Managing Stakeholders In Software Development Projects

Overview

As stakeholder relationships and business in general have become increasingly central to the unfolding of stakeholder thinking, important new topics have begun to take centre stage in both the worlds of practitioners and academics. The role of project management becomes immeasurably more challenging, when stakeholders are no longer seen as simple objects of managerial action but rather as subjects with their own objectives and purposes.

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Managing Stakeholders in Software Development Projects

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Overview

As stakeholder relationships and business in general have become increasingly central to the unfolding of stakeholder thinking, important new topics have begun to take centre stage in both the worlds of practitioners and academics. The role of project management becomes immeasurably more challenging, when stakeholders are no longer seen as simple objects of managerial action but rather as subjects with their own objectives and purposes.

This book will aim to explain some of the complexities of project management and managerial relationships with stakeholders by discussing the practice of stakeholder engagement, dialog, measurement and management and the consequences of this practice for reporting and productivity, and performance within project management.

As stakeholder relationships and business in general have become increasingly central to the unfolding of stakeholder thinking, important new topics have begun to take centre stage in both the worlds of practitioners and academics. The role of project management becomes immeasurably more challenging, when stakeholders are no longer seen as simple objects of managerial action but rather as subjects with their own objectives and purposes.

This book will aim to explain some of the complexities of project management and managerial relationships with stakeholders by discussing the practice of stakeholder engagement, dialog, measurement and management and the consequences of this practice for reporting and productivity, and performance within project management. Covers new concerns and emerging concepts in stakeholder management

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Product Details

  • ISBN-13: 9780750664554
  • Publisher: Taylor & Francis
  • Publication date: 12/1/2004
  • Series: Computer Weekly Professional Series
  • Pages: 208
  • Product dimensions: 7.00 (w) x 10.00 (h) x 0.42 (d)

Meet the Author

John McManus is a practising manager, speaker, teacher and consultant and author in the fields of strategy, project management, software development, business reengineering, total quality management, and change management. A senior manager, John has 15 years front-line software, project, and general management experience. He has managed the development of a variety of software projects, utilizing Rapid Application Development, Structured Software Analysis Design Method, PRINCE and other software led project methodologies. He has managed large project teams and is responsible for providing independent assessments on numerous software projects. He is a Fellow of the Royal Society, a professional member of the British Computer Society, a Chartered Software Engineer and holds degrees from Manchester and London Universities.

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Table of Contents

Stakeholders and the Context of Project Management: Software project management; The nature of stakeholder theory; The principles of stakeholder management; Key questions in stakeholder management; Summary of key points; Chapter reading; Stakeholders within the Project Environment: The identification of stakeholders and their roles; The classification and characteristics of stakeholders; The involvement of stakeholders in projects; Summary of key points; Chapter reading; Capability and Stakeholder Management: Resources and issues management; Capability and Stakeholder Management; Defining stakeholder commitment; Defining stakeholder interests; Defining stakeholder power; Predicting stakeholder problems; Addressing stakeholder information needs; Summary of key points; Chapter reading; Instruments of Stakeholder Analysis: Review on stakeholder analysis; Stakeholder values and behaviours; Conflict and loyalties; Ethics in stakeholder relationships; Central ethical issues; Central ethical issues; Legitimacy and project governance; Managing stakeholder adjustments; The role of communication; Summary of key points; Chapter reading; Building and Assessing Collaborative Stakeholder Relationships: Collaborative stakeholder relationships; Obstacles to stakeholder collaborations; Collaborative stakeholder strategies; Stakeholder recognition and reward systems; Opportunity and stakeholder costs; Summary of key points; Chapter reading; A Framework for Analysing and Evaluating Performance: Establishing project boards and review committees; Measuring contribution and performance; Qualifying risk and utilising stakeholder reviews; Contingency planning; Lessons learned (and peer appraisal); Summary of key points; Chapter reading; Selected Essays in Stakeholder Management: Software stakeholder management; Stakeholder Management; Trends in Stakeholder Management and Measurement in the Public Sector; Glossary

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