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.

Designing an Academic Project Management Program: A Collaboration between a University and a PMI Chapter.

Abstract: 1. INTRODUCTION Projects are taking a more prominent position in strategic planning and organizational success in today's competitive environment. Industry has indicated a desire for universities to produce graduates with critical thinking, leadership, collaborative problem solving, and technical skills related to project management (Smith et al., 2008). Universities are responding to the increasing industry demand by developing project management courses, degree offerings, and certificate programs (Smith, et al., 2008). Within the literature there is significant coverage related to teaching project management, much of it related to different approaches to developing the necessary skills required to successfully manage organizational projects. Problem-based learning has been proposed as an effective way to utilize project work to engage students in a life-like environment (Guthrie, 2010). The importance of assigning interdisciplinary teams that mimic the diversity organizational functional units (Kruck and Teer, 2009) has been addressed. Programmatic approaches to teaching project management have been offered, including: the need for specific project management courses, integration of project management skills into a degree program, and the evolution of long-term projects that span the life of a degree program (Smith et al., 2008). Davis (2007) illustrates the effective use of mini-cases in order to broaden student thinking by raising difficult and focused questions without the overhead of working with a larger case. While the focus of each of these activities remain important to graduating students that obtain relevant project management skills in a "real world" experience, there is currently a void in the literature related to innovative ways of incorporating industry professionals to both participate in and inform activities in the classroom. We propose that collaborating with professional organizations within industry is an effective way to incorporate "real world" experience into the classroom itself. However, balancing the role of industry within the classroom can be a problematic. The goal of this article is to address the void in the literature by exploring the question, how can university information systems departments provide effective industry connected project management courses and programs for its students? We report a single case that describes and defines one approach to developing a project management program through the development of academic course offerings in a collaborative effort between a university and a local chapter of the Project Management Institute (PMI). The result of this collaboration is an undergraduate project management minor program created within information systems department in which members of the PMI are continually and actively engaged in the program and are an integral part of ongoing classroom activities and projects. This collaboration is designed to incorporate current industry demands into academic offerings in order to bring hands-on experience into the classroom while addressing the academic rigor of the university milieus. This paper proceeds as follows. First, the evolution of project management in industry and the demand for project management programs in universities that graduate students that meet industry demand is presented. We then report a case that describes the evolution of a collaborative effort between a university information systems department and a local chapter of the PMI, resulting in a project management minor program designed to meet both industry and academic needs. Specific course activities, outcomes, and implementation experiences are described. Finally we present a lessons learned section that captures both successes and challenges throughout the evolution of the program. 2. BACKGROUND AND RELATED WORK The motivation for this paper is derived from the intersection of increasing industry demand for competent and qualified project managers and the attempts of universities to develop project management classes and programs that graduate students with the skills to meet industry needs. …

Politics makes strange bedfellows: addressing the 'messy' power dynamics in design practice

Abstract: The paper addresses the role of the designer in navigating through politics and power dynamics that can potentially hinder ways in which people have input into a design process. It acknowledges that such obstacles are common to design practices and much is already documented in organisational, business and management frameworks (Best, 2006, p. 97; Jones, 2003). However, the paper draws on the author’s doctoral research that explored how designers work within the complexities of politics and power dynamics and the agency they bring when working within such contexts. Firstly, the paper clarifies its use of the word politics by distinguishing between the Political choices that designers make, to the embedded politics of power dynamics and hidden agendas. It acknowledges how the Political content and intention of design is widely discussed in communication design literature where designers have created political content toward a purposeful political outcome. The paper therefore focuses more on another political aspect to communication design practice that relates to values, relationships and power dynamics. These human aspects of practice are complex, ‘messy’ and are often implicit. The power dynamics within projects can significantly influence the way stakeholders have input into the design process and subsequent project outcome. The politics of the individual, organisation, community or the society can often abruptly and unexpectedly surface through designing. Based on several interviews with a variety of communication design practitioners and project case studies from the author’s research, the paper highlights a role that designers can potentially play in addressing the ‘messy’ politics that can manifest through design projects. The research explored various design interventions to enable a variety of people with different values, opinions and viewpoints within a design project to collectively negotiate them through dialogue. It has discovered that such design interventions can be instrumental in facilitating the dialogic process amongst stakeholders to illuminate differences in values or hidden agendas. The paper proposes that the role of the designer, then, is to facilitate this dialogic process through design interventions to enrich the experience of dialogue and exchange amongst project stakeholders.

Project Management Professional

Abstract: ＰＭＰ試験概要＋アセスメント問題 プロジェクトとプロジェクトマネジメント プロジェクトの立上げ プロジェクト憲章 スコープ記述書とＷＢＳ 資源計画と見積り プロジェクト計画のコントロール プロジェクト計画の作成 プロジェクト・チームの育成 プロジェクト実績の測定とコントロール 変更管理 プロジェクトの終結 プロフェッショナル責任

Delays and Cost Overruns Causes During Construction of Palm Oil Refinery Projects

Abstract: Delays and cost overruns are obviously common problems in the construction industry in several developed and developing nations. The purpose of this study is to identify factors cause delays and cost overruns in the construction of palm oil refinery projects in Malaysia. A questionnaire survey of a randomly selected sample was filled by 89 respondents. The questionnaire included 179 factors which classified into 13 groups. The degree of importance of the delays and cost overrun factors were evaluated and ranked by importance degree, based on the viewpoints of stakeholders. The data was analytically investigated by descriptive statistic methods and Relative Important Index (RII). The results of RII showed that Delays in subcontractor’s work, Lack of subcontractor skill, and Poor/inadequate planning and scheduling with RII 0.78, 0.77, and 0.75, respectively, are the most important causes. These causes represent the baseline margin for project management of palm oil refinery construction and development. According to these results, it is suggested that: project client should collaborate with contractors and simplify payments procedures to mitigate delays; coordinate continuously and enhance the association among project stakeholders are obligatory in order to improve the project performance.

Project PASCALEA – public and stakeholder consultation in developing high-profile corporate environmental strategy

Abstract: This paper looks at corporate social responsibility in the context of public and stakeholder dialogue and engagement. It demonstrates how this can contribute to the development of a long-term environmental management strategy. It shows how government, stakeholder and economic pressure can encourage companies to positively engage their stakeholders. Using an example from the nuclear industry the paper describes how the importance of engaging in stakeholder dialogue and consultation has been recognized and how this can contribute to more positive stakeholder relationships. In 2002, AWE plc commissioned a major independent public and stakeholder consultation exercise (Project PASCALEA). Environmental Consultants from NNC Ltd. were commissioned to manage and execute the project, together with recognized consultation specialists from the IEPPP, Lancaster University. The case study gives an insight into the consultation methodology adopted and evaluates how the outcomes from the project contributed towards the successful delivery of AWE's corporate environmental management goals. Copyright © 2004 John Wiley & Sons, Ltd and ERP Environment.