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.

5-phase project management : a practical planning & implementation guide

Abstract: Planning the Project * Introduction First Things First: What Is a Project? What is Project Management? * Defining the Project: The Project Overview * Specifying the Project * Sequencing the Project Activities * Writing the Project Proposal Implementing the Project * Organizing the Project Team * Assigning Work Packages * Managing People and Project Relationships * Maintaining the Project Schedule * Closing the Project Project Management for the 21st Century * Contemporary Issues in Project Management * Project Management Software

Project Management Theory and the Management of Research Projects

Abstract: The management of a research project is full of uncertainty and complexity. Research has substantial elements of creativity and innovation and predicting the outcome of research in full is therefore very difficult. In addition, the relationship between the research project manager and the project participants is characterised by an asymmetric distribution of knowledge where individual researchers know a lot more about the potential – negative and positive – of their research contributions than the project manager does. Furthermore, researchers in a project may have many competing demands on their time and they may find themselves competing against each other for individual scientific priority or the right to patent a research result. Given these and other inherent difficulties of managing a research project this paper addresses two questions in particular: 1) What kind of guidance may a research project manager get from existing project management literature? 2) What kinds of changes or additions are needed to build a project management model for research? In dealing with these questions the paper gives an outline of some of the basic tools and assumptions of existing project management theory and compares these to conditions in research. Based on this, the paper discusses the task of the research project manager and the interpersonal dynamics of a research team with a view to giving some pointers to what a research project manager can do to create the best possible conditions for a successful research project.

Using vision as a critical success element in project management

Abstract: Purpose – The thesis reported upon in this paper addressed the research question “How does the effective development and communication of a ‘project vision’ impact project outcomes?” It outlines the approach, summarizes results and explains the protocols that have been developed from the thesis so that others researching this area may: gain better insights and understanding into how project vision may impact upon project success; and have access to a model and protocols to effectively develop a project vision and effectively communicate it to project stakeholders.Design/methodology/approach – A qualitative research design was selected with multiple case studies. These were conducted within a public service organization using interviews and action learning through testing a developed protocol for team members to develop a coherent and well understood vision for project outcomes. Results were then used to develop a tool for teams to develop a project vision statement in a structured workshop. This approach ...

The Management of Stakeholders' Needs and Expectations in the Development of Construction Project

Abstract: This paper provides an analysis of the process used to identify project stakeholders, the factors used to manage their needs and expectations, and the implications of mismanaging their needs and expectations in the development of Malaysian construction projects. A survey was conducted among four construction stakeholders comprising: the Government, private clients, consultants and contractors. In total, 93 respondents completed the questionnaire. A list of 4 major processes and 22 possible critical factors for managing the stakeholders’ needs and expectations are identified, in order for the respondents to determine their level of importance. The Kruskal-Wallis test of One-way ANOVA (Analysis of variance) is used to examine the significant difference in opinion between the four groups at the 5% significance level. The findings reveal that a formalised process is more effective in identifying project stakeholders. The priority criteria used to manage the stakeholders’ needs and expectations differ between the private and public sectors. The government and consultants are confident that social and political matters are of the greatest importance, whereas the private sector puts a great deal of emphasis on forming project coalitions and lobby tactics mechanisms in managing the stakeholders’ needs and expectations. It is expected that this study will provide some empirical insights into the process of stakeholder management in the development of construction projects in Malaysia.