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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.


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Journal ArticleDOI
19 Jan 2011
TL;DR: In this paper, the authors proposed an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations, which is an emerging discipline and practice in organizations.
Abstract: Normal 0 false false false EN-AU ZH-CN X-NONE MicrosoftInternetExplorer4 This paper aims to study the improvement of project success in organizations by integrating knowledge management strategies with project management practices in a typical project lifecycle. According to the Standish Group’s Chaos Report for 2009, only 32% of all surveyed projects are considered to be successful and are delivered on time, on budget, with the required features and functions. This could be an indication that project management practitioners have not fully acquired and transferred knowledge learned from past projects to ensure a higher success rate for current and future projects. Knowledge management is an emerging discipline and practice in organizations. This paper proposes an integrated model that combines knowledge management with project management to improve project success and thus contribute towards competitiveness and sustainability in organizations.

46 citations

Journal ArticleDOI
TL;DR: In this article, a conceptual framework combining the insights of the Industrial Network Approach with the model of project co-development is proposed to analyze the impact of previous relationships among project stakeholders on the choice of partnering and of partners.

46 citations

Journal ArticleDOI
TL;DR: In this article, a multi-level causal model for best practices in project management based upon the literature, especially empirical studies of competencies and project management, is presented, which emphasizes the roles of technical project management skills and interpersonal or people skills as inputs to the model.
Abstract: This paper presents a multi‐level causal model for best practices in project management based upon the literature, especially empirical studies of competencies and project management. The model emphasizes the roles of technical project management skills and interpersonal or people skills as inputs to the model. Next, the model stresses the important roles of organizational facilitators and inhibitors, that is, moderator variables (e.g. project management systems and supportive senior management) in influencing project outcomes. The model addresses the outcome variables of technical competencies (e.g. planning and controlling) and people competencies (e.g. interpersonal communication and conflict management skills). Finally, the model recognizes the important role of feedback for corrective actions and reinforcing best practices, that is, organizational learning.

46 citations

Journal Article
TL;DR: In this paper, the authors identify the level of project organisational culture in Slovenian enterprises and analyse the strength of the impact of the culture on project execution, focusing on the top and line management's attitudes and some other factors connected with managers' attitudes (following internal regulations, respecting the project manager's formal authority).
Abstract: Analyses of completed projects show that a significant number of projects exceed the planned time and costs, consequently reducing the benefits. Among many causes of project failure, it is widely recognised that organisational culture has an impact on project performance. The goal of the research presented in this article was to identify the level of project organisational culture in Slovenian enterprises. We also analysed the strength of the impact of the culture on project execution. The research was focused on the top and line management’s attitudes and some other factors connected with managers’ attitudes (following the internal regulations, respecting the project manager’s formal authority). We also investigated the most common project organisation types and the correlations among the organisation, culture and project performance. The research showed a high level of project organisational culture and a high impact level of measured culture factors on project performance. An increasing level of project manager authority in different organisation types positively impacts on several cultural dimensions and also has a direct impact on the project’s performance.

46 citations

Journal ArticleDOI
TL;DR: In this paper, the authors introduce the concept of the project environment, and outline how the project manager can identify potential problems and devise action plans to ensure a project's success in a general environment.

46 citations


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