Challenges and Success Factors of Stakeholder Management in Metropolitan, Municipal and District Assemblies (MMDA’s)

This study sought to investigate the prominent barriers to effective communication and stakeholder management in project teams. Specifically, this study examined the role of management frameworks currently utilized by organizations and their efficiency in supporting team collaboration, conflict management, and stakeholder management in project environments. The study utilized a two-prong research methodology to identify and to analyze current literature related to the scope and objective of this study. The study first deployed an exploratory and unstructured literature review and then a structured literature review to identify the pool of relevant articles and content. A systematic review was then performed to reduce the body of literature down to the critical few that could serve as the basis for the study's analysis. The results revealed the inadequacies of management frameworks in promoting healthy relationships between project managers and stakeholders. Furthermore, the study exposes a gap between formal communications planning, the actual execution, the implementation of the plan, and the poor implementation of organizational processes. The results also show the common types of conflict, the positive and negative effects that these have on project environments, project success, and the critical success factors in stakeholder management. In addition to identifying barrier and shortcomings, this article sheds light on improvement areas that will have the most significant effect on project success. The literature synthesis reveals the importance of soft skill in communication management. The results suggest that much work remains to be done by the organization to train and prepare managers in building relationships and developing soft skills. The literature has demonstrated that perception, values, team cohesion, the willingness to share, trust, and healthy relationships are most influential in project success, but in practice, the latter is not applied. In conclusion, this area needs improvement and further investigation.

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CRITICAL SUCCESS FACTORS FOR ENHANCED STAKEHOLDER MANAGEMENT IN GHANA

Socioeconomica ◽

10.12803/sjseco.51001 ◽

2016 ◽

Vol 5 (10) ◽

pp. 153-170 ◽

Cited By ~ 3

Author(s):

Eyiah-Botwe E. ◽

◽

Aigbavboa C.O. ◽

Thwala W.D. ◽

◽

...

Keyword(s):

Critical Success Factors ◽

Success Factors ◽

Stakeholder Management ◽

Critical Success

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Stakeholder management in prefabricated prefinished volumetric construction projects: benchmarking the key result areas

Built Environment Project and Asset Management ◽

10.1108/bepam-02-2020-0025 ◽

2020 ◽

Vol 10 (3) ◽

pp. 407-421

Author(s):

Ibrahim Yahaya Wuni ◽

Geoffrey Qiping Shen

Keyword(s):

Information Sharing ◽

Construction Projects ◽

Quantitative Research ◽

Success Factors ◽

Stakeholder Management ◽

Stakeholder Analysis ◽

Content Type ◽

Body Of Knowledge ◽

Building Systems ◽

Structured Questionnaire

PurposePrefabricated prefinished volumetric construction (PPVC) projects are industrialized building systems that are co-created. Thus, effective management of the involved stakeholders is required to ensure project success. However, knowledge of how best to manage the diverse stakeholders in PPVC projects is limited. This research identified and prioritized the success factors or key result areas (KRAs) for the effective stakeholder management (SM) in PPVC projects.Design/methodology/approachA quantitative research design was implemented involving a literature review and structured questionnaire survey with international PPVC experts. The research identified and statistically analysed 12 KRAs for SM in PPVC projects.FindingsAnalysis showed that the top three KRAs for SM in PPVC projects include: effective working collaboration, communication and information sharing among participants; effective coordination of the PPVC supply chain segments; and early involvement of relevant stakeholders in the PPVC project. A factor analysis clustered the 12 KRAs into stakeholder analysis and early involvement, effective communication and information sharing and stakeholder interest integration and conflict management.Practical implicationsThe paper identified and prioritized the KRAs required for the effective SM in PPVC projects. To practitioners, the results may serve as decision support on the key areas to focus to ensure effective SM in PPVC projects and may guide the efficient allocation of limited resources.Originality/valueThis research constitutes the first exclusive attempt at identifying and benchmarking the generic KRAs required for effective SM in PPVC projects and contributes to the SM body of knowledge in industrialized construction.

