The term ‘stakeholder management’ describes the policy towards all interest groups that have a stake in a company. Here, companies using a Stakeholder Management tool give their first-hand account of how this tool enables them to successfully measure, monitor and manage their stakeholders' performance. The experience of these companies highlights how across different sectors and countries strong customer relationships, committed employees and successful relationships with suppliers can be created to stay at the forefront of today’s global economy. Company contributions are complemented by expert articles about current business topics such as Performance Measurement, Balanced Scorecard and Data Mining methodologies.

The term ‘stakeholder management’ describes the policy towards all interest groups that have a stake in a company. Here, companies using a Stakeholder Management tool give their first-hand account of how this tool enables them to successfully measure, monitor and manage their stakeholders' performance. The experience of these companies highlights how across different sectors and countries strong customer relationships, committed employees and successful relationships with suppliers can be created to stay at the forefront of today’s global economy. Company contributions are complemented by expert articles about current business topics such as Performance Measurement, Balanced Scorecard and Data Mining methodologies.

In any activity an organisation undertakes, whether strategic, operational or tactical, the activity can only be successful with the input, commitment and support of its people - stakeholders. Gaining and maintaining the support and commitment of stakeholders requires a continuous process of engaging the right stakeholders at the right time and understanding and managing their expectations. Unfortunately, most organisations have difficulty implementing such culture change, and need assistance and guidance to implement a consistent process for identification and management of stakeholders and their changing expectations. As a continuous improvement process, stakeholder management requires understanding and support from everyone in the organisation from the CEO to the short-term contractor. This requires the concepts and practices of effective stakeholder management to become embedded in the culture of the organisation: 'how we do things around here', this book provides the 'road map' to help organisations achieve these objectives. The text has two specific purposes. Firstly, it is an 'how-to' book providing the fundamental processes and practices for improving stakeholder management in endeavours such as projects, and program management offices (PMO), it also gives guidance on organisational survival during mergers and acquisitions, preparing for the tender bidding, and marketing campaigns. Secondly, Lynda Bourne's book is for organisations that have recognised the importance of stakeholder engagement to their success, it is a guidebook for assessing their current maturity regarding implementation of stakeholder relationship management with a series of guidelines and milestones for achieving the preferred level of maturity.

The keys to project management success delivered by one of the world's most respected experts in the field Why do some project managers achieve their project goals while others fail? Drawing on his years of experience as a recognized global expert on project management and organizational change, author Tres Roeder answers that question, and lays out a proven path to project success. Focusing on the major differences between project management and other types of management—not least of them being the temporary nature of projects versus the repetitive nature of most managerial tasks—Roeder describes best practices in all key areas of managing project stakeholders. A recognized global expert on project management provides the foundational elements required for project management success Contributes toward the fulfillment of the continuing education required every three years to maintain PMP® accreditation Uses real-world scenarios and relevant case studies to present project management concepts to beginning and intermediate PMP®s Contains chapters on Leadership, Buy In, and Negotiation for more advanced project managers (PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)

