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  • 1
    Electronic Resource
    Electronic Resource
    Visualising and mapping stakeholder influence (2005)
    Bingley : Emerald
    Management decision 43 (2005), S. 649-660 
    Details
    ISSN: 0025-1747
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - The purpose of this paper is to offer insights into a tool that one of the authors has developed to help map, and thus visualise, stakeholder power and influence within the performing organisation. Design/methodology/approach - The concept described in this paper has been tested at several large international gatherings to well over 200 active professional project managers. The feedback to date has been very positive. This positive feedback led to testing of these ideas through research being conducted during 2004/2005 by one of the authors who is a candidate for the doctor of project management (DPM) at RMIT. Findings - The research is centred around this tool, the stakeholder circle, as a means to provide a useful and effective way to visualise stakeholder power and influence that may have pivotal impact on a project's success or failure. The stakeholder-circle tool is developed for each project through a methodology that identifies and prioritises key project stakeholders and then develops an engagement strategy to build and maintain robust relationships with those key stakeholders. An example of the tool is presented. Originality/value - Future papers will provide case study examples currently under way of the use of this tool. The implication for this tool's use is that project managers can clearly visualise and map stakeholder influence patterns that have significant impact on stakeholder outcome expectations.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00251740510597680
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    The paradox of project control (2005)
    Bingley : Emerald
    Team performance management 11 (2005), S. 157-178 
    Details
    ISSN: 1352-7592
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - This paper aims to explore a case study example of the decision-making process that occurs within complex organizations. It exposes a murky "zone" of decision making and action between the strategic vision set by senior management and the work of teams to realise projects. Design/methodology/approach - A case study from the experience of one of the authors is used to illustrate the activities in this "zone". The lessons from the case study are supported by emerging project management and general management literature. The paper is exploratory in nature and the case study used provides a useful vehicle for reflection and sensemaking. Findings - The "zone" is metaphorically described as a highly complex and dynamic organism. Operating in the "zone" requires agility and an understanding of both the project and the organizational environment to cope with the demands of its chaotic nature. The paper's conclusions indicate that the traditional command-and-control management style is counter-productive in today's organizations. Research limitations/implications - Key implications include the need for project managers and their teams to be politically astute and sensitive to the needs and pressures of a wide range of project stakeholders. A methodology and tool for visualising the influence of stakeholders can be of considerable use and a flexible style of decision making is necessary to manage within the inherent uncertainty, complexity and chaos found in projects and organizations like the one illustrated by the case study. Originality/value - Shows that a paradigm shift in management thinking is needed to succeed in managing projects and their teams within the turbulent environment of a modern matrix organization.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13527590510617747
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    Paper (German National Licenses)
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  • 3
    Electronic Resource
    Electronic Resource
    Flexible problem solving in construction projects on the National Museum of Australia project (2003)
    Bingley : Emerald
    Team performance management 9 (2003), S. 5-15 
    Details
    ISSN: 1352-7592
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: In responding to unanticipated challenges during the course of a project, lessons from crisis management research can be valuable. Effective project management requires both a proactive and reactive strategy in dealing with unanticipated and challenging events. A key element of success is developing a learning culture, which permits flexibility within a systematic problem-solving approach. We indicate how this can be achieved using a crisis management model and use data gathered from the National Museum of Australia project to demonstrate the potential benefits of a learning which encourages solution-building by teams.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13527590310468015
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    Paper (German National Licenses)
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  • 4
    Electronic Resource
    Electronic Resource
    Quality - using the World Wide Web for developing project management research case studies (1999)
    Bingley : Emerald
    Facilities 17 (1999), S. 195-200 
    Details
    ISSN: 0263-2772
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Architecture, Civil Engineering, Surveying
    Notes: Looks at the problems of achieving a relevant quality outcome in the minor thesis components of postgraduate coursework Master's degree programmes. Considers how the quality of course deliverables can be enhanced through innovative approaches to demonstrating mastery of the research process, such as using the World Wide Web in conjunction with case study investigations. Argues that the skills developed through critical analysis of case studies is crucial to a project manager's ability to function effectively and in a way that meets the clients' service quality expectations. Examines two case study investigations from a Master of Project Management degree, with reference to a demonstrated need for project managers to prove their capacity to view problems from multiple frames of reference. The examples illustrate the unique opportunities to present multiple frames of reference offered through development of Websites linked both internally and externally to wider sources of information, and provide an exciting and novel contribution to the management of project management courses. The principles presented also have wider appeal across management and other academic disciplines.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/02632779910259297
