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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.


Papers
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Journal ArticleDOI
TL;DR: In this article, the authors present three major factors needed for managing opportunities: the ability of the project manager to develop a holistic view within the project, the organizational support and interest, and the ability to understand how other organizations affect the project objectives.

196 citations

Journal ArticleDOI
TL;DR: In this article, a survey of practicing project managers supports the theory that organizational learning practices are associated with project knowledge, which is associated with Project performance, and managers can use this research to develop specific strategies to increase project success through learning.
Abstract: Describes the organizational learning practices in a project management environment to ensure project quality. The project management and organizational learning processes are described using the plan‐do‐study‐act (PDSA) cycle from quality management. Data from a survey of practicing project managers support the theory that organizational learning practices are associated with project knowledge, which is associated with project performance. Project knowledge is associated with learning that occurs both within and across projects. Managers can use this research to develop specific strategies to increase project success through learning. Researchers can use the results to understand how learning occurs in project environments. Implications are provided for project managers to use in focusing the learning activities of a project team.

195 citations

Journal ArticleDOI
TL;DR: In this paper, a scale for evaluating effective project governance was developed and validated based on feedback from 21 project governance experts, and an international survey of 333 projects was used to test proposed relationships.

195 citations

Book
01 Jan 1993
TL;DR: The Gower Handbook of Project Management as mentioned in this paper is an encyclopaedia for the discipline and profession of project management; a bible for project clients, contractors and students, and a valuable source of advice and background theory.
Abstract: Over the course of five editions, Gower Handbook of Project Management has become the definitive desk reference for project management practitioners. The Handbook gives an introduction to, and overview of, the essential knowledge required for managing projects. The team of expert contributors, selected to introduce the reader to the knowledge and skills required to manage projects, includes many of the most experienced and highly regarded international writers and practitioners. The Fifth Edition has been substantially restructured. All but two of the authors are new, reflecting the fast-changing and emerging perspectives on projects and their management.The four sections in the book describe:* Projects, their context, value and how they are connected to organizational strategy;* Performance: describing how to manage the delivery of the project, covering scope, quality, cost, time, resources, risk and sustainability* Process: from start up to close down* Portfolio: the project and its relationship to the organizationThe discrete nature of each chapter makes this Handbook a wonderful source of advice and background theory that is easy to consult. Gower Handbook of Project Management is an encyclopaedia for the discipline and profession of project management; a bible for project clients, contractors and students.

194 citations

Journal ArticleDOI
TL;DR: In this paper, the authors investigated the relationship between project success factors and actual project success and found that the most important factors in improving managerial ability to deliver results in time and at cost were strong project commitment, early stakeholder influence, stakeholder endorsement of project plans and rich project communications.
Abstract: Purpose – The purpose of this paper is to study the relationship between project success factors and actual project success. It reports on an investigation into those factors within the direct influence of project managers that can make a real difference to the outcome of project endeavours.Design/methodology/approach – Using principal components analysis (PCA) on 60 questions about actual project work performance collected from four culturally different regions (UK, France, Norway and China), nine distinctively different critical success factors were found. Similarly, using PCA on ten project success items, three distinctively different project success criteria were extracted.Findings – The most important factors in improving managerial ability to deliver results in time and at cost were strong project commitment, early stakeholder influence, stakeholder endorsement of project plans and rich project communications. To secure project impact, strong project commitment and rich project communications were t...

193 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202341
202295
202178
202076
201999
2018105