Satisfying stakeholders for successful project management

Mallak, Larry A.; Patzak, Gerold; Kurstedt, H.A.

doi:10.1016/0360-8352(91)90130-x

Cited by 23 publications

(16 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Dengan semakin besarnya dampak yang ditimbulkan oleh pemangku kepentingan, maka keberhasilan proyek sangat tergantung dari bagaimana manajer proyek dapat mempertemukan harapan seluruh pemangku kepentingan yang terkait (Mallak et al, 1991;dan Sanvindo et al, 1992dalam Nguyen et al, 2009.…”

Section: Pendahuluanunclassified

“…Pengetahuan itu lebih banyak berdasar atas apa yang didengarnya dan asumsinya yang sering melebihi fakta dilapangan (McElroy & Mills, 2000). Mallak et al, (1991) dalam Nguyen et al, (2009) mengobservasi bahwa saat ini tendensi pemangku kepentingan lebih tak sepenuh hati, memberitahukan sesuatu yang terjadi, vokal dan lebih mempunyai pengetahuan tentang proyek dari pada sebelumnya. Makin banyak pengetahuan yang dimiliki pemangku kepentingan makin banyak pula pengaruhnya terhadap proyek itu sendiri.…”

Section: Dampak Pemangku Kepentinganunclassified

See 1 more Smart Citation

Peran Kondisi Pemangku Kepentingan Dalam Keberhasilan Proyek

Chandra¹,

Indarto²,

Wiguna³

et al. 2012

jmk

View full text Add to dashboard Cite

ABSTRAKAda suatu kecenderungan yang alamiah dari kelompok pemangku kepentingan untuk mencoba mempengaruhi kondisinya dalam keberhasilan proyek. Gambaran ini merupakan tantangan bagi pelaku jasa konstruksi untuk menganalisis dan mangelola berbagai perhatian dan kebutuhan dalam pelaksanaan proyek konstruksi. Tujuan dari penelitian ini adalah untuk mengetahui seberapa baik faktor-faktor yang mempengaruhi kondisi pemangku kepentingan dalam keberhasilan proyek. Faktor kondisi ketidakpastian yang datang dari pemangku kepentingan dapat diidentifikasi menjadi tiga bagian, yaitu dampak atau pengaruh yang ditimbulkan oleh pemangku kepentingan, pengikatan pemangku kepentingan dan keberdayaan psikologis pemangku kepentingan. Data didapatkan dari survei kuesioner yang berasal dari 204 responden sebagai pelaku jasa konstruksi dan dianalisis dengan menggunakan model persamaan struktural (Sructural Equation Modeling atau SEM). Hasil dari penelitian ini adalah melakukan verifikasi terhadap hipotesis yang direkomendasikan. Kondisi pemangku kepentingan yang dapat diidentifikasi menjadi dampak atau pengaruh pemangku kepentingan, pengikatan pemangku kepentingan dan keberdayaan psikologis pemangku kepentingan mempunyai pengaruh positif yang signifikan dalam keberhasilan proyek. PENDAHULUANKondisi pemangku kepentingan mempunyai pengaruh yang besar dalam keberhasilan proyek. Pemangku kepentingan merupakan beberapa kelompok atau individu yang dapat mempengaruhi atau dipengaruhi oleh pencapaian tujuan proyek. Keberhasilan proyek adalah tercapainya tujuan proyek dari sudut pandang pemangku kepentingan terkait yang secara tradisional diukur dari indikator ketepatan biaya, waktu dan kualitas sesuai kesepakatan pihak terkait. Ada suatu kecenderungan yang alamiah dari kelompok pemangku kepentingan untuk mencoba mempengaruhi kondisinya dalam keberhasilan proyek. Pengaruh kondisi atau keadaan pemangku kepentingan dalam mencapai keberhasilan proyek dapat dilihat dari dampak yang ditimbulkan oleh pemangku kepentingan (Nguyen et al., 2009), pengikatan (engagement) yang ada pada pemangku kepentingan (Ayuso et al., 2006) dan keberdayaan psikologis

show abstract

Section: Pendahuluanunclassified

Section: Dampak Pemangku Kepentinganunclassified

Peran Kondisi Pemangku Kepentingan Dalam Keberhasilan Proyek

Chandra¹,

Indarto²,

Wiguna³

et al. 2012

jmk

View full text Add to dashboard Cite

show abstract

“…It is therefore important to split these projects into manageable phases, in order to limit risks to the current phase (as the project is appraised at the end of each phase and could be terminated at the gate before continuing to the next phase); to generate information to address uncertainties and risks in future phases; to ensure continued buy-in from all stakeholders; and to monitor and control project implementation progress [4,17,19,20,21,22,23,24,25,26,27,28,29,30,31,38]. As illustrated in Figure 2, the cumulative cost of a project typically follows an S-curve: initially, during the early phases -such as the pre-feasibility and feasibility phasesexpenditures rise gently and form a relatively small percentage of the total cost.…”

