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A Governance Framework for Managing and Engaging Project Stakeholders

SECOND EDITION

Aurangzeb Z. Khan1, Miroslaw Skibniewski2, John H. Cable3

1: Department of Management Sciences, COMSATS Institute of Information Technology, Islamabad, Pakistan;

2: Project Management Center for Excellence, A. James A. Clark School of Engineering, University of Maryland, College Park, MD, USA;

3: Project Management Center for Excellence, A. James Clark School of Engineering, University of Maryland, College Park, MD, USA
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This paper is the result of a collaborative effort between the University of Maryland’s Project Management Center for Excellence and the Department of Management Sciences at COMSATS Institute of Information Technology in Islamabad, Pakistan. It constitutes the first in a series of research articles by the authors which will examine diverse themes relating to the important and evolving subject area of project stakeholder management and engagement.

Abstract

Stakeholders have emerged as a major force to be reckoned with on projects. Organizations have become increasingly aware over time that careful management and engagement of project stakeholders goes hand in hand with a higher likelihood of project success. However, neither academics nor practitioners of project management have developed a comprehensive all-inclusive and dynamic source of reference for managing and engaging stakeholders on projects undertaken in and by organizations.

Based on decades of project experience, and their theoretical and empirical research on project stakeholders, the authors unveil in this paper their governance framework designed to help organizations address all salient aspects and considerations relating to the management and engagement of all stakeholders on their projects. Encompassing four component levels, the framework’s fundamental objective is to ensure that projects stand a higher chance of success and deliver multi-dimensional and sustainable benefits to as many stakeholders as much as possible.

Introduction

Stakeholders are central to all projects in all categories and levels of complexity. They exist across space and time: No project in history has been “stakeholder-less”. All projects are conceived, initiated, planned, executed, controlled, monitored and evaluated by stakeholders for stakeholders. In fact, all projects revolve primarily around their stakeholders, more so than they do around the “iron triangle” conventional parameters of goal/scope, cost and schedule.

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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 1st Annual University of Maryland Project Management Symposium in College Park, Maryland, USA and included in the conference Proceedings in June 2014. It is republished here with permission of the author and the Project Management Center for Excellence at the University of Maryland.

About the Authors

pmwj26-sep2014-Khan-AUTHOR1 KHANDr. Aurangzeb Z. Khanflag-pakistan

COMSATS Institute of Information Technology

Islamabad, Pakistan

Dr. Aurangzeb Z. Khan is an Assistant Professor in the Department of Management Sciences at the COMSATS Institute of Information Technology in Islamabad, Pakistan. He introduced Pakistan’s first master degree program in project management at his university in the fall semester 2008. His prime areas of research are project stakeholder management, and project monitoring and evaluation, which he teaches to project management graduate-level students. He can be contacted at [email protected]

pmwj26-sep2014-Khan-AUTHOR2 SKIBNIEWSKIDr. Miroslaw Skibniewskiflag-usa

University of Maryland

College Park, MD, USA

Dr. Miroslaw Skibniewski is a Professor in the Center of Excellence in Project Management at the University of Maryland. He is also Editor-in-Chief of Automation in Construction, an international research journal published by Elsevier, and North American Editor of the Journal of Civil Engineering and Management published by Taylor & Francis. An author/coauthor of over 200 research publications, he lectures on information/automation technologies in construction, construction equipment management, and legal aspects of engineering. Miroslaw can be contacted at [email protected]

John-Cable-BioJohn Cableflag-usa

Director, Project Management Center for Excellence

University of Maryland, College Park, MD, USA

John Cable is Director of the Project Management Center for Excellence in the A.J. Clark School of Engineering at the University of Maryland, where he is also a professor and teacher of several graduate courses in project management. His program at the University of Maryland offers masters and PhD level programs focused on project management. With more than 1,300 seats filled annually with students from many countries, including more than 40 PhD students, the program is the largest graduate program in project management at a major university in the United States.

John Cable served in the newly formed U.S. Department of Energy in 1980, where he was involved with developing energy standards for buildings, methods for measuring energy consumption, and managing primary research in energy conservation. As an architect and builder, Mr. Cable founded and led John Cable Associates in 1984, a design build firm. In 1999 he was recruited by the University of Maryland’s Department of Civil & Environmental Engineering to create and manage a graduate program in project management. In his role as founder and director of the Project Management Center for Excellence at Maryland, the program has grown to offer an undergraduate minor, master’s degrees, and a doctoral program. Information about the Project Management Center for Project Management at the University of Maryland can be found at www.pm.umd.edu.

In 2002, PMI formed the Global Accreditation Center for Project Management Educational Programs (GAC). Mr. Cable was appointed to that inaugural board where he served as vice chair. In 2006, he was elected as chairman, a role he held through 2012. As Chair of the PMI GAC, John led the accreditation of 86 project management educational programs at 40 institutions in 15 countries in North America, Europe, the Middle East, Latin America and the Asia Pacific Region. John was awarded PMI’s 2012 Distinguished Contribution Award for his leadership at the GAC. He can be contacted at [email protected].