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.

Advancing project management in learning organizations

Abstract: Effective project managers are required to have both “hard” technical skills to help control the iron triangle of time, cost and functional scope as well as relationship management skills to work effectively with people and get the best out of them. This paper argues that project managers also need a third skill: we refer to it as tapping into the power lines. This is a skill beyond the management of schedules, budgets and milestones, beyond leading project teams or managing suppliers and users, and even beyond what is commonly regarded as managing a project's senior stakeholders. The hypothesis, based on data gathered from three case studies, is that there is a need for project managers to be skilled in managing at the third dimension in large organizations; to understand the need for, have the ability, and be willing, to “tap into the power grid” of influence that surrounds all projects, particularly in large organizations. Without third dimension skills, project managers and their organizations will find delivering successful project increasingly more difficult. The second part of this paper will discuss how project managers might achieve competence in managing the third dimension both through individual effort and with the support of the learning organization.

Aligning capability with strategy: Categorizing projects to do the right projects and to do them right

Abstract: Organizations that undertake many projects need to identify the types undertaken, and use labels to name them. These labels are attributes that form the basis of a project categorization system. Th...

Measuring Stakeholder Integration: Knowledge, Interaction and Adaptational Behavior Dimensions

Abstract: Stakeholder Theory combines the pursuance of business goals and responsibility toward a firm’s stakeholders Despite the wealth of research on Stakeholder Orientation, we still have much to learn about specific measurements for several related constructs In this study, we draw on two samples of 129 and 151 Spanish firms, respectively, to investigate CEOs’ perceptions on Stakeholder Integration (SI), leading to the identification of three dimensions of the construct In this respect, our study suggests that Knowledge of Stakeholders, Interactions between a firm and its stakeholders, and the adaptation of a firm’s behavior to stakeholders’ demands constitute the main dimensions of SI This construct has the potential to connect the stakeholder and strategy literatures

Critical success factors for Malaysian construction projects: an empirical assessment

Abstract: Although extensive research has been undertaken on the critical success factors (CSFs) for construction projects, very little of this research contains information specific to the local context. While several local studies have been conducted within a similar research boundary, variables with growing importance in the literature, the human-related factors, have yet to garner much attention. Therefore, the main objective of this study was to gain a renewed understanding of the emerging trend of CSFs considered by various stakeholders in the local industry. This was achieved through a comparative study of 48 Malaysian construction stakeholders classified into three categories, namely, developers, consultants and contractors. The Kruskal-Wallis one-way analysis of variance (ANOVA) on 46 factors suggests that the stakeholders favour a more balanced approach to CSFs. Apart from the 'hard' factors, there is a strong consistency among the perception of project stakeholders in recognizing the significance of human-related 'soft' factors. The analysis further reveals that the high scoring factors are mostly related to three major aspects: (1) project personnel; (2) commitment and communication; and (3) site management and supervision. Implementation of human-related factors will help to stimulate an atmosphere of trust among stakeholders amidst a widespread adversarial attitude in the industry.