Project success and failure is related to stakeholders' perceptions of the value created by the project and the nature of their relationship with the project team. It is strongly influenced by both the expectations and perceptions of the stakeholders, and the capability and willingness of project managers to effectively manage these relationships within the organisation's political environment. The Stakeholder Circle(R) is based on the premise that a project can only exist with the informed consent of its stakeholder ...
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Project success and failure is related to stakeholders' perceptions of the value created by the project and the nature of their relationship with the project team. It is strongly influenced by both the expectations and perceptions of the stakeholders, and the capability and willingness of project managers to effectively manage these relationships within the organisation's political environment. The Stakeholder Circle(R) is 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 for the benefit of the project. The new approaches to project relationship management implicit in the Stakeholder Circle(R) methodology and visualisation tool will benefit organisations and their managers at all levels through improving the chances of project success.
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Add this copy of Project Relationship Management and the Stakeholder to cart. $92.13, new condition, Sold by Books2anywhere rated 5.0 out of 5 stars, ships from Fairford, GLOUCESTERSHIRE, UNITED KINGDOM, published 2010 by LAP Lambert Academic Publishing.
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PLEASE NOTE, WE DO NOT SHIP TO DENMARK. New Book. Shipped from UK in 4 to 14 days. Established seller since 2000. Please note we cannot offer an expedited shipping service from the UK.
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