Stakeholder Benefit Assessment – Project Success through Management of Stakeholders

Johansen, Agnar; Eik-Andresen, Petter; Ekambaram, Anandasivakumar

doi:10.1016/j.sbspro.2014.03.065

Cited by 29 publications

(17 citation statements)

References 7 publications

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“…They offered an approach for project managers to assess stakeholder project networks, but not in the context of success. Johansen et al (2014) examined how stakeholders should be managed when setting objectives to achieve project success. Uncertainty, risk, and opportunity are discussed in the context of involving stakeholders and senior management.…”

Section: Recent Developmentsmentioning

confidence: 99%

An empirical investigation into different stakeholder groups perception of project success

Davis

2017

International Journal of Project Management

130

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Organizations use projects to manage customized, one-off events across a wide range of functions. Project management is an essential operational tool and process that is utilized to effectively and efficiently manage resources, tasks and activities, and associated timelines. The purpose of this paper is to investigate the possibility that failure is a result of different interpretations of the criteria and factors used for success by multiple stakeholder groups. Currently, there is no recorded theory to determine project success within the project management literature, which includes both the perspective of multiple stakeholder groups and shared use of success dimensions for a given project. This omission is the basis of the current work, which explores the impact of using all stakeholder views as opposed to a selected few to define project success. The research outcomes are important for informed managerial decision making that enables the minimization of major financial losses.

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Section: Recent Developmentsmentioning

confidence: 99%

An empirical investigation into different stakeholder groups perception of project success

Davis

2017

International Journal of Project Management

130

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“…[02], [03], [04], [05], [06], [08], [12], [20], [23], [24], [25], [26], [27], [28], [29], [30], [32], [33], [34]…”

Section: Mm04 Uncertainty Managementunclassified

“…[02], [04], [08], [16], [17], [23],[2 5], [27], [28], [29], [30], [32], [33], [34], [40] Formulating opportunity management planning (Frequency:7)…”

Section: Sp2 ---How To Improve the Strategy Formulationmentioning

confidence: 99%

Identifying a Better Management Method in Project Management Practice Under Uncertainty Circumstances: A Systematic Literature Review

Pang¹,

Cheok²

2019

Proceedings of the 9th Business &Amp; Management Conference, Prague

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The aim of this paper is to propose a better management method of the practice under different circumstances for formulating strategy in project management of construction industry. The empirical data were absorbed from 40 studies related to project management between 1997 to 2017 by using Systematic Literature Review (SLR) approach. Based on these data, the researcher analysed and identified the better management methods: the uncertainty management, and also found some opportunities and gaps of further research. In conclusion, a better management method for project management under uncertainty circumstance may be able to enhance the strategy formulation of project management.

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“…Airport stakeholders come from a variety of backgrounds and different nature of businesses and, therefore, various organisational goals and objectives (Schaar & Sherry, 2010). Johansen et al (2014) had similar views for project stakeholders and opined that it is almost impossible to get all stakeholders of a project involved and consulted at all times and highlight the need to make some generalisation for some stakeholders and situations. During an airport terminal development project, the project team will consult majority of the airport stakeholders and will capture their requirements for the project.…”

Section: Stakeholders' Perception Of the Klia2 Airport Terminal Projectmentioning

confidence: 99%

A Stakeholder Analysis of the KLIA2 Airport Terminal Project

Isa¹,

Hamid²,

Leong³

2016

E-BPJ

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Managing an airport terminal project is complex, due to a large number of stakeholders involved. Airport stakeholders include many organisations and individuals, making it a collaborative service environment. Stakeholder theory denotes that organisation should strive to create value for all its stakeholders without the need to trade off. The purpose of this study is to identify the respondents to measure the collective perspectives of the klia2 airport terminal project. This is an overview of the literature relating to the stakeholder theory and identification of the stakeholders for an airport terminal project in general and specifically for the klia2 terminal.

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Stakeholder Benefit Assessment – Project Success through Management of Stakeholders

Cited by 29 publications

References 7 publications

An empirical investigation into different stakeholder groups perception of project success

An empirical investigation into different stakeholder groups perception of project success

Identifying a Better Management Method in Project Management Practice Under Uncertainty Circumstances: A Systematic Literature Review

A Stakeholder Analysis of the KLIA2 Airport Terminal Project

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