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Critical success factors for implementing design-build: analysing Malaysian public projects

Journal of Engineering Design and Technology ◽

10.1108/jedt-08-2020-0321 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Zheng Ping Lee ◽

Rahimi A. Rahman ◽

Shu Ing Doh

Keyword(s):

Construction Projects ◽

Critical Success Factors ◽

Success Factors ◽

Stakeholder Management ◽

Test Analysis ◽

Content Type ◽

Public Projects ◽

Critical Success ◽

Design Build ◽

Survey Responses

Purpose The success rate of design-build (D-B) implementation in Malaysia’s private construction projects is low compared to the nation’s public projects. Thus, the purpose of this paper is to investigate the critical success factors (CSFs) for D-B implementation in Malaysian public construction projects. Design/methodology/approach To achieve the research objectives, 111 questionnaire survey responses from construction-related professionals were collected and analysed using multivariate analysis, including t-test, analysis of variance (ANOVA) and factor analysis. Findings The results indicate that while the client’s briefing effectiveness remained the top CSF among many nations, the other top CSFs in Malaysia D-B construction projects vastly differed compared to those countries. Moreover, the underlying components for successful D-B projects in Malaysia include the project management team, leader competency and “stakeholder” management. Originality/value This is one of the first studies that identify the CSFs for D-B implementation in the Malaysian construction industry. The outcomes provide a valuable reference and resource for academic scholars and construction practitioners to increase D-B implementation in the Malaysian private sector.

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EXPLORING CRITICAL SUCCESS FACTORS FOR STAKEHOLDER MANAGEMENT IN CONSTRUCTION PROJECTS

Journal of Civil Engineering and Management ◽

10.3846/1392-3730.2009.15.337-348 ◽

2009 ◽

Vol 15 (4) ◽

pp. 337-348 ◽

Cited By ~ 95

Author(s):

Jing Yang ◽

Geoffrey Qiping Shen ◽

Manfong Ho ◽

Derek S. Drew ◽

Albert P. C. Chan

Keyword(s):

Construction Projects ◽

Critical Success Factors ◽

Success Factors ◽

Assessment Tool ◽

Stakeholder Management ◽

Project Managers ◽

Pilot Studies ◽

Five Dimensions ◽

Social Responsibilities ◽

Critical Success

With a focus on different aspects of stakeholder management, various sets of critical success factors (CSFs) have been suggested in the literature. It is crucial to explore the relative importance and groupings of these factors. This paper aims to identify CSFs associated with stakeholder management in construction projects, and explore their ranking and underlying relationship. 15 CSFs were identified through a literature review, and consolidated by interviews and pilot studies with professionals in construction industry. A questionnaire instrument containing these 15 CSFs was sent out to project managers in Hong Kong, and 183 completed questionnaires were retrieved. The top three ranked factors for stakeholder management were “managing stakeholders with social responsibilities”, “assessing the stakeholders’ needs and constraints to the project”, and “communicating with stakeholders properly and frequently”. Using factor analysis and considering the high importance of the factor “managing stakeholders with social responsibilities”, the 15 CSFs were grouped into five dimensions namely, precondition factor, stakeholder estimation, information inputs, decision making, and sustainable support. All these five groupings and their relationship were included in a framework for successful stakeholder management in construction projects. These findings help to clarify what the high prioritized factors are, and could also be used as an assessment tool to evaluate the performance of stakeholder management and thus help to identify areas for improvement. Santrauka Atsižvelgiant į skirtingus suinteresuotųjų šalių valdymo aspektus, literatūroje siūlomi įvairūs kritinių sėkmės veiksnių (KSV) kompleksai. Svarbiausia yra sugrupuoti šiuos veiksnius ir nustatyti jų santykinį reikšmingumą. Šio straipsnio tikslas – nustatyti KSV, susijusius su suinteresuotųjų šalių valdymu statybos projektuose, išnagrinėti jų prioritetus ir pagrindinius tarpusavio ryšius. 15 KSV buvo nustatyta remiantis literatūros analize, statybos šakos profesionalų apklausomis ir eksperimentinėmis studijomis. Projektų valdytojams Honkonge išsiųstas klausimynas ir gauti 183 atsakymai. Trys aukščiausiai įvertinti veiksniai: projektų dalyvių socialinė atsakomybė, suinteresuotųjų šalių poreikių ir apribojimų įvertinimas, tinkamas ir dažnas bendradarbiavimas su suinteresuotomis šalimis. Naudojantis veiksnių analize ir atsižvelgiant į tai, kad socialinės atsakomybės rodiklis vertinamas kaip labai reikšmingas, 15 KSV suskirstyti į 5 grupes: išankstinių veiksnių, suinteresuotųjų grupių nustatymo, informacijos rinkimo, sprendimų priėmimo ir subalansuotos paramos. Visos šios grupės bei jų ryšiai buvo įtraukti į sistemą, skirtą sėkmingam suinteresuotųjų šalių valdymui statybos projektuose. Šie duomenys padeda paaiškinti, kokiems veiksniams suteikiamas prioritetas ir gali būti naudojami suinteresuotųjų šalių valdymo įgyvendinimui įvertinti bei tobulintinoms sritims nustatyti.

