Project stakeholder
This page is under construction ...
- See also
See also Project Execution, Project Development, Project Definition, Project Life Cycle and Phase Models, Project Delivery Methods.
See also Program Management in Civil Engineering, Civil Engineering Projects, Project Management ...
Basic considerations (Under construction)
Stakeholder theory is centric to the interests of the organization that is seeking to balance competing claims on scarce resources such as cost, time, personnel, right of way, market capacity, etc.
The advantage is that, in understanding their stakeholder environments, project managers and project management offices can more effectively manage within their network of stakeholder relationships to improve their ability to produce positive outcomes for the federally assisted project.
Stakeholders are entities that bear some form of risk as a result of having invested some form of resources (i.e. “project capital” – social, physical, human or financial), i.e. something of value to the project, or this capital is placed at risk as a result of a project’s activities.
Semantic, Epistemic and Logical frameworks
(Under construction)
The semantic, epistemic and logical frameworks for the concept of process in civil engineering projects have several dimensions. The problems are often due to interchangeable usages or lack of definition. Examples of this are lack of concepts such as "artifact" / "model", interchangeable usages such as function / process / workflow / procedure / routine and lack of definition such as process diagrams, maps and models, layers / levels.[1]
Semantic framework
The most important semantic issue to analyze first is the definition of process itself, particularly to differentiate the notion of process versus system versus model as well as process versus procedure.
Epistemic framework
No epistemic issues are analyzed in this article.
Logical framework
The logical framework for civil engineering processes has several key concepts. The first is establishing the logical framework for process as a tool/device for professional practice and then as a management tool and then as a useful part of project execution.
Practice frameworks in stakeholder management
Traditional design engineering is still pursued, but it is less and less isolated by trade-offs and optimization within a discipline-limited set of purely physical variables. This is nowhere more evident than in the linkages of design variables to economic considerations. Representations of interactions of product and process variables on costs have become central to product realization in many domains. Multi-attribute, multi-stakeholder design contexts, laced with uncertainties and rich in information, are the norm. The framing of critical design decisions across contributing disciplines is central to success in such contexts."[2]
PMIBoK
"A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project. Stakeholders may be actively involved in the project or have interests that may be positively or negatively affected by the performance or completion of the project. Different stakeholders may have competing expectations that might create conflicts within the project. Stakeholders may also exert influence over the project, its deliverables, and the project team in order to achieve a set of outcomes that satisfy strategic business objectives or other needs."[3]
"A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project. Stakeholders may be actively involved in the project or have interests that may be positively or negatively affected by the performance or completion of the project. Different stakeholders may have competing expectations that might create conflicts within the project. Stakeholders may also exert influence over the project, its deliverables, and the project team in order to achieve a set of outcomes that satisfy strategic business objectives or other needs." (PMI BoK, Sec. 2.2.1)
"Stakeholder identification is a continuous process throughout the entire project life cycle. Identifying stakeholders, understanding their relative degree of influence on a project, and balancing their demands, needs, and expectations are critical to the success of the project. Failure to do so can lead to delays, cost increases, unexpected issues, and other negative consequences including project cancellation." (PMI BoK, Sec. 2.2.1)
"Project stakeholders and stakeholder engagement are further defined in Section 13 on Project Stakeholder Management." (PMI BoK, Sec. 2.2.1)
ISO
American Society of Civil Engineers (ASCE)
(Under construction.)
Programmatic frameworks for Civil Engineering Processes
Office of Management and Budget (OMB)
(Under construction.)
Department of Defense (DOD)
(Under construction.)
Department of Energy (DOE)
(Under construction.)
Department of Transportation
Federal Aviation Administration (FAA)
(Under construction.)
Federal Transit Administration (FTA)
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Federal Highway Administration (FHWA)
(Under construction.)
Regulatory framework for Civil Engineering Processes
Legislative framework for Civil Engineering Processes
Working definition of the term
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Limitations of the definition
Within the project stakeholder term definition are more subcomponents such as (under construction).
Working definition of the term (2)
(Under construction.)
See also
Wiki article on Project stakeholder.
Notes
(Under construction.)
References
- ↑ Introduction to Business Process Management, Alan McSweeney, p. 77 of 551. Published 2010. Based on the Association of Business Process Management Professionals (ABPMP) Business Process Management Common Body of Knowledge (CBOK).
- ↑ "2. Decision Making in Engineering Design." in Theoretical Foundations for Decision Making in Engineering Design. Washington, DC: The National Academies Press, 2001, ISBN 0-309-54224-3. [1]
- ↑ PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed., Sec. 2.2.1.