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    Paper (German National Licenses)
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  • 5
    Electronic Resource
    Electronic Resource
    Project alliancing vs project partnering: a case study of the Australian National Museum Project (2002)
    Bingley : Emerald
    Supply chain management 7 (2002), S. 83-91 
    Details
    ISSN: 1359-8546
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Significant differences between project partnering and project alliancing occur in the selection process, management structure of the organisations undertaking the project and nature of risk and reward incentives. This paper helps clarify the nature of project alliancing and how alliance member organisations were selected for this case study. A core issue that differentiates between the two approaches is that in partnering, partners may reap rewards at the expense of other partners. In alliancing each alliance member places their profit margin and reward structure "at risk". Thus in alliancing, the entire alliance entity either benefits together or not all. This fundamentally changes the motivation and dynamics of the relationship between alliance members.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13598540210425830
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    Paper (German National Licenses)
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  • 6
    Electronic Resource
    Electronic Resource
    Project outcomes and outputs: making the intangible tangible (2005)
    Bingley : Emerald
    Measuring business excellence 9 (2005), S. 55-68 
    Details
    ISSN: 1368-3047
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - The purpose of this paper is to introduce and discuss a process for specifying project scope and success criteria more completely - in terms of expected project outcomes, benefits and outputs. Design/methodology/approach - The paper reports on the third in a series of five action research case studies along with a validation exercise conducted at an Australian state police force senior management conference. Findings - The findings confirmed that project stakeholders are able to identify, prioritise and define intangible project outcomes when provided with a process for doing so. The process described in this paper provides project stakeholders with the means to cross-reference hitherto inexplicit intangible outcomes to explicit tangible outputs. Results indicate strong support for the process as a planning/review tool for projects required to deliver a combination of tangible and intangible outcomes. Research limitations/implications - The series of five action research case studies was drawn from the public sector. Nevertheless, the authors propose that the approach can be applied more generally to projects which require the delivery of intangible project outcomes. The validation exercise conducted at an Australian state police force senior management conference collected workshop attendees' responses to brief pre- and post-workshop surveys. Whilst encouraging, the results should be treated with caution because survey responses were only collected from people responsible for delivering project outcomes, not receiving them. Originality/value - The key breakthrough contribution of the process described in this paper is the use of outcome profiles to cross-reference intangible outcomes to tangible outputs; making the intangible tangible.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13683040510634844
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  • 7
    Electronic Resource
    Electronic Resource
    Client/customer or stakeholder focus? ISO 14000 EMS as a construction industry case study (2000)
    Bradford : Emerald
    The @TQM magazine 12 (2000), S. 18-26 
    Details
    ISSN: 0954-478X
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Issues such as "the triple bottom line", which focuses on company profit performance being balanced by demonstrated performance on delivering value to society while improving the ecological environment, have recently emerged as a pressing, indeed crucial management issue. The 1998 Shell Report raised interesting challenges to the management teams of those companies that operate today and wish to do so into the third millennium. Apart from financial accounting, which has developed agreed, if not wholly supported, standards, two other standards of accountability have been identified to demonstrate sustainable business practices. These are environmental accounting and social and ethical accounting. Takes a construction industry perspective and argues that taking a wider view of the customer that encompasses stakeholders, indeed those in the community who are directly affected by projects, makes good marketing and business sense. Provides examples of construction firms taking this approach. Uses a short case study of an Australian project to illustrate how perceptions of the client/customer has shifted from "the paying customer" to "the stakeholder". Offers some implications for practice and further research.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09544780010287221
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  • 8
    Electronic Resource
    Electronic Resource
    Quality management in construction: an innovative advance using project alliancing in Australia (2002)
    Bradford : Emerald
    The @TQM magazine 14 (2002), S. 307-317 
    Details
    ISSN: 0954-478X
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This paper presents an account of the quality management system designed and adopted using a project alliance approach on the National Museum of Australia project. We discuss the integration of the selection criteria and performance measures and how these were used to provided a risk and reward structure that provided the incentive for a high level of achievement of the projects' goals. Interestingly, the organisational structure of the project alliance provided a cross-team relationship outcome that sealed the quality culture observed on this project. This culture drove high levels of quality and was also observed to appeal to intrinsic motivation to deliver best-for-project outcomes.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09544780210439743
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  • 9
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    Using an improved rich pictures approach to improve project situational analysis in complex aid reconstruction development projects (2013)
    Emerald
    Details
    Publication Date: 2013-07-12
    Print ISSN: 1759-5908
    Electronic ISSN: 1759-5916
    Topics: Technology
    Published by Emerald
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