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.

Responsible Risk Assessment with Software Development: Creating the Software Development Impact Statement

Abstract: Limiting the focus of risk analysis to quantifiable factors and using a narrow understanding of the scope of a software project are major contributors to significant software failures. A Software Development Impact Statement (SoDIS) process is presented which extends the concept of software risk in three ways; --it moves beyond the limited approach of schedule, budget, and function, --it adds qualitative elements, and --it recognizes project stakeholders beyond those considered in typical risk analysis. As the types of risks increase, the range of stakeholders that need to be considered also expands. Using this expanded view of risk analysis reduced or eliminated the impacts of many previously undetected risks of software development. The SoDIS process and its software associate development tasks with relevant stakeholders through the application of structured questions. This process was incorporated effectively into the software development life cycle and applied to software development projects in different domains on several continents. The successes of the SoDIS process provide strong evidence that a significant side-effect of narrowing project objectives is a root cause of IT project failures.

Success Criteria Framework for Real Estate Project

Abstract: Project success is a controversial topic, although many researchers have talked about this, there is no census until now. Real estate project has many stakeholders participate in. For a project, it is impossible for project manager to satisfy all stakeholders’ needs. This paper presents a new success measurement framework using a Chinese real estate project, which identifies different success criteria for different key stakeholders throughout the phases of the project life-cycle. This framework can be used as a basis to evaluate project status and to forecast the results in the future at every stage. It could be help key stakeholders and project managers to ensure a project’s success. These matrices are tested by two case studies, from government agency, developer, bank, and customer view to estimate project success.Key words: stakeholders; life-cycle; real estate project success

Methods for Modeling and Evaluating Construction Disputes: A Critical Review

Abstract: Cost and time are the targeted outcomes of any successful construction project, and disputes over these two key factors constitute a major obstacle to successful project outcomes. As escalated levels of dispute are becoming increasingly unavoidable, the construction industry is aiming to develop dispute identification strategies to reduce and eliminate them during construction. However, existing research on construction disputes appears to give more consideration to dispute resolution than it does to avoiding conflict and preventing disputes from arising in the first place. This paper aims to minimize disputes during construction by addressing the causes of disputes during the pre-construction phase. As an integral part of ongoing research, it presents the results of a thorough study encompassing a critical review of previous research on construction disputes. Several conflicts and disputes are categorized and analyzed to allow for the future determination of their direct and/or indirect links to the pre-construction phase. This review also elaborates on the different methods of research adopted in the literature and the relevant research tools utilized. The research highlights the use of fuzzy logic coupled with structural equation modeling (SEM) as a recognized and valid modeling tool in construction projects, as it models and establishes an appropriate framework for dispute modeling and evaluation. The findings of this review therefore call for a further investigation of and deep research into the relationship between the characteristics of the pre-construction phase and the types of disputes and their likelihood of taking place during the construction phase itself. These findings can be utilized to develop an operational framework for predicting dispute occurrences during construction. The paper concludes by providing a developed hybrid fuzzy-SEM model to quantify the probability of dispute occurrence in construction projects, thereby enabling project stakeholders to predict, identify, and properly manage dispute occurrences during the pre-construction phase.

Transition to IS Project De-Escalation: An Exploration Into Management Executives’ Influence Behaviors

Abstract: This paper seeks to understand the factors that shape management executives' influence behaviors and the influence tactics that may be utilized during de-escalation of commitment to information systems (IS) projects. De-escalation is potentially a more important issue than escalation because de-escalation provides remedies for the ills of escalation. Therefore, it is important to understand how project stakeholders' commitment to troubled IS projects may be transformed under management executives' influence, hence allowing project teams to carry out their de-escalation activities. Here, we adopt theories of leadership, politics, and interpersonal influence, as our lenses to examine the management executive's influence behaviors during the transition from escalation to de-escalation of a failing electronic procurement project at UK Borough Council. Based on the case analysis, we presented three key factors that shaped the influence behaviors and six influence tactics utilized separately or collectively by the management executive in the unfreezing, changing, and refreezing phases of project de-escalation. Through the findings, researchers may develop a deeper understanding of how project stakeholders may surrender previous failing courses of action and accept alternative courses of action. Practitioners may also devise useful influence tactics when de-escalating troubled IS projects.