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: This paper argues that collaboration between project stakeholders is a continuous process of communication and information exchange between collaborating partners throughout the lifecycle of a construction project, therefore, parts of an intra-organizational information process may need to be more visible to collaborating partners.
20 citations
01 Aug 2017
TL;DR: In this paper, the authors view a project as a grey system and evaluate the project management knowledge areas (PMKAs) in manufacturing and service industries by establishing relationships between the ten PMKAs and, then, prioritizing them, using the absolute degree grey incidence analysis (ADGIA) model and analytic hierarchy process (AHP).
Abstract: Project success (and failure) leads to the success (and failures) of business/organizational strategies thus projects are becoming integral part of organizations operating in today's competitive environment (see, Serra, 2017; PMI, 2013). Today, project management is being applied in diverse range of professions and industries that includes both manufacturing and service sectors (Kerzner, 2009). Moreover, a competent and knowledgeable project manager is vital to project success (Hwang & Ng, 2013; PMI, 2013) and in a world where project failure rate is too high to ignore (Serra, 2017) understanding the mind and preferences of this extremely important individual becomes necessity. Project Management Institute (USA) distributes the project management knowledge into ten interlinked areas (PMI, 2013). The completeness or incompleteness of the number of these project management knowledge areas (PMKAs) can be debatable nevertheless the importance of these knowledge areas for project success is established across the board. The ten PMKAs are i. Project Integration Management (PIM) ii. Project Scope Management (PSM) iii. Project Time Management (PTM) iv. Project Cost Management (PCoM) v. Project Quality Management (PQM) vi. Project Human Resource Management (PHRM) vii. Project Communications Management (PCmM) viii. Project Risk Management (PRM) ix. Project Procurement Management (PPM) x. Project Stakeholder Management (PSHM) The current study views a project as a grey system and intends to evaluate the project management knowledge areas (PMKAs) in manufacturing and service industries by establishing relationships between the ten PMKAs and, then, prioritizing them, using the absolute degree grey incidence analysis (ADGIA) model and analytic hierarchy process (AHP). In this way, the study is pioneer in its evaluation of ten PMKAs. Data was collected, from thirty-two project management-related professionals, in Lahore, Pakistan. Since the sample size was small so application of the grey system theory was considered appropriate because, unlike statistical methods, the grey systems concepts (including GIA) work fine with small data samples as well. Absolute degree of grey incidence was calculated using the method proposed in Liu et al. (2016). To solve the problem using AHP, the simplest way adopted by Taha (2014) was followed. Literature suggests that complexity, risk, uncertainty and unpredictability are key attributes associated with a project, project environment and project management process. These are the attributes that distinguish a temporary organizational setup (project) from the permanent organizational setups (companies and firms) thus the application of grey system theory in project management discipline can be considered an appropriate initiative with huge scope of applicability within this discipline. The results reveal that Project Quality Management, the most important knowledge area, is most strongly related to Project Communication Management, and least strongly related to Project Integration Management. In manufacturing industry, Quality, Time and Scope related knowledge areas turned out to be the most important PMKAs and in the service sector, the knowledge areas associated with Cost, Quality and Communication are considered most important.
20 citations
TL;DR: Payments for ecosystem services (PES) are environmental management tools that enable corporations to simultaneously enhance their environmental performance and fund sustainable development in rural areas as mentioned in this paper, and they are primarily promoted as part of a sustainable production strategy for conserving natural resources, offsetting carbon emissions, and green supply chain management.
Abstract: Payments for ecosystem services (PES) are environmental management tools that enable corporations to simultaneously enhance their environmental performance and fund sustainable development in rural areas. PES is primarily promoted as part of a sustainable production strategy for conserving natural resources, offsetting carbon emissions, and green supply chain management. Nevertheless, PES uptake by the private sector remains low, and few studies have analysed whether corporate‐financed PES schemes conform to this rationale. This study evaluates three of the first PES schemes in Thailand, financed by large corporations in the water utilities, aquaculture, and beverage sectors. Interviews with 39 business managers and project stakeholders suggest that PES may be viewed as a tool for philanthropy, public relations, and gaining license to operate—akin to many corporate social responsibility initiatives. Explanations and ramifications are discussed in the context of ecological uncertainty, risk management, financial performance, organisational learning, and the corporate‐engagement strategies of non‐governmental organisations.
20 citations
TL;DR: In this paper , the authors propose a four-dimensional model of success to assess project plan success, business case success, and green efficacy, along with the shared feeling of key stakeholders.
20 citations