Section: Project Management Methodology For Technology Transfermentioning

confidence: 99%

Phasing Technology Transfer Projects for Sustainable Socio-Economic Development

Beukman¹,

Steyn

2011

The South African Journal of Industrial Engineering

View full text Add to dashboard Cite

This paper describes appropriate phases and review points (or 'gates') for South African projects aimed at transferring technology for socio-economic development. Data gathering was done through a Delphi survey supplemented by a focus group session. A total of 42 knowledgeable respondents participated. The most significant phases of projects under consideration were confirmed, and relevant activities per phase and criteria for reviewing at the 'gates' between phases were identified. A total of 59% of resources should be made available for pre-and post-implementation activities, compared with the 41% of project resources to be made available during implementation. The causes of the failure of technology transfer projects under consideration were also identified. It is concluded that the use of a phased approach would improve the probability of project success. OPSOMMINGHierdie artikel beskryf die relevante fases en oorsig punte (of 'hekke') vir Suid-Afrikaanse projekte wat gemik is op die oordrag van tegnologie vir sosio-ekonomiese ontwikkeling. Die insameling van data is gedoen deur middel van 'n Delphi opname wat aangevul is met 'n fokusgroep. 'n Totaal van 42 kundige respondente het deelgeneem. Die mees beduidende fases van projekte onder bespreking is bevestig, en relevante aktiwiteite per fase asook kriteria vir oorsigpunte by die 'hekke' tussen die fases is geïdentifiseer. 'n Totaal van 59% van die hulpbronne behoort aangewend te word tydens die fases voor en na implementering, in vergeleke met 41% tydens implementering. Die oorsake vir mislukking van projekte onder bespreking is ook geïdentifiseer. Die gevolgtrekking word gemaak dat die gebruik van 'n gefaseerde benadering die waarskynlikheid van projek sukses behoort te verhoog.

show abstract

“…project proponents, service providers and the general public (or users of the services). Definition of success would need to meet the objectives of these shareholders (Mallak et al, 1991). Many a time, these stakeholders have conflicting motivations, which means achieving one's objectives may hamper those of others (Jepsen and Eskerod 2009), (Mills and Weinstein 2000).…”

Section: Literature Reviewmentioning

confidence: 99%

Assessing determinants of PPP project performance

Swamy

Tiwari

Sawhney

2018

View full text Add to dashboard Cite

Assessing determinants of PPP project performance: Applying AHP to urban drinking water sector in India http://researchonline.ljmu.ac.uk/id/eprint/8187/ Article LJMU has developed LJMU Research Online for users to access the research output of the University more effectively. Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Users may download and/or print one copy of any article(s) in LJMU Research Online to facilitate their private study or for non-commercial research. You may not engage in further distribution of the material or use it for any profit-making activities or any commercial gain.The version presented here may differ from the published version or from the version of the record. Please see the repository URL above for details on accessing the published version and note that access may require a subscription. Purpose -The purpose of this paper is to understand factors that affect the performance of projects being implemented on public-private partnership frameworks, with specific reference to urban drinking water sector in India.Design/methodology/approach -A listing of factors that have a bearing on project performance have been developed based on a review of the literature. Through a survey, seven factors that are relevant to the Indian context are determined. Interviews were then conducted across a cross section of government agencies, financial institutions/ development agencies, private sector operators and consultants to understand the relative importance of these attributes. A multi-criteria decision making Analytical Hierarchy Process (AHP) tool has been used to develop relative weights of these parameters.Findings -Ranking and relative weights of the factors in descending order are stakeholder consent and support for water PPP projects (22.1%), appropriate project structure (17.4%), availability of realistic baseline information (16.2%), reasonable water tariffs (13.9%), public sector capacity (13.0%), well developed market (9.5%) and water sector regulator (7.9%). There are differences amongst perception of various stakeholder groups.Research limitation/ implications -Water sector has not matured, and with the advent of newer formats, there could be significant changes in the sector. A number of projects available for study are limited. This exercise could be undertaken periodically and updated in relation to experiences in other infrastructure sectors.Practical implication -This analysis provides inputs to policy makers and project proponents for structuring more sustainable urban drinking water PPP projects, and have relevance to a wider group of stakeholders.Originality/value -Indian infrastructure PPP market is attracting increased attention from researchers, though not much in urban drinking water sector. This paper aims to contribute towards that research.

show abstract

Satisfying stakeholders for successful project management

Cited by 23 publications

References 2 publications

Peran Kondisi Pemangku Kepentingan Dalam Keberhasilan Proyek

Peran Kondisi Pemangku Kepentingan Dalam Keberhasilan Proyek

Phasing Technology Transfer Projects for Sustainable Socio-Economic Development

Assessing determinants of PPP project performance

Contact Info

Product

Resources

About