Evaluation of a Stakeholder Satisfaction-oriented Method for Prioritising Change Requests

2021 ◽  
Author(s):  
Roman Schmid ◽  
Samuel Fricker
Keyword(s):  
Stakeholder Satisfaction ◽  
Change Requests

The work has copy rights by 1st author.Factors Affecting Cost Estimation for Scrum Projects in terms of change requests

2020 ◽  
Author(s):  
shariq aziz butt ◽  
Tauseef Jamal
Keyword(s):  
Cost Estimation ◽  
Change Requests

The work is original and uploading for secure it from any kind of copy of intruders. Copy right licensed by 1st author.

scholarly journals Evaluation of a Streamlined Oncologist-Led BRCA Mutation Testing and Counseling Model for Patients With Ovarian Cancer

2018 ◽  
Vol 36 (13) ◽  
pp. 1300-1307 ◽  
Author(s):  
Nicoletta Colombo ◽  
Gloria Huang ◽  
Giovanni Scambia ◽  
Eva Chalas ◽  
Sandro Pignata ◽  
...  
Keyword(s):  
United States ◽  
Ovarian Cancer ◽  
Brca Mutation ◽  
The United States ◽  
Turnaround Time ◽  
Genetic Counselors ◽  
Stakeholder Satisfaction ◽  
Use Of Resources ◽  
Counseling Model ◽  
Testing And Counseling

Purpose There is a growing demand for BRCA1/ 2 mutation ( BRCAm) testing in patients with ovarian cancer; however, the limited number of genetic counselors presents a potential barrier. To facilitate more widespread BRCAm testing in ovarian cancer, pretest counseling by the oncology team could shorten testing turnaround times and ease the pressure on genetic counselors. Patients and Methods The prospective, observational Evaluating a Streamlined Onco-genetic BRCA Testing and Counseling Model Among Patients With Ovarian Cancer (ENGAGE) study evaluated a streamlined, oncologist-led BRCAm testing pathway. The analysis population comprised 700 patients with ovarian cancer at 26 sites in the United States, Italy, and Spain. The primary objectives were to assess turnaround time and, using questionnaires, to evaluate stakeholder satisfaction (patients, oncologists, and geneticists or genetic counselors) with the oncologist-led BRCAm testing pathway. Results The median overall turnaround time was 9.1 weeks (range, 0.9 to 37.1 weeks), with median turnaround times in the United States, Italy, and Spain of 4.1 weeks (range, 0.9 to 37.1 weeks), 20.4 weeks (range, 2.9 to 35.4 weeks), and 12.0 weeks (range, 2.0 to 36.7 weeks), respectively. Patient satisfaction with the oncologist-led BRCAm testing pathway was high, with > 99% of patients expressing satisfaction with pre- and post- BRCAm test counseling. Oncologist satisfaction with the BRCAm testing pathway was also high, with > 80% agreeing that the process for performing BRCAm testing worked well and that counseling patients on BRCAm testing was an efficient use of their time. Oncologists expressed higher levels of satisfaction with the BRCAm testing pathway than did geneticists or genetic counselors. Conclusion The results of the ENGAGE study demonstrate that an oncologist-led BRCAm testing process is feasible in ovarian cancer. Development of local BRCAm testing guidelines similar to the one used in this study could allow faster treatment decisions and better use of resources in the management of patients with ovarian cancer.

Managing the expectations of external stakeholders in construction projects

2017 ◽  
Vol 24 (5) ◽  
pp. 736-756 ◽  
Author(s):  
Albert P.C. Chan ◽  
Goodenough D. Oppong
Keyword(s):  
Construction Projects ◽  
Empirical Support ◽  
Bottom Line ◽  
Stakeholder Expectations ◽  
Content Type ◽  
Stakeholder Satisfaction ◽  
External Stakeholder ◽  
External Stakeholders ◽  
Management Project ◽  
Social Environmental

Purpose The consideration of external stakeholders has proven to be more critical than internal stakeholders in construction projects. The purpose of this paper is to present the diverse expectations of external stakeholder groups, i.e. governmental authorities, general public, and affected local communities, in construction projects. The practical steps to manage the expectations are also outlined. Design/methodology/approach A three-stage methodology was adopted for the review. The primary terms “stakeholder,” “project participants,” or “project environment” were first searched in four popularly search engines and eight top journals that publish construction research to retrieve publications. After a second-stage filtering process, the selected data were then analyzed and reviewed in line with the objectives. Findings In total, 49 common expectations were identified and classified. The results indicate that each stakeholder group pursues expectations in line with the social, environmental, and economic sustainability objectives. For effective management, project managers (PMs) must know stakeholder opportunities and threats, fulfill social responsibilities, establish common goals, apply appropriate strategies, and enhance stakeholder satisfaction. Research limitations/implications The identified expectations are only based on the selected publications. Even though the expectations have been categorized in line with the triple bottom line model, the relative importance of the expectations cannot be ascertained since there is no empirical support. Practical implications PMs can play safe by acknowledging the stakeholder expectations and employ such strategies to curtail resulting impacts and maximize mutual benefits. The list of expectations could also be used to promote equitable value optimization in projects, enhance needs fulfillment, and facilitate the evaluation of external stakeholder satisfaction. Originality/value This study provides a comprehensive checklist of construction stakeholder expectations which hitherto, is lacked in the literature. Moreover, practical steps to manage the expectations of external stakeholders have been discussed.

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