TAILIEUCHUNG - Project Management: From Genesis to Content to Classification

A stakeholder is an individual or a group that has an interest in the program, its outcomes or benefits. Stakeholder engagement is the process of identifying and communicating effectively with those people or groups who have an interest or influence on the project’s outcome. Effective communication with key stakeholders, both internal and external, is essential to the program’s success. The development of the Stakeholder Engagement Strategy addresses the vital role of engaging, informing and managing stakeholders in the achievement of public policy. It seeks to ensure that key stakeholders and their interests are identified and strategies are. | Project Management From Genesis to Content to Classification Aaron J. Shenhar Professor of Technology Management and James J. Renier Visiting Chair Center for the Development of Technological Leadership University of Minnesota MN R. Max Wideman Fellow PMI AEW Services Vancouver BC This paper is the first of a series of six papers describing the search for a best practices linkage from project classification through management style to project success. It represent part of the research conducted between 1992 and 1998. This paper was presented to an INFORMS Conference in Washington DC in May 1996 and briefly reviews the genesis of modern project management and its scope in today s business and technical environment. Background Change at a seemingly ceaseless increase in pace is recognized today as one of management s greatest challenges. Consequently management focus is shifting from traditional routine enterprise management to one of capturing needed competitive change through establishing a project or a program of projects. Competitive change and projects are synonymous but to be successful different projects require different management approaches. Therefore we need to establish an effective classification for both the scope of project management and for different types of project. Table 1 - A Hierarchy of Management Orientation shows the consequential implications of shifting focus from one to the other. Enterprise Project Direction Goals Continuity defined by -sets of Objectives Purpose Change defined by -sets of programs Objectives defined through strategies Programs defined through -sets of Projects Process Strategies achieved through -Tactics Projects achieved through -sets of Tasks Tactics achieved through -consistent Activities Tasks achieved through -variable Effort Activities result in -continuous product Effort results in -unique product Characteristic In-finite Finite Table 1 - A Hierarchy of Management Orientation Historically projects have been .

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