Project Stakeholder Management

Karlsen, Jan Terje

doi:10.1080/10429247.2002.11415180

Cited by 189 publications

(179 citation statements)

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“…Hence, it can be assumed from the data in this research that tC17 and tC20 were not perceived as very important to be considered in successfully managing stakeholders in restoration projects irrespective of been claimed by many authors as important in stakeholder management in construction projects ( e.g. Cleland, 1999;Freeman et al, 2007;Jergeas et al, 2000;Leung et al, 2004;Bourne, 2005;Bourne & Walker, 2006;Cleland, 1999;Freeman et al, 2007;Frooman, 1999;Jepsen & Eskerod, 2009;Karlsen, 2002;Landin & Olander, 2008;Thomas et al, 2000).…”

Section: Rankings Of the Critical Success Factors (Csfs)mentioning

confidence: 99%

“…However, some technologies are encouraged to be incorporated in restoration or conservation projects for the purpose of engaging and communicating with stakeholders regularly and effectively. Scholars suggest that communication is important in managing stakeholders in construction (Bakens et al, 2005;Bourne, 2005;Cova & Salle, 2006;El-Diraby et al, 2006;Friedman & Miles, 2002;Karlsen, 2002;Landin & Olander, 2008;Leung et al, 2004;Olander, 2006;Walker et al, 2008;Young, 2006). The technologies required in restoration projects are called 'digital outputs' and they include generative, preservation, interpretative and administrative technologies (HLF, 2012, p.5).…”

Section: Identification Of Critical Success Factors (Csfs) For Stakehmentioning

confidence: 99%

“…The diversity of interests among different stakeholders (Karlsen, 2002;Cheung, Ng, Chong, & Leung, 2004), results in their attempt to influence the project in a direction that best assuage their individual interests, and the impact of these varying influences must be managed to achieve project objectives and maximize benefits (El-Diraby et al, 2006;Landin & Olander, 2008). An effort by management to consolidate the relationship between the organization (or project team) and the stakeholder groups, and to stimulate and sustain their supports by balancing their relevant interests is necessary (Goodpaster, 1991;Wood & Logsdon, 2000;Freeman, 1994).…”

Section: Stakeholder Management In Restoration Projectsmentioning

confidence: 99%

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The critical success factors for stakeholder management in the restoration of built heritage assets in the UK

Nwachukwu

Udeaja

Chileshe

et al. 2017

IJBPA

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Purpose -Built heritage or historic assets (BHAs) constructed in the pre-nineteenth century in the UK are perceived to have certain characteristics which instil cultural significance in them and have seen them become valuable to the economy of the country. The heritage sector makes significant contributions to the UK economy through provision of tourist attractive sites, construction and servicing of heritage assets, heritage conservation, research, and commercial activities carried out within and around heritage assets. These benefits have seen them draw considerable interests from diverse stakeholders within and outside the heritage sector. Hence, a lot of attention is drawn towards restoration of such assets, from stakeholders of different interests, ranging from advocacies for no alteration to complete alteration of the heritage assets. As with construction projects, conflict of interests amongst stakeholder affect the outcome of restoration projects and the purpose of this paper is to examine the critical success factors (CSFs) for managing the stakeholders to achieve the projects' objectives.Design/methodology/approach -This paper examines the views and experiences of practitioners in the heritage sector who have been involved with BHA restoration projects. A total of 32 CSFs for stakeholder management, obtained through rigorous reviews of literature, were subjected to a severe scrutiny with eight restoration experts to determine the importance of the CSFs in restoration projects. The outcome of the exercise was a modified list of 20 CSFs which were further tested on 52 restoration practitioners in the United Kingdom (UK) using a structured questionnaire to determine the degree of importance of each of the CSFs in restoration projects and their relationships as perceived by the practitioners.Findings -The results of the analyses performed on the data show that most of the CSFs were perceived by restoration practitioners as truly critical and vital for successful management of stakeholders in restoration of BHAs. The results also indicate that there is a strong consensus amongst a vast majority of practitioners on rankings of the CSFs.Practical implications -The identified CSFs could be used by the restoration practitioners as a "road map" for the development of appropriate solutions for successfully managing stakeholders associated with the promotion and BHAs restoration assets.Originality/value -Although CSFs for stakeholder management in construction have been studied by many scholars, no specific research could be identified prior to this study to have been done in defining the CSFs for stakeholder management in restoration projects. In this project, the authors have explored BHAs to identify and rank the CSFs for stakeholder management in restoration projects.

