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.

Moderated effect of value co-creation on project performance

Abstract: Value co-creation amongst project stakeholders is often necessary for situations where the expertises or resources required are beyond a single stakeholder. Certain project delivery models (PDMs) with strong emphasis on relationships and trust are especially suited to value co-creation approach by encouraging collaborations amongst stakeholders and innovations. However, anecdotal evidence suggests that value co-creation impacts positively on particular types of projects but not on others. The purpose of this paper is to investigate the effect of value co-creation on project performance (PP) and how the effect is moderated by requirements uncertainty (RU).,Based on the data from a cross-sectional survey of 120 Chilean construction project managers, the study validated a conceptual framework on the moderated effects of value co-creation process.,Value co-creation process underpinned through relational engagement, collaboration and innovativeness positively impacts on PP, and project’s RU moderates this relationship.,The findings empirically show that collaborative PDMs are best suited to projects where requirements are uncertain. Identifying the most suitable delivery model for a given context can reduce the project’s risk of failure and help maximise project value. When RU is low, the co-creating value is less critical to PP; whereas, when RU is high, choosing a collaborative PDM is fundamental to superior PP.,This study provides much-needed evidence on the effects of value co-creation process on PP. Additionally, it contributes to the literature by conceptualising and validating the moderated impact on PP by RU.

How executive sponsors influence project success

Abstract: Since executive sponsors rarely have enough time to manage projects personally, they must rely heavily on project managers The Project Management Institute, a professional association for project management professionals based in Newtown Square, Pennsylvania, states that having executive sponsors who are actively engaged is the leading factor in project success Among the sponsor's key responsibilities are explaining how the project fits into the big picture, defining the performance standards and helping the project manager set priorities As the project progresses, communication needs to take place regularly between the project team, the project manager and the stakeholders to make sure that the expectations are being met

The implementation of sustainability principles in project management

Abstract: It is becoming clear that the project management practice must embrace sustainability in order to develop into a 'true profession' (Silvius et al., 2012). In project management, sustainability can be gained in both the product of the project and in the process of delivering the product. (Gareis et al., 2010) Nine sustainability principles have been identified that should be implemented in the project management practice. These nine principles are: (1) values and ethics; (2) holistic approach; (3) long term view; (4) large scale; (5) risk reduction; (6) participation; (7) accountability; (8) transparency; (9) stakeholder interest. In a case study it is researched which project and program management roles can exert an influence to have the sustainability principles implemented in the project management practice and how they can accomplish this implementation.

Social networks: a strategy for enhancing project-stakeholder commitment

Abstract: Purpose – The purpose of this paper is to examine the human dimension of project management by establishing the extent to which social networks influence the commitment of project stakeholders. Up to date, project managers still identify inadequate stakeholder commitment to project undertakings as a key antecedent of project failure and so efforts aimed at addressing this challenge are highly valued. The paper therefore explores the use of social networks as one of the possible strategies to enhance project-stakeholder commitment. Design/methodology/approach – The paper adopts a quantitative, cross-sectional study design. Based on responses from 172 project stakeholders who took part in a sample of 92 citizenship projects conducted by major commercial banks in Uganda, hierarchical regression was used to indicate what happens to a model as different predictor variables are introduced The use of specific type of projects minimizes bias in results due to the unique nature of specific projects hence enhances ...

Navigating Mixed-Theory Programs: Lessons Learned From a Prostitution-Diversion Project:

Abstract: This article discusses some findings of a qualitative evaluation of Salt Lake City’s Prostitution Diversion Project (conducted in 2003-2004) to expose some of the challenges and opportunities of mixed-theory projects. The findings focus specifically on project stakeholders’ recommendations for improving the program. Many of these recommendations are related to the tensions that manifested between the two major stakeholders: Criminal Justice Services and the Harm Reduction Project. The unlikely relationship between these stakeholders is what distinguished the Salt Lake City project from other prostitution-diversion programs in the United States and Canada.