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Stakeholder Management Papers Available for Downloading
Project success and failure is directly related to its stakeholders’ perceptions of the value created by the project and the nature of their relationship with the project team. The project’s success, or failure, is strongly influenced by both the expectations and perceptions of its stakeholders, and the capability and willingness of project managers to manage these factors and the organisation’s politics.
A stakeholder management methodology and visualisation tool, theStakeholderCircle™,was developed to assist in this process and was the foundation for the research described in this paper. The StakeholderCircleis based on the premise that a project can only exist with the informed consent of its stakeholder community. The methodology supported by the tool provides an effective mechanism for assessing the relative influence of a project’s stakeholders, understanding their expectations and defining appropriate engagement procedures to influence the key stakeholders expectations and perceptions to the benefit of the project.
The new approaches to project relationship management in the form of the theory implicit in the StakeholderCirclemethodology and visualisation tool will benefit the projects, organizations and the project management profession through improving the occurrences of project success.
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A dissertation submitted in partial fulfilment of the requirements for the degree of Doctor of Project Management (DPM) awarded by the RMIT University.
Dr Lynda Bourne investigated the concept that a project’s success or failure is closely aligned with perceptions of the project held by its key stakeholders; and that project teams can manage these perceptions to create success. The research resulted in a new tool, the ‘StakeholderCircle™’ that maps each stakeholder community in a unique way, allowing the project team to effectively focus its stakeholder engagement strategies.
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This paper illustrates the use of the StakeholderCircle™ as a tool for measuring and visualising stakeholder influence drawing upon two case study examples. The paper is exploratory in nature and the case studies used provide a useful vehicle for reflection and sense making. The tool was found by the case study respondents to be useful and that it also complements and enhances risk management.
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This paper explores the hypothesis that, within complex matrix organizations, the ‘zone’ between the strategic vision set by senior management and the projects created to fulfill it, is a highly complex and dynamic organism. Stimulus to the organism may, or may not produce change. The change may be slight or catastrophic, beneficial or detrimental, and cannot be predicted. Succeeding in this environment needs a different management paradigm from that developed for management in traditional project industries.
The paradigm shift in management thinking needed to succeed in managing projects across the ‘zone’ is an acceptance that the outcome from any management input to the ‘zone’ is unpredictable. To succeed, managers need to combine vigilance and flexibility; to identify and capitalize on unexpected gains and deal with unexpected problems. Communication networks and more flexible management of relationships are keys to resolving problems and creating success in the dynamic ever-changing environment of the ‘zone’.
Download the paper(PDF – 411 kb)