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.
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TL;DR: In this article, it is suggested that project managers should not consider that they are working for a "client" but rather that they should position themselves as a member of the client group, working from within rather than from without.
99 citations
TL;DR: In this paper, a theoretical framework that links together stakeholder management, stakeholder commitment to cooperate with the firm, key decision makers' ethical commitment, and firm strategy is proposed.
Abstract: Stakeholder theory scholars have recently addressed two crucial calls: the first is for the integration of strategy and ethics, of stakeholder theory and strategic management, and the second call is for the development of a dynamic approach to stakeholder management. I have attempted to answer these calls by developing a theoretical framework that links together stakeholder management, stakeholder commitment to cooperate with the firm, key decision makers’ ethical commitment, and firm strategy. Starting from the basic assumption that managers cannot meet all stakeholders’ demands immediately and in a tailored manner, I contend, first, that an ambidextrous approach to stakeholder management is conducive to stakeholders’ commitment to cooperate for the sustainable well-being of the firm and, second, that firm strategy and key decision makers’ ethical commitment moderate the relationship between an ambidextrous stakeholder management and stakeholder commitment to cooperate. Furthermore, drawing on this theoretical framework, I attempt to address the call for the integration of strategy and ethics by proposing a three-level conceptual model that distinguishes the objectives, the field, and the levers of integration. Finally, I outline a set of propositions that, taken together, represent a first attempt to develop a dynamic approach to stakeholder management.
98 citations
98 citations
Book•
11 Dec 1995
TL;DR: In this paper, the authors present a methodology for estimating the value of a project in terms of the amount of work done by the project and the number of workers working on the project.
Abstract: CHAPTER 1 PROJECTS AND PROJECT MANAGEMENTCHAPTER 1 PROJECTS AND PROJECT MANAGEMENT. 1.1 The Function of Project Management. 1.2 Projects. 1.3 Project Management. 1.4 Project Initiation. 1.5 Project Risks. 1.6 Project Objectives. 1.7 Project Success. CHAPTER 2 VALUE MANAGEMENT. 2.1 Introduction2.2 Definitions. 2.3 Why and When to Apply VM. 2.4 How to Apply VM. 2.5 Reviews. 2.6 Procedures and Techniques. 2.7 Benefits of Value Management. 2.8 Summary. CHAPTER 3 CASH FLOW, PROJECT APPRAISAL AND RISK MANAGEMENT. 3.1 Cash Flow. 3.2 Categories of Charge. 3.3 Compiling the Base-case Cash Flow. 3.4 Project Cash Flow. 3.5 Profitability Indicator. 3.6 Inflation. 3.7 Initiation. 3.8 Sanction. 3.9 Project Appraisal and Selection. 3.10 Project Evaluation. 3.11 Engineering Risk. 3.12 Risk Management. 3.13 Risk and Uncertainty Management. CHAPTER 4 QUALITY MANAGEMENT IN PROJECTS4.1 History of Quality Management. 4.2 Definitions:4.3 Quality Planning. 4.4 Quality Management4.5 Total Quality Management (TQM). 4.6 Quality Management Systems. 4.7 Quality Manual. 4.8 International Standards for Quality. 4.9 Implementing a Project Quality System4.10 Types of Quality Related Costs. 4.11 Introducing a Quality Cost System:4.12 Example of a Typical Quality and Production Format. 4.13 Improving Project Quality4.14 Integrating Quality into common Business Practices 4.15 Summary. CHAPTER 5 ENVIRONMENTAL MANAGEMENT. 5.1 Environmental Impact. 5.2 Environmental Impact Assessment (EIA). 5.3 Screening. 5.4 Environmental Legislation. 5.5 Scoping. 5.6 Base Line Study. 5.7 Impact Prediction. 5.8 Environmental Impact Statement. 5.9 Presenting EIA Information5.10 Monitoring and Auditing of Environmental Impacts. 5.11 Environmental Economics5.12 Environmental Management. CHAPTER 6 PROJECT FINANCE. 6.1 Introduction. 6.2 Definition of Project Finance. 6.3 Basic Features of Project Finance. 6.4 Short Term Financing Instruments. 6.5 Project Finance in Bundled or Portfolios of Projects. 6.6 Risks. 6.7 Financial Engineering. 6.8 Refinancing and Restructuring. 6.9 Summary. CHAPTER 7 COST ESTIMATING IN CONTRACTS AND PROJECTS. 7.1 Cost Estimating. 7.2 Cost and Price. 7.3 Importance of the Early Estimates. 7.4 Estimating Techniques. 7.5 Suitability of Estimating Techniques to Project Stages. 7.6 Estimating for Process Plants. 7.7 Information Technology in Estimating. 7.8 Realism of Estimates. CHAPTER 8 PROGRAMME MANAGEMENT. 8.1 Strategic Management, Managing Change and Programme Management. 