Project stakeholder management:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Farnham, Surrey, England
Gower
[2013]
|
| Schriftenreihe: | Fundamentals of project management
|
| Schlagworte: | |
| Online-Zugang: | TUBA1 TUM01 URL des Erstveröffentlichers |
| Beschreibung: | 1 Online-Ressource (101 Seiten) |
| ISBN: | 9781409404385 1409404382 9781409484462 1409484467 |
Internformat
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| 245 | 1 | 0 | |a Project stakeholder management |c Pernille Eskerod and Anna Lund Jepsen |
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| 490 | 0 | |a Fundamentals of project management | |
| 505 | 8 | |a Includes bibliographical references (p. [95]-98) and index | |
| 505 | 8 | |a Introduction -- Concepts and issues behind project stakeholder management -- What motivates project stakeholders to contribute? -- Methods for stakeholder analysis -- Planning project stakeholder management -- Ethical issues -- Easy to understand, difficult to master : mini cases -- Case 1: The new design concept -- Case 2: The textbook -- Case 3: The copenhagen elephant parade -- Case 4: The formal partnership process -- Reference list -- Index | |
| 505 | 8 | |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 though 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 | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Project Management |2 bisacsh | |
| 650 | 7 | |a TECHNOLOGY & ENGINEERING / Project Management |2 bisacsh | |
| 650 | 7 | |a Customer services / Management |2 fast | |
| 650 | 7 | |a Project management |2 fast | |
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Datensatz im Suchindex
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| any_adam_object | |
| author | Eskerod, Pernille |
| author_GND | (DE-588)1026458412 |
| author_facet | Eskerod, Pernille |
| author_role | aut |
| author_sort | Eskerod, Pernille |
| author_variant | p e pe |
| building | Verbundindex |
| bvnumber | BV042740527 |
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| contents | Includes bibliographical references (p. [95]-98) and index Introduction -- Concepts and issues behind project stakeholder management -- What motivates project stakeholders to contribute? -- Methods for stakeholder analysis -- Planning project stakeholder management -- Ethical issues -- Easy to understand, difficult to master : mini cases -- Case 1: The new design concept -- Case 2: The textbook -- Case 3: The copenhagen elephant parade -- Case 4: The formal partnership process -- Reference list -- Index 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 though 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 |
| ctrlnum | (ZDB-4-NLEBK)504481 (OCoLC)820959077 (DE-599)BVBBV042740527 |
| dewey-full | 658.4/04 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/04 |
| dewey-search | 658.4/04 |
| dewey-sort | 3658.4 14 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV042740527 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-10T07:08:36Z |
| institution | BVB |
| isbn | 9781409404385 1409404382 9781409484462 1409484467 |
| language | English |
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| owner_facet | DE-91 DE-BY-TUM DE-83 |
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| publishDate | 2013 |
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| publisher | Gower |
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| series2 | Fundamentals of project management |
| spelling | Eskerod, Pernille Verfasser aut Project stakeholder management Pernille Eskerod and Anna Lund Jepsen Farnham, Surrey, England Gower [2013] 1 Online-Ressource (101 Seiten) txt rdacontent c rdamedia cr rdacarrier Fundamentals of project management Includes bibliographical references (p. [95]-98) and index Introduction -- Concepts and issues behind project stakeholder management -- What motivates project stakeholders to contribute? -- Methods for stakeholder analysis -- Planning project stakeholder management -- Ethical issues -- Easy to understand, difficult to master : mini cases -- Case 1: The new design concept -- Case 2: The textbook -- Case 3: The copenhagen elephant parade -- Case 4: The formal partnership process -- Reference list -- Index 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 though 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 BUSINESS & ECONOMICS / Project Management bisacsh TECHNOLOGY & ENGINEERING / Project Management bisacsh Customer services / Management fast Project management fast Wirtschaft Project management Customer services Management Projektmanagement (DE-588)4047441-0 gnd rswk-swf Stakeholder (DE-588)4300861-6 gnd rswk-swf Stakeholder (DE-588)4300861-6 s Projektmanagement (DE-588)4047441-0 s DE-604 Lund Jepsen, Anna 1963- Sonstige (DE-588)1026458412 oth Erscheint auch als Druck-Ausgabe, Paperback 978-1-4094-0437-8 Erscheint auch als Druck-Ausgabe, Paperback 1-4094-0437-4 http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=504481 Aggregator URL des Erstveröffentlichers Volltext |
| spellingShingle | Eskerod, Pernille Project stakeholder management Includes bibliographical references (p. [95]-98) and index Introduction -- Concepts and issues behind project stakeholder management -- What motivates project stakeholders to contribute? -- Methods for stakeholder analysis -- Planning project stakeholder management -- Ethical issues -- Easy to understand, difficult to master : mini cases -- Case 1: The new design concept -- Case 2: The textbook -- Case 3: The copenhagen elephant parade -- Case 4: The formal partnership process -- Reference list -- Index 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 though 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 BUSINESS & ECONOMICS / Project Management bisacsh TECHNOLOGY & ENGINEERING / Project Management bisacsh Customer services / Management fast Project management fast Wirtschaft Project management Customer services Management Projektmanagement (DE-588)4047441-0 gnd Stakeholder (DE-588)4300861-6 gnd |
| subject_GND | (DE-588)4047441-0 (DE-588)4300861-6 |
| 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 | BUSINESS & ECONOMICS / Project Management bisacsh TECHNOLOGY & ENGINEERING / Project Management bisacsh Customer services / Management fast Project management fast Wirtschaft Project management Customer services Management Projektmanagement (DE-588)4047441-0 gnd Stakeholder (DE-588)4300861-6 gnd |
| topic_facet | BUSINESS & ECONOMICS / Project Management TECHNOLOGY & ENGINEERING / Project Management Customer services / Management Project management Wirtschaft Customer services Management Projektmanagement Stakeholder |
| url | http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=504481 |
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