國立虎尾科技大學 |

Perspectives of Project Managers on Stakeholder Management : = A Qualitative Case Study on Long-Term Project Success.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Perspectives of Project Managers on Stakeholder Management :/
其他題名:	A Qualitative Case Study on Long-Term Project Success.
作者:	Melton, Dwayne K.
面頁冊數:	1 online resource (97 pages)
附註:	Source: Dissertation Abstracts International, Volume: 79-05(E), Section: A.
Contained By:	Dissertation Abstracts International79-05A(E).
標題:	Management. -
電子資源:	click for full text (PQDT)
ISBN:	9780355590920

Perspectives of Project Managers on Stakeholder Management : = A Qualitative Case Study on Long-Term Project Success.
Melton, Dwayne K.

Perspectives of Project Managers on Stakeholder Management :A Qualitative Case Study on Long-Term Project Success. - 1 online resource (97 pages)

Source: Dissertation Abstracts International, Volume: 79-05(E), Section: A.

Thesis (D.B.A.)

Includes bibliographical references

Project Management has traditionally defined project success as a completed project that meets the scope requirements within the boundaries of budget and time allotment. However, there are definite instances of perceived project success in projects that violate those constraints. Research indicates the level of stakeholder satisfaction may override the conventional success factors. The specific problem of interest is that the perspectives of project managers regarding the impact of stakeholder management on long-term project success are not currently well understood. The purpose of this qualitative instrumental multiple case study is to assess the perspectives of project managers on the impact of stakeholder management in the context of long-term project success. An instrumental case study design was used to provide an overview to prioritize stakeholder engagement, review role clarity for project success, and to analyze the use of multiple internal and external stakeholders during a project life cycle over multiple phases. Semi-structured interviews were conducted with 10 project managers to build case reports to assess the impact of stakeholder management. Each case was approached as complete to allow the researcher to learn the most from each participant. After the analysis of each participant is finalized, a cross-case analysis was conducted and analyzed in light of the research questions. The participants' identities and identifying remarks were protected by randomly assigned codes, and the study was conducted under the purview and authority of an Institutional Review Board (IRB) process.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355590920Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Perspectives of Project Managers on Stakeholder Management : = A Qualitative Case Study on Long-Term Project Success.
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504 $a Includes bibliographical references
520 $a Project Management has traditionally defined project success as a completed project that meets the scope requirements within the boundaries of budget and time allotment. However, there are definite instances of perceived project success in projects that violate those constraints. Research indicates the level of stakeholder satisfaction may override the conventional success factors. The specific problem of interest is that the perspectives of project managers regarding the impact of stakeholder management on long-term project success are not currently well understood. The purpose of this qualitative instrumental multiple case study is to assess the perspectives of project managers on the impact of stakeholder management in the context of long-term project success. An instrumental case study design was used to provide an overview to prioritize stakeholder engagement, review role clarity for project success, and to analyze the use of multiple internal and external stakeholders during a project life cycle over multiple phases. Semi-structured interviews were conducted with 10 project managers to build case reports to assess the impact of stakeholder management. Each case was approached as complete to allow the researcher to learn the most from each participant. After the analysis of each participant is finalized, a cross-case analysis was conducted and analyzed in light of the research questions. The participants' identities and identifying remarks were protected by randomly assigned codes, and the study was conducted under the purview and authority of an Institutional Review Board (IRB) process.
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