8.2 Basics of Programme Management. 8.3 Defining Programme Management, Its Nature and Scope. 8.4 Project Ranking within a Programme. 8.5 Summary. CHAPTER 9 PLANNING. 9.1 Planning. 9.2 Programming. 9.3 Network Analysis. 9.4 Updating the Network. 9.5 Resource Scheduling. 9.6 Planning with Uncertainty. 9.7 ICT for Project Planning. 9.8 The Planner and Project Teams. CHAPTER 10 PROJECT CONTROL USING EARNED VALUE TECHNIQUES 10.1 Project Control 10.2 Earned Value Definitions. 10.3 The Theory and Development of Earned Value Analysis. 10.4 Relationship of Project Functions and Earned Value. 10.5 Value of Work Done Control. 10.6 Earned Value Analysis Techniques. 10.7 Application of EVA. 10.8 Examples of EVA. 10.9 Summary. CHAPTER 11 CONTRACT STRATEGY AND THE CONTRACTOR SELECTION PROCESS. 11.1 Context. 11.2 Factors Affecting Strategy. 11.3 Contractual Considerations. 11.4 Contractor Choice. 11.5 Project Objectives. 11.6 Contract Selection. 11.7 Project Organisation. 11.8 Risk Allocation. 11.9 Terms of Payment. 11.10 Model or Standard Conditions of Contract. 11.11 Sub-Contracts. CHAPTER 12 CONTRACT POLICY AND DOCUMENTS. 12.1 Tendering Procedures. 12.2 Contracting Policy. 12.3 Contract Planning. 12.4 Contractor Pre-Qualification. 12.5 Contract Documents. 12.6 Tender Review. 12.7 Tender Evaluation. 12.8 Typical Promoter Procedure. CHAPTER 13 PROJECT DESIGN AND STRUCTURE. 13.1 Organisations. 13.2 Building Blocks of Organisations. 13.3 The Project as a Temporary Organisation. 13.4 Organisation Types. 13.5 The Matrix. 13.6 Networks. 13.7 Virtual Organisations. 13.8 Multiple Projects. 13.9 The Human Side of Structure. 13.10 Project Teams and Empowerment. 13.11 Structure in Collaborative Relationships. 13.12 Summary. CHAPTER 14 DESIGN MANAGEMENT. 14.1 Introduction. 14.2 Understanding Design. 14.3 What Design Has To Do. 14.4 The Role of Design Management. 14.5 Managing the Project Triple Constraints. 14.6 Design Liability. 14.7 Briefing. 14.8 Interface Control. 14.9 Design for Manufacturing. CHAPTER 15 SUPPLY CHAIN MANAGEMENT. 15.1 Introduction. 15.2 Perspectives on Terminology. 15.3 Supply Chain Strategy. 15.4 The Nature of the Organisation. 15.5 The World Class Organisation in Manufacturing. 15.6 The Project Value Chain. 15.7 Procurement and the Project Value Chain. 15.8 Prime Contracting. 15.9 The Operation of Future Construction Supply Chains. 15.10 Summary. CHAPTER 16 PARTNERING. 16.1 Teamworking. 16.2 Supply Chain Integration. 16.3 Relational Contracting. 16.4 Partnering. 16.5 Forms of Partnering. 16.6 Establishing the Relationship. 16.7 Making the Relationship Work. 16.8 The Benefits of Partnering. 16.9 The Limitations of Partnering. 16.10 Summary. CHAPTER 17 PRIVATE FINANCE INITIATIVE AND PUBLIC/PRIVATE PARTNERSHIP. 17.1 Concession Contracts. 17.2 Definition of BOOT Projects. 17.3 Organisational and Contractual Structure. 17.4 Concession Agreements. 17.5 Procurement of BOOT Project Strategies. 17.6 Concession Periods. 17.7 Existing Facilities. 17.8 Classification of BOOT Projects. 17.9 Projects Suitable for BOOT Strategies. 17.10 Risks Fundamental to BOOT Projects. 17.11 BOOT Package Structure. 17.12 Advantages and Disadvantages of BOOT Projects. 17.13 The Origins of PFI. 17.14 The Arguments for Privately Financed Public Services. 17.15 PFI in the UK17.16 Bidding and Competition 17.17 Output Specification. 17.18 Financing Public Private Partnerships. CHAPTER 18 PROJECT STAKEHOLDERS. 18.1 Stakeholders. 18.2 Stakeholder Identification. 18.3 The Client. 18.4 Contractors. 18.5 Financiers. 18.6 Government. 18.7 Community. 18.8 Interest groups. 18.9 Summary. CHAPTER 19 PROJECT MANAGEMENT IN DEVELOPING COUNTRIES. 19.1 What Makes Developing Countries Different?. 19.2 The Construction Industry in Developing Countries. 19.3 Finance and Funding. 19.4 Appropriate Technology. 19.5 Labour Intensive Construction. 19.6 Community Participation. 19.7 Technology Transfer19.8 Corruption. 19.9 The Future. CHAPTER 20 PROJECTS IN CONTROLLED ENVIRONMENTS 2: PRINCE2. 20.1 Introduction. 20.2 Benefits and Limitations. 20.3 Project Management Standards and Methodologies. 20.4 Structure and Contents. 20.4.1 Components. 20.4.2 Processes. 20.4.3 Techniques. 20.5 Structured Walkthrough. 20.5.1 Planning Work. 20.5.2 Doing Work. 20.6 Summary. CHAPTER 21 THE FUTURE FOR ENGINEERING PROJECT MANAGEMENT. 21.1 Key Roles in Project Management. 21.2 Guidelines for Project Management. 21.3 Project Management - The Way Ahead
98 citations
TL;DR: In this article, the actor-network theory is used to interpret the stories of experienced project managers about their work and their use of project management techniques against the fluid and transient nature of projects.
98 citations