMBOK (2008)1 project manager is the person assigned by the performing organization to achieve the project objectives. However, within the area of health and medical research today (mainly in Brazil), it has become strikingly apparent that there is a lack of professional project management in the management of scientific projects. Despite the many requests that funding agencies and research institutions receive for research projects, the manner in which the projects are organized still need improvement. Payne et al. (2011)2 published a study about the experience of researchers with project management in health and medical research. The authors started that project management is widely used to deliver projects on time, within budget and of defined quality; however, there is little published information describing its use in managing health projects. Despite a paucity of information about project management in health research, two factors must be presented and considered: (1) assessing performance, which includes cost, time, functionality and quality remain the important criteria for assessing performance of projects (Papke-Shields et al., 2010)3; (2) considering and properly using the various stages of a project, such as: analysis of logic; estimation of durations; calculation of project times; impact of resource limitations; adjustments to achieve project target; preparation of a working plan of action and updating during progress of the project (Woodward,1983)4. It is difficult to say whether researchers in health care have the training and the knowledge of the criteria and project management stages, and that this knowledge is the major difference in scientific production. Thus, what is different of those researchers who can participate in large research groups and provide high productivity? The answer is likely not in the knowledge of project management, but in the characteristics of these researchers as potential project managers. Hartman (2008)5 conducted an interesting study identifying project managers that were regarded highly by peers, clients and other project stakeholders. These project managers were identified and were met with over a period of about 15 years. During that period, through discussion, a pattern emerged that supported a common set of attributes of these managers. These attributes, presented below, also appear to be the major difference between researchers with extensive scientific production and others. 1. All were able to instantly identify problems and their impact, could predict issues and challenges and be ready to deal with them Journal of Human Growth and Development 2014; 24(3): 239-242 EDITORIAL

Stakeholder perception of construction site managers' effectiveness

Abstract: Contemporary management thinking pays a great deal of attention to ‘stakeholder theory’, positing that sustainable success rests, to a great extent, with the systematic consideration of the needs and goals of all key stakeholders. This paper examines managerial effectiveness under the light of stakeholder theory. Using multivariate analysis, it investigates perceptions of importance of the dimensions of effectiveness held by a sample of 61 managers and 268 key project stakeholders in all major cities in Australia through a performance measurement tool comprising 52 performance elements. The findings of the research show that perceptions vary significantly across professional groups as well as high and low performing managers. The application the method presented in this paper can provide a framework for improvement of both managerial performance and stakeholder relationships.

The impact of stakeholder communication on project outcome

Abstract: Project management demands exercise of nine knowledge areas; managing project scope, time, cost, quality, HR, stakeholder communication, procurement, risk and integration of all these. From July 2007 to April 2009, this study observes that in the IT industry working in Islamabad, Pakistan, the results of heterogeneous IT projects suffered from problems like scope creep, cost and schedule overrun and lack of customer satisfaction on project results due to inappropriate stakeholder communication management. Focusing on stakeholder communication it was hypothesized that the quality of the stakeholder communication management determines the project outcome. Adopting stratified sampling 70 heterogeneous IT projects from 24 different software houses were selected. Using a reliable instrument, data was about the quality of stakeholder communication invested by the project managers and the consequent results of the IT projects was collected in a cross sectional manner. The data was analyzed using frequency distribution, Pearson correlation and linear regression. The findings confirmed a strong correlation and dependency of project outcome on stakeholder communication. It recommended ensuring good quality stakeholder communication considering it a primary tool for determining the project’s scope, time and cost. The study contributes guidelines and templates to help project managers improve stakeholder communication skills and its documentation respectively. Key words: Project management, project stakeholder management, stakeholder communication, project communication management, information technology (IT) projects communication and management, stakeholder risk management.

Performance-based value engineering application to public highway construction

Abstract: Public works sector programs such as highway construction and infrastructure projects are increasingly being criticized for delivering projects that fail to meet the following objectives: 1) Achieving expected project goals, 2) Achieving project delivery within a reasonable amount of time, or 3) Costs within their budgeted amounts Performance based value engineering methodology can help to find ways to improve solutions to these problems by providing a measured balance in cost, schedule, and scope via the generation of a large quantity of innovative alternatives This requires a motivated team of multi-disciplined professionals in cooperation with well-established project stakeholders who are stimulated and guided by the appropriate process This study shows the performance measurement based value engineering method and process, and case study applications The authors found that the project can significantly save cost and improve performance of project functions by using the appropriate VE process at the appropriate time In addition, this study shows an example of a VE case study that applies the performance measurement process, which led to a very innovative, less expensive way to provide innovative toll plaza modification project Finally, this study summarizes the benefits and effectiveness of the proposed methodology with recommendations