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.
Papers published on a yearly basis
Papers
More filters
TL;DR: A diversity of theoretical perspectives should be employed in field research on "temporary organizations" in order to construct middle-range theories on different types of projects.
755 citations
TL;DR: In this article, the authors survey the recent literature on project management to determine whether project management researchers consider leadership style a critical success factor when managing projects and whether they believe leadership style impacts project outcome.
Abstract: The literature on general management research often identifies leadership style as a critical success factor impacting individual and organizational performance. In this paper, commissioned by the Project Management Institute, the authors survey the recent literature on project management to determine whether project management researchers consider leadership style a critical success factor when managing projects and whether they believe leadership style impacts project outcome. This paper opens by outlining the purpose of this study and then describing the general management literature on leadership styles and competence in relation to four elements: 20th century leadership theory; team behavior; managerial behavior; and leadership competence. It then looks at the literature on project management and discusses the research on the relationship between a project manager's leadership style and competence and project outcome and success. It then identifies and explains six points concerning the project manager leadership style and competence that researchers have most frequently explored. The paper concludes by detailing this review's findings and by suggesting ideas on this topic that researchers could further explore. ABSTRACT FROM AUTHOR Copyright of Project Management Journal is the property of John Wiley & Sons, Inc. / Education and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.
735 citations
TL;DR: Wang et al. as discussed by the authors analyzed the key risks in construction projects in China and developed strategies to manage them from a joint perspective of project stakeholders and life cycle and concluded that clients, designers and government bodies should take the responsibility to manage their relevant risks and work cooperatively from the feasibility phase onwards to address potential risks in time.
714 citations
TL;DR: The authors highlights the characteristics of articles on project success published between 1986 and 2004 in the Project Management Journal (PMJ) and the International Journal of Project Management (IJPM) and concludes with a discussion on the traditional state of the research, criticizes its assumptions and offers alternative metaphors and recommendations for future research.
Abstract: This article highlights the characteristics of articles on project success published between 1986 and 2004 in the Project Management Journal (PMJ) and the International Journal of Project Management (IJPM) The analysis covers references, concepts like project management success, project success, success criteria, and success factors; features of the samples, data collection, and analysis techniques used; and professional disciplines The results show that research on project success is characterized by diversity except in epistemological and methodological perspectives The article suggests a shift to project, portfolio, and program success and concludes with a discussion on the traditional state of the research, criticizes its assumptions, and offers alternative metaphors and recommendations for future research
698 citations
Book•
01 Jan 1990
TL;DR: PREFACE ACKNOWLEDGMENTS INTRODUCTION Part 1: Introduction Chapter 1: The Evolution of Project Management Chapter 2: Why Project Management?
Abstract: PREFACE ACKNOWLEDGMENTS INTRODUCTION Part 1: Introduction Chapter 1: The Evolution of Project Management Chapter 2: Why Project Management? Chapter 3: The Project Management Process Part 2: The Strategic Context of Projects Chapter 4: When to Use Project Management Chapter 5: The Strategic Context of Projects Chapter 6: The Board of Directors and Major Projects Chapter 7: Project Stakeholder Management Chapter 8: Strategic Issues in Project Management Part 3: Organizational Design for Project Management Chapter 9: Organizing for Project Management Chapter 10: Project Portfolio Management Chapter 11: Project Authority Chapter 12: Project Management Maturity Part 4: Project Operations Chapter 13: Project Planning Chapter 14: Project Management Information System Chapter 15: Project Monitoring. Evaluation, and Control Chapter 16: The Project Earned Value Management System Chapter 17: Project Termination Part 5: Interpersonal Dynamics in the Management of Projects Chapter 18: Project Leadership Chapter 19: Project Communications Chapter 20: Successful Project Teams Part 6: The Cultural Elements Chapter 21: Continuous Improvement Through Projects Chapter 22: Cultural Considerations in Project Management Part 7: New Prospects Chapter 23: Alternative Project Teams INDEX
681 citations