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: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) as discussed by the authors identifies nine knowledge areas that project managers should focus on while managing projects, but it does not provide a comprehensive overview of these knowledge areas.
Abstract: Although A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth Edition identifies nine Knowledge Areas that project managers should focus on while managing projects, it does not...
87 citations
TL;DR: In this article, a project manager performance model was developed employing the interpretive structural modeling (ISM) methodology to determine the role of the project manager in managing the project team and improving the project performance.
Abstract: Technology assumes importance in the context of project management due to greater challenges in today's technology-enabled work environment, where technology tools are routinely used for collaboration, communication, and deployment of project management practices. It is becoming common practice for even co-located project teams to use the electronic medium for these purposes. Notwithstanding the importance of technology, research has shown that it is difficult to associate the use of technology with business performance and the absence of such relation can be extrapolated to project performance as well. However, technology can play a major role in supporting project managers in managing projects effectively and efficiently. Several studies have addressed the importance and leadership style of project managers. However, specific roles and responsibilities of a project manager toward the project team is an area that needs further study. In this research effort, using the literature review, important people-related factors of project performance are identified. Then structured personal interviews were used to gather data for understanding relations among these factors in order to develop a project manager performance model. The model was developed employing the interpretive structural modeling (ISM) methodology. The model was used to determine the role of the project manager in managing the project team and improving the project performance. Results show that both leadership and management roles are important. This study helped to analyze underlying interactions among these factors and, consequently, understand the supportive function of technology to the project manager in improving project performance.
87 citations
TL;DR: In this paper, a survey of 533 working professionals in various industries renders 282 usable responses or a response rate of 53.91% indicating that both IT governance and project governance have a positive impact on project performance.
87 citations
Book•
01 Nov 2000
TL;DR: In this paper, the authors present a system development cycle: early stages, middle stages, and later stages, where the development cycle is divided into two stages: early stage and later stage.
Abstract: 1. Introduction. I. PHILOSOPHY AND CONCEPTS. 2. What Is Project Management? 3. Systems, Organizations, and System Methodologies. II. SYSTEMS DEVELOPMENT CYCLE. 4. Systems Development Cycle: Early Stages. 5. Systems Development Cycle: Middle and Later Stages. III. SYSTEMS AND PROCEDURES. 6. Planning Fundamentals. 7. Network Scheduling and PDM. 8. PERT, CPM Resource Allocation, and GERT. 9. Cost Estimating and Budgeting. 10. Managing Risks in Projects. 11. Project Control. 12. Project Management Information Systems. 13. Project Evaluation, Reporting, and Termination. IV. ORGANIZATIONAL BEHAVIOR. 14. Project Organization Structure and Integration. 15. Project Roles, Responsibility, and Authority. 16. Managing Participation, Teamwork, and Conflict. 17. Project Failure, Success, and Lessons Learned. Appendix A: Systems Engineering Process. Appendix B: Types of Contracts. Appendix C: Logistical Online System Project Master Plan. Author Index. Subject Index.
86 citations
TL;DR: In this paper, the relation between two management styles, project and process management, and perceived outcomes in public-private partnerships (PPPs) was investigated based on an extensive face-to-face survey conducted with 32 managers of 18 large complex infrastructure projects.
86 citations