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SUCCESS FACTORS FOR STAKEHOLDER MANAGEMENT FOR PUBLIC-PRIVATE PARTNERSHIPS INFRASTRUCTURE PROJECTS

Built Environment Journal ◽

10.24191/bej.v17i2.8869 ◽

2020 ◽

Vol 17 (2) ◽

pp. 1

Author(s):

Sakinah Khalidah Kaharuddin ◽

Hamimah Adnan ◽

Har Einur Azrin Baharuddin

Keyword(s):

Stakeholder Engagement ◽

Qualitative Methodology ◽

Success Factors ◽

Stakeholder Management ◽

Action Plan ◽

Public Private Partnerships ◽

Clear Understanding ◽

Management Process ◽

Infrastructure Projects ◽

Structured Interviews

Public-Private Partnership (PPP) has been identified as a procurement method that brings the public and private sectors together to facilitate the delivery of infrastructure projects and services. PPP manages complex projects and involves multiple stakeholders. Stakeholders in the PPP project need to be properly managed to achieve the project goals, minimising risk and accommodate stakeholder interest. Stakeholder management is about the relationship between organisation and its stakeholders. Poor management of stakeholder could lead to project failure. This paper aims to identify the success factors for stakeholder management in PPP infrastructure projects in Malaysia. A qualitative methodology which involved structured interviews with expert panels in PPP was conducted to validate the stages obtained from the primary and secondary data. The findings highlighted on the four (4) stakeholder management stages which involves stakeholder analysis, stakeholder engagement, stakeholder management action plan and stakeholder management monitoring. The needs for a having a clear understanding of the role of the project among stakeholders is crucial. Good stakeholder engagement is an essential part of project stakeholders’ engagement. It also appears that the regulatory plan would be implication to contribute stakeholder management to achieve the success of PPP project. In addition, stakeholder must monitor the work on site in order to achieve project success. The success factors towards achieving a successful stakeholder management process have been identified. Improvement in these stages will lead towards better presentation and improvement of the success factors of stakeholder management process in PPP infrastructure projects in Malaysia.Keywords: Stakeholder Management; Public-Private Partnerships, Stakeholder Management stages

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What Determines the Success of Culture-Led Regeneration Projects in China?

Sustainability ◽

10.3390/su11184847 ◽

2019 ◽

Vol 11 (18) ◽

pp. 4847 ◽

Cited By ~ 1

Author(s):

Tao Yu ◽

Qi Tang ◽

Yongxiang Wu ◽

Yaowu Wang ◽

Zezhou Wu

Keyword(s):

Sustainable Development ◽

Success Factors ◽

Stakeholder Management ◽

Effective Means ◽

Cultural Development ◽

The Body ◽

City Image ◽

The Sustainable Development ◽

Critical Success ◽

Planning Methods

Culture-led regeneration projects (CRPs) have been identified as an effective means for enhancing the sustainable development of cities. Related topics have been investigated; however, relatively little information is known about what factors are critical for achieving success in these kinds of regeneration projects. Based on a literature review and five case studies, this study contributes to the body of knowledge by identifying 25 critical success factors (CSFs) for managing CRPs in China. A questionnaire survey was designed to evaluate the relative importance of these factors from practitioners’ and researchers’ perspectives. In addition, a factor analysis was carried out to group these CSFs into five categories, namely government policies and culture-led regeneration strategies, stakeholder management and financing support, technical solutions for CRPs, social security, and industry development. The results demonstrated that cultural value management, integrating cultural development with urban planning, adopting sustainable development principles, reconstructing the city image and brand, and the availability of culture-led planning methods played the most important roles in the success of CRPs. The findings of this study can help practitioners enhance their regeneration project performance.

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Influence of Critical Success Factors over the Performance of Infrastructure Projects in Qatar

10.29117/quarfe.2021.0187 ◽

2021 ◽

Author(s):

Maryam Hussain Abal-Seqan ◽

Shaligram Pokharel ◽

Khalid Kamal Naji

Keyword(s):

Critical Success Factors ◽

Success Factors ◽

Stakeholder Management ◽

Project Performance ◽

Project Delivery ◽

Management Support ◽

Design Development ◽

Top Management Support ◽

Critical Success ◽

Project Success Criteria

This thesis focuses on developing an understanding of factors that can help in increasing the project performance in Qatar and elsewhere. The understanding leads to focus on factors in the design, development and operation of the project. This research identifies 23 critical success factors in four different groups: top management support, project manager’s skills, project team’s skills, and stakeholder management knowledge. The work also identifies four main project success criteria: project delivery on time, within the budget, with the expected quality, and meeting stakeholder's satisfaction.

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