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Section: Rankings Of the Critical Success Factors (Csfs)mentioning

confidence: 99%

Section: Identification Of Critical Success Factors (Csfs) For Stakehmentioning

confidence: 99%

Section: Stakeholder Management In Restoration Projectsmentioning

confidence: 99%

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The critical success factors for stakeholder management in the restoration of built heritage assets in the UK

Nwachukwu

Udeaja

Chileshe

et al. 2017

IJBPA

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“…Identification of stakeholders brings different people to work together and as noted by Karlsen (2002) the results are depended on the project team's experiences, relationships and capability. In this regard, relationship-building skills are essential in identification of internal stakeholders [team].…”

Section: 1mentioning

confidence: 99%

Essential Skills for Project Stakeholders Identification: Sustainability Perspective

Rahman

Ali

Malik

et al. 2017

IJBSR

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In every life cycle of the project there are numerous people or organizations involved either directly or indirectly. While these type of people and organizations involved are called stakeholders and these may include the project team, client or customer, community, environment, suppliers, government. Stakeholders contribute and share their experiences, knowledge, and insights to support the project throughout its life cycle and therefore it is crucial to capture their input. However, before initiation of the project, stakeholders need to be identified. Following the fact that there are strategies and processes for stakeholder identification, it is not clear what skills are needed to employ those strategies for stakeholder identification. These skills are exceedingly important to have because in today's corporate world, the project team must be flexible in every aspect of their job and be able to complement their skills for the success of stakeholder identification. Using literature review, this paper seeks to describe the skills of project leader needed to identify the project team and the external stakeholders. Inductive approach was followed in this study and data was collected qualitatively using secondary sources. There are two essential skills i.e. relationship building skills and communication skills for internal stakeholders and four major skills i.e. communication skills, people skills, intellectual skills and conceptual skills for external stakeholders are identified for the identification of project stakeholders through literature review considering the sustainability issues in the project management.

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“…Figure The external ones, since they represent a greater potential impact on the project and because they are outside the formal influence of the project Often, the project is sensitive to actions and decisions taken by the external stakeholders, since a lot of information and resources needed are controlled by them. This control gives the stakeholders some power (Karlsen, 2002). Furthermore, the stakeholders are the ones who, in the end of the process, will assess whether the project was a success or not (Jergeas, Williamson, Skulmoski & Thomas, 2000).…”

Section: Delays In It Projects Due To Failures In the Stakeholders Mamentioning

confidence: 99%

Delays in It Projects Caused by Failures in the Management of Stakeholders

Lopes

Mañas

2013

FSRJ

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The Information Technology (IT) has undergone profound and rapid changes in recent decades. In this context, organizations must be prepared to implement these technologies, on the form of projects, as quickly and effectively as possible, providing results before its competitors. Therefore, it can be noted that the delivery of a project on time, ever shorter, is essential. Considering these observations, the main purpose of this study is to explore how failures in IT project stakeholder management may impact, directly or indirectly, the deadlines of these projects. The empirical research, qualitative in nature, is of the exploratory type and counted with the participation of IT project managers and managers of IT project managers, who answered a semi structured interview and provided documents in support of the research.The transcripts of the interviews as well as the provided documents were used for the analysis of data content. As a final result of this study, the main failures in the stakeholder management that may compromisemostly indirectly -the timely delivery of IT projects are identified and explored.Key words: Stakeholders, projects, Information Technology, deadlines, failures. ATRASOS EM PROJETOS DE TI CAUSADOS POR FALHAS NA GESTÃO DOS STAKEHOLDERS RESUMOA Tecnologia da Informação (TI) tem passado por mudanças profundas e rápidas nas últimas décadas. Nesse contexto, as organizações devem estar preparadas para implementar, sob a forma de projetos, essas tecnologias da maneira mais rápida e efetiva possível, apresentando resultados antes de seus concorrentes. Portanto, pode-se notar que a entrega de um projeto no prazo cada vez mais curto é essencial. Because of to the interaction with stakeholders (through communication)is considered the main shortcoming of project managers in Brazil (PMI Chapters, 2011), it was chosen to understand the delay phenomenon in relation to the effectiveness of the stakeholders management of the IT projects.The exploration of these delays or other failures in IT projects through the stakeholders' theory is still an approach little used by the academic and professional environment.The importance of this approach is real, since failures in the stakeholders' management, such as for example, poor communication of these stakeholders (Molena, 2011), results in the problem of higher frequency in projects: failure to meet deadlines.In this context, one can define the following research problem: how failures in the stakeholders management of IT projects can negatively impactdirectly or indirectly -the ultimate deadlines for the project delivery?Through readings and exploratory discussions on the topic at issue and the through researcher's own practical observation, as a project manager, it could be defined -tentatively -some assumptions for the research. Such assumptions have served as guidelines for the structuring of the theoretical (Laurindo, 2008;Keen, 1993;Luftman, Oldach & Lewis, 1993). This definition, broader, already takes into account the administrative and human a...

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Project Stakeholder Management

Cited by 189 publications

References 5 publications

The critical success factors for stakeholder management in the restoration of built heritage assets in the UK

The critical success factors for stakeholder management in the restoration of built heritage assets in the UK

Essential Skills for Project Stakeholders Identification: Sustainability Perspective

Delays in It Projects Caused by Failures in the Management of Stakeholders

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