Free Trial

Safari Books Online is a digital library providing on-demand subscription access to thousands of learning resources.

  • Create BookmarkCreate Bookmark
  • Create Note or TagCreate Note or Tag
  • PrintPrint
Share this Page URL
Help

Chapter 7. PROJECT STAKEHOLDER MANAGEMENT > ADDITIONAL SOURCES OF INFORMATION

7.21. ADDITIONAL SOURCES OF INFORMATION

The following additional sources of project management information may be used to complement this chapter's topic material. This material complements and expands on various concepts, practices, and theory of project management as it relates to areas covered here.

  • E. Payson Willard, "The Demise of the Superconducting Supercollider: Strong Politics or Weak Management?" in David I. Cleland, Karen M. Bursic, Richard J. Puerzer, and Alberto Y. Vlasak (eds.), The Project Management Casebook, Project Management Institute. (First published in Proceedings, Project Management Seminar/Symposium, 1994, pp. 1–7.)

  • Jim Carlton, "Saga of the Santa Lucia Preserve Nears a Close," The Wall Street Journal, February 28, 2001, p. B16. This article shows the extent of planning and coordination required to successfully construct a "green housing project" that meets stakeholders' (environmentalists') requirements. The time and energy consumed gave this project the best chance of success and, when complete, proved that all the work was worth it.

  • R Max Wideman, "How to Motivate All Stakeholders to Work Together," in David I. Cleland, (ed.), Field Guide to Project Management, 2nd ed., (Hoboken, NJ: John Wiley & Sons, 2004). The author starts off by stating that anything that can be done within the scope of the project to influence stakeholders to take a positive view also will help in managing the project. In subsequent parts of his chapter, he looks at some issues around success, the stakeholders, and how to energize them.

  • Graham M. Winch, "Rethinking Project Management: Project Organizations as Information Processing System?" in Proceedings of the PMI Research Conference 2004 (pp. 41–55) Project Management Institute, Newtown Square, PA, pp. 41–55. This chapter draws on the theories of social construction of technology to present a methodology aimed at a better understanding and management of the stakeholder context of a project. It presents two tools—the stakeholder map and the power-interest matrix—for analyzing the potential threats of stakeholder activities."


  

You are currently reading a PREVIEW of this book.

                                                                                                                    

Get instant access to over $1 million worth of books and videos.

  

Start a Free Trial


  
  • Safari Books Online
  • Create BookmarkCreate Bookmark
  • Create Note or TagCreate Note or Tag
  • PrintPrint