What defines whether a project or programme is “good” or “bad”? When we’re striving for excellence in the execution of our projects and programmes, what do we mean? IPMA has given its extended definition in the PEB, the Project Excellence Baseline. This model is based on the well-known EFQM model, but is adapted to the field of project- and programme management and after over 10 years of use has been adapted to the model we’re using now.Table of Content: Foreword Executive summary Table of Contents 11 List of figures 14 List of tables 15 Abbreviations and acronyms 16 Terms and definitions 17 1. Introduction 21 1. 1. IPMA PEB links to IPMA OCB and IPMA ICB 24 2. Purposes and intended users 27 2.1. Purpose of the IPMA Project Excellence Baseline 27 2.2. Typical user groups of the IPMA PEB 28 3. The project in its context 33 3.1. What is a project? 33 3.1.1. The project in an organization 33 3.1.2. The project as a temporary organization 34 3.1.3. Processes in a project 35 3.2. A project in its external context 36 3.3. A project in its organisational context 38 3.3.1. Organisational context 38 3.3.2. Project governance 38 3.3.3. The project in the context of a programme and portfolio 39 4. Introducing project excellence 43 4.1. The concept of excellence 43 4.2. The concept of project excellence 44 4.3. Continuous improvement as a foundation for excellence 45 4.4. The role of sustainability 47 4.5. The role of leadership 50 4.6. The link between competence and excellence 51 5. Introduction to the Project Excellence Model 55 5.1. Principles behind the model design 55 5.2. Structure of the model 56 5.3. Areas of the model and interpretation of the overall results 57 5.4. Interactions between the areas of the model 60 5.5. Business value delivery using IPMA PEM 61 5.6. The model criteria 62 6. Assessment of project excellence 71 6.1. Purposes and approaches to the project excellence Assessment 71 6.2. Assessment of project excellence in a project life cycle 75 6.3. Scope of the assessment in projects, programmes and portfolios 77 6.4. The role and competences of project excellence assessors 82 6.5. The assessment process 84 6.6. Scoring approach 86 Annex A: Description of the Project Excellence Model 91 A. People & Purpose 92 B. Processes & Resources 102 C. Project Results 107 Annex B: Scoring tables for the IPMA Project Excellence Model 117 Scoring table for People & Purpose and Processes & Resources areas 118 Scoring table for Customer, Project Team and Other Stakeholder Satisfaction criteria 119 Scoring table for Project Results criteria 120 Annex C: The IPMA Global Project Excellence Award assessment and its benefits 121 The IPMA Global Project Excellence Award assessment 122 The IPMA Global Project Excellence Award benefits 125 References 127

Project Sponsorship—which includes case studies, checklists, and action plans—shows how project sponsors and project managers can develop the skills they need to manage successful projects. Randall L. Englund and Alfonso Bucero—experts in the field of project management—have written the definitive guide for educating all stakeholders in the nature of project sponsorship. They describe in detail the responsibilities of the project sponsor, from communications and liaison, selection and training, problem solving, mentoring, and feedback, to the review of project execution. The project sponsor and manager learn how to negotiate effectively with each other and the project team to achieve their commitments.

The fourth in Springer’s series on Stakeholder Management books, this volume looks back at the beginnings of Stakeholder Management and how it has developed into a fully-fledged system over the last 20 years. It also highlights the importance of a benchmarking database generated from several thousand case studies for comparing businesses. What’s more, international case studies look at the application of Stakeholder Management in a wide array of industries such as the automotive, public and hospitality sector as well as the consumer market. The reader benefits from a well-rounded account of articles that explain the entire process from data collection to the implementation of actions derived from result analysis.

This book captures best practice in construction stakeholdermanagement using a range of international case studies. Itdemonstrates stakeholder mapping, presents the power/interestmatrix and analyses a model for the timely engagement ofstakeholders. The increased use of partnering and other relational forms ofcontracting have underlined the need for project participants towork together and also to be aware of all those who can affect orbe affected by a project and its associated developments.Stakeholder management enables them to see this wider picture andprovides guidance for managing the diverse views and interests thatcan manifest in the course of a project’s life. All construction projects have the potential for conflicts ofinterest that can result in costly and damaging legal proceedings.This new book advocates an alternative to dispute resolution thatis proactive, practical and global in its application.Construction Stakeholder Management is therefore anessential text for advanced students, lecturers, researchers andpractitioners in the built environment.

No project management training? No problem! In today’s workplace, employees are routinely expected to coordinate and manage projects. Yet, chances are, you aren’t formally trained in managing projects—you’re an unofficial project manager. FranklinCovey experts Kory Kogon and Suzette Blakemore understand the importance of leadership in project completion and explain that people are crucial in the formula for success. This updated and revised edition of Project Management for the Unofficial Project Manager offers practical, real-world insights for effective project management and guides you through the essentials of the value, people, and project management process: Scope Plan Engage Track and Adapt Close If you’re struggling to ensure multiple projects are finished with high value and on time, this book is for you. If you manage projects without the benefit of a team, this book is also for you. Change the way you think about project management—"project manager" may not be your official title, but with the right strategies, you can excel in this project economy.

This book discusses the changes that world class organizations have made to achieve excellence in project management. Learn how these organizations refocused to accommodate a projects-based approach and how they plan, budget, complete and assess their "mission-critical" projects. The implementation of project management ideas and methods is leading to more efficient service delivery and production, more accurate budgeting, greater profitability, and improved stakeholder relationships world-wide, In Search of Excellence in Project Management shows how these benefits can be yours as well.