Project stakeholder management:
Carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful through contributions from stakeholders. And it is the stakeho...
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | Englisch |
| Veröffentlicht: |
Abingdon, Oxon New York, NY
Routledge
2016
|
| Schriftenreihe: | Fundamentals of project management
|
| Schlagwörter: | |
| Links: | https://learning.oreilly.com/library/view/-/9781351908382/?ar |
| Zusammenfassung: | Carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful through contributions from stakeholders. And it is the stakeholders that evaluate whether they find the project successful - an evaluation based on criteria that go beyond receiving the project deliverables. More often than not, the criteria are implicit and change during the project course. This is an enormous challenge for project managers. The route to better projects, say Pernille Eskerod and Anna Lund Jepsen, lies in finding ways to improve project stakeholder management. To manage stakeholders effectively, you need to know your stakeholders, their behaviours and attitudes towards the project. The authors give guidance on how to adopt an analytical and structured approach; how to document, store and retrieve your knowledge; how to plan your stakeholder interactions in advance; and how to make your plans explicit, at the very least internally. A well-conceived plan can prevent you from being carried away in the 'heat of the moment' and help you spend your limited resources for stakeholder management in the best way. To make this plan, you need to agree on the objectives of your stakeholder strategy and ways to achieve them. Project Stakeholder Management offers tactics and tools founded on established marketing communications theory as well as strategic management for doing just that. This book is part of Gower's Fundamentals of Project Management Series. |
| Beschreibung: | Originally published in 2013 by Gower Publishing. - Includes bibliographical references and index. - Description based on print version record |
| Umfang: | 1 Online-Ressource (1 volume) illustrations |
| ISBN: | 9781351908382 1351908383 |
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| 520 | |a Carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful through contributions from stakeholders. And it is the stakeholders that evaluate whether they find the project successful - an evaluation based on criteria that go beyond receiving the project deliverables. More often than not, the criteria are implicit and change during the project course. This is an enormous challenge for project managers. The route to better projects, say Pernille Eskerod and Anna Lund Jepsen, lies in finding ways to improve project stakeholder management. To manage stakeholders effectively, you need to know your stakeholders, their behaviours and attitudes towards the project. The authors give guidance on how to adopt an analytical and structured approach; how to document, store and retrieve your knowledge; how to plan your stakeholder interactions in advance; and how to make your plans explicit, at the very least internally. A well-conceived plan can prevent you from being carried away in the 'heat of the moment' and help you spend your limited resources for stakeholder management in the best way. To make this plan, you need to agree on the objectives of your stakeholder strategy and ways to achieve them. Project Stakeholder Management offers tactics and tools founded on established marketing communications theory as well as strategic management for doing just that. This book is part of Gower's Fundamentals of Project Management Series. | ||
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| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| language | English |
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| series2 | Fundamentals of project management |
| spelling | Eskerod, Pernille VerfasserIn aut Project stakeholder management Pernille Eskerod and Anna Lund Jepsen Abingdon, Oxon New York, NY Routledge 2016 ©2013 1 Online-Ressource (1 volume) illustrations Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Fundamentals of project management Originally published in 2013 by Gower Publishing. - Includes bibliographical references and index. - Description based on print version record Carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful through contributions from stakeholders. And it is the stakeholders that evaluate whether they find the project successful - an evaluation based on criteria that go beyond receiving the project deliverables. More often than not, the criteria are implicit and change during the project course. This is an enormous challenge for project managers. The route to better projects, say Pernille Eskerod and Anna Lund Jepsen, lies in finding ways to improve project stakeholder management. To manage stakeholders effectively, you need to know your stakeholders, their behaviours and attitudes towards the project. The authors give guidance on how to adopt an analytical and structured approach; how to document, store and retrieve your knowledge; how to plan your stakeholder interactions in advance; and how to make your plans explicit, at the very least internally. A well-conceived plan can prevent you from being carried away in the 'heat of the moment' and help you spend your limited resources for stakeholder management in the best way. To make this plan, you need to agree on the objectives of your stakeholder strategy and ways to achieve them. Project Stakeholder Management offers tactics and tools founded on established marketing communications theory as well as strategic management for doing just that. This book is part of Gower's Fundamentals of Project Management Series. Project management Customer services Management Gestion de projet Service à la clientèle ; Gestion Customer services ; Management Jepsen, Anna Lund 1963- VerfasserIn aut 9781409404378 Erscheint auch als Druck-Ausgabe 9781409404378 |
| spellingShingle | Eskerod, Pernille Jepsen, Anna Lund 1963- Project stakeholder management Project management Customer services Management Gestion de projet Service à la clientèle ; Gestion Customer services ; Management |
| title | Project stakeholder management |
| title_auth | Project stakeholder management |
| title_exact_search | Project stakeholder management |
| title_full | Project stakeholder management Pernille Eskerod and Anna Lund Jepsen |
| title_fullStr | Project stakeholder management Pernille Eskerod and Anna Lund Jepsen |
| title_full_unstemmed | Project stakeholder management Pernille Eskerod and Anna Lund Jepsen |
| title_short | Project stakeholder management |
| title_sort | project stakeholder management |
| topic | Project management Customer services Management Gestion de projet Service à la clientèle ; Gestion Customer services ; Management |
| topic_facet | Project management Customer services Management Gestion de projet Service à la clientèle ; Gestion Customer services ; Management |
| work_keys_str_mv | AT eskerodpernille projectstakeholdermanagement AT jepsenannalund projectstakeholdermanagement |