A framework for improving the recognition of project teams as key stakeholders in information and communication technology projects

Q3 Business, Management and Accounting

International Journal of Project Organisation and Management Pub Date : 2019-10-11 DOI:10.1504/ijpom.2019.10024593

R. Hans, Ernest Mnkandla

引用次数: 4

Abstract

Project teams, as key project stakeholders and knowledge contributors, play an important role in the success of projects in the field of information and communication technology. However, research studies have shown that project managers pay little attention to the needs and concerns of these key stakeholders, resulting in project teams becoming 'forgotten' key stakeholders. This neglect has resulted in a number of challenges in projects in this field, including high turnover of team members. Therefore, the primary aim of this paper is to address this neglect of attention given to project teams by project managers and thus not treating them as project key stakeholders. To achieve this objective, a framework informed by the project stakeholder management strategy framework, and feedback from project managers and their project teams who were interviewed during the data collection for this study, was developed.

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在资讯及通讯科技项目中，提高对项目团队作为主要利益相关者的认识的框架

项目团队作为项目的关键利益相关者和知识贡献者，在信息通信技术领域的项目成功中发挥着重要作用。然而，研究表明，项目经理很少关注这些关键干系人的需求和关注，导致项目团队成为“被遗忘的”关键干系人。这种忽视导致了该领域项目中的许多挑战，包括团队成员的高流动率。因此，本文的主要目的是解决项目经理对项目团队的忽视，从而没有将他们视为项目的关键干系人。为了实现这一目标，开发了一个框架，该框架由项目利益相关者管理战略框架和项目经理及其项目团队的反馈所通知，这些项目经理和他们的项目团队在本研究的数据收集期间接受了采访。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

International Journal of Project Organisation and Management Business, Management and Accounting-Strategy and Management

CiteScore

1.30

自引率

0.00%

发文量

期刊介绍： The aim of IJPOM is to attract contributions, and especially case studies, from a wide spectrum of academics and practitioners. As managers and business schools are increasingly placing increasing emphasis on strategy implementation issues, a project management approach will undoubtedly become more compelling and thus more acceptable in a wide range of fields. Readership IJPOM''s readership will come from professionals and managers dealing with project management on a daily basis. It also includes academics and researchers from various fields (business administration, economics and social sciences) concerned with the topic as well as policy makers and project planners in the field of business, commerce and industry. Contents IJPOM publishes original, theoretical, conceptual and empirical papers on a wide range of issues about project management. It also includes best practice examples as well as technical reports on the latest project management tools. Topics covered include Pre-project activities Project proposals/initial analysis, conception/design, management models Post-deployment review/documentation Engineering, production, service, construction projects Public sector programmes/campaigns, public/private sector partnerships Consultancy projects, public relations campaigns Mergers/acquisitions, outsourcing, alliances Particular events, humanitarian aid programmes, disasters projects Virtual projects, web-based PM, open-ended projects Communication/collaboration, negotiation skills, risk assessment/management Current/emerging standards, facilities/equipment support, quality assurance/testing Goals/objectives setting, budgeting, time/cost estimating HRM challenges, staffing, organisation change projects Opportunity management, marketing/branding strategies, measurement/metrics Project coordination/scheduling/governance, knowledge management.