While studies in project management increasingly recognize the need for effective external stakeholder management, there is a paucity of investigations that apply analytical methods. Drawing on the fields of project management, stakeholder engagement and social acceptance, we propose Q methodology as a powerful tool for proactive risk mitigation in project management. In our case study of a shale gas drilling pilot project in the Netherlands, we carried out Q methodology research to arrive at stakeholders' perspectives. The results illuminate the perspectives of stakeholders in large-scale projects riddled by uncertainty. We argue that Q methodology is a significant and innovative risk management strategy for large-scale technological projects.
The literature on risk management acknowledges a growing number of Risk Maturity Models (RMM). However, for the construction sector, there is no validated RMM that is based on both theory and experts' opinions. In this article, a Generic RMM (GRMM), inspired by the EFQM model, is developed and validated to remedy this shortcoming. The GRMM uses a list of statements extracted from risk management literature by means of qualitative content analysis. The statements and the model are both validated by means of two focus group sessions, based on which the statements and the model are improved. According to the experts, the GRMM is easy to use and provides projects with a clear picture of potential improvements regarding risk management. Project managers can use the GRMM for planning and improving risk management, as well as for cross-project analysis for learning purposes. Further research on application of the GRMM in real projects is recommended.
Increasing complexity of projects is mentioned as one of the reasons for project failure—still. This paper presents a comparative research to investigate how project complexity was perceived by project practitioners in different industry sectors. Five sectors were included: process industry, construction industry, ICT, high-tech product development, and food processing industry. In total, more than 140 projects were included in the research, hence providing a broad view on Dutch project practice. From the complexity assessments, it is concluded that only one complexity element was present in the top complexity elements of projects across the five sectors: the high project schedule drive. The variety of external stakeholders’ perspectives, a lack of resources and skills availability, and interference with existing site were found in the top lists of three sectors. It was concluded that a framework to grasp project complexity could support the management of complex projects by creating awareness for the (expected) complexities. Further research could be focused on the subjective character of complexity as well as on the application of cross-sector learning, since this research does show similarities between large technical projects in different sectors.
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