Anna Lund Jepsen

Project Stakeholder Engagement provides concepts and frameworks which can help the reader get insights on the project's stakeholders, and how to engage them. It also gives suggestions for how to identify and understand the stakeholders, and how to create an engagement plan with communication and other activities. Readers will gain essential skills to drive project success by learning to systematically analyze stakeholders and develop targeted engagement strategies. The book delivers these benefits through research-based frameworks illustrated with real-world examples, mini-cases highlighting key concepts, and comprehensive case studies bridging theory and practice. Written primarily for undergraduate and postgraduate students in project management and business administration, this book is equally valuable for practicing project managers, consultants, and executives seeking to enhance their stakeholder engagement skills. It's particularly relevant for courses in project management, project stakeholder engagement, and value creation. Supporting materials include PowerPoint slides summarizing key frameworks and an instructor's manual with teaching notes for case studies, facilitating effective classroom discussion and application of the book's principles.

Project Stakeholder Engagement provides concepts and frameworks which can help the reader get insights on the project's stakeholders, and how to engage them. It also gives suggestions for how to identify and understand the stakeholders, and how to create an engagement plan with communication and other activities. Readers will gain essential skills to drive project success by learning to systematically analyze stakeholders and develop targeted engagement strategies. The book delivers these benefits through research-based frameworks illustrated with real-world examples, mini-cases highlighting key concepts, and comprehensive case studies bridging theory and practice. Written primarily for undergraduate and postgraduate students in project management and business administration, this book is equally valuable for practicing project managers, consultants, and executives seeking to enhance their stakeholder engagement skills. It's particularly relevant for courses in project management, project stakeholder engagement, and value creation. Supporting materials include PowerPoint slides summarizing key frameworks and an instructor's manual with teaching notes for case studies, facilitating effective classroom discussion and application of the book's principles.

PROJEKTER SKAL SKABE VÆRDI. Desværre hører man ofte om projekter, som ikke skaber den ønskede værdi – eller hvor det bliver dyrere eller tager længere tid end planlagt. Det kan skyldes, at interessenterne ikke medvirker til projektet – eller endda modarbejder det. DU KAN SOM PROJEKTLEDER fremme projektet ved et aktivt interessentsamspil, hvor du har blik for og tager højde for interessenternes krav og ønsker. INTERESSENTSAMSPIL ER KOMPLEKST MEN KAN LÆRES. Bogen giver begreber og forståelsesrammer, som du kan bruge til at strukturere din forståelse af projektets interessenter, og hvordan du kan arbejde med dem. Bogen giver også forslag til, hvad du kan gøre i praksis. F.eks. hvordan du kan identificere projektets interessenter og deres krav og ønsker, og hvordan du kan udarbejde en kommunikationsplan, der tager hensyn til den enkelte interessents karakteristika. BOGEN ER FYLDT MED EKSEMPLER FRA HVERDAGEN, f.eks. fra byggeprojekter, du ser i gadebilledet, og der er en række cases, som beskriver aktuelle projekter og interessentproblematikker. Bogens eksempler dækker flere brancher og er både fra det private og det offentlige.

Around a third of all the work in Western economies is done via projects. It is therefore vital for both private and public organizations to manage their project portfolios effectively. This book equips managers and master’s students with comprehensive knowledge of project portfolio management from an organizational perspective. It emphasizes the organizational roles involved and how portfolio management is rooted in and works with the organization. Based on sound academic research, the book offers guidance on selecting and organizing the right projects, as well as the operational processes of portfolio management. It explains how to undertake these processes considering the organization’s resources, and how to balance the project portfolio in a way that makes the best use of the available resources while generating as much value as possible. The book also presents a model for implementing project portfolio management and the preconditions for doing so, and it identifies the decisions that must be made prior to implementation. Finally, the book discusses how to manage the project portfolio’s many internal stakeholders, as well as issues of sustainability and agility related to project portfolio management.

Hvilke måder bør - og kan - anvendes til at frembringe viden, der lever op til videnskabelige krav? Der findes et omfattende udvalg af kvalitative og kvantitative undersøgelsesmetoder, men hvornår er det mest hensigtsmæssigt at bruge de specifikke metoder? De svar, og mange andre svar på metodespørgsmål, giver 24 forskere og undervisere ved højere læreanstalter i denne bog. Forfatterne introducerer hvilke tilgange, hvornår og hvordan samfundsvidenskabelige metoder kan bruges, når studerende skal skrive projekt, eller når praktikere skal undersøge et konkret problem på arbejdspladsen. Valg der skaber viden er primært skrevet til studerende på mellemlange-, diplom- og bacheloruddannelser. Bogen indeholder 21 kapitler og er rig på eksempler. Der er præsentation af de dominerende videnskabsteoretiske skoler inden for samfundsvidenskaberne, og der introduceres til anvendelse af teori. Læseren guides igennem projektfaserne startende med problemformuleringen. Herefter gennemgås en lang række metoder til dataindsamling og analyse. Bogen afsluttes med et kapitel om etiske og praktiske problemstillinger, som studerende møder ved videnproduktion i en uddannelse.

Carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful through contributions from stakeholders. And it is the stakeholders that evaluate whether they find the project successful - an evaluation based on criteria that go beyond receiving the project deliverables. More often than not, the criteria are implicit and change during the project course. This is an enormous challenge for project managers. The route to better projects, say Pernille Eskerod and Anna Lund Jepsen, lies in finding ways to improve project stakeholder management. To manage stakeholders effectively, you need to know your stakeholders, their behaviours and attitudes towards the project. The authors give guidance on how to adopt an analytical and structured approach; how to document, store and retrieve your knowledge; how to plan your stakeholder interactions in advance; and how to make your plans explicit, at the very least internally. A well-conceived plan can prevent you from being carried away in theheat of the moment and help you spend your limited resources for stakeholder management in the best way. To make this plan, you need to agree on the objectives of your stakeholder strategy and ways to achieve them. Project Stakeholder Management offers tactics and tools founded on established marketing communications theory as well as strategic management for doing just that. This book is part of Gower‘s Fundamentals of Project Management Series.

Carrying out a project as planned is not a guarantee for success. Projects may fail because project management does not take the requirements, wishes and concerns of stakeholders sufficiently into account. Projects can only be successful through contributions from stakeholders. And it is the stakeholders that evaluate whether they find the project successful - an evaluation based on criteria that go beyond receiving the project deliverables. More often than not, the criteria are implicit and change during the project course. This is an enormous challenge for project managers. The route to better projects, say Pernille Eskerod and Anna Lund Jepsen, lies in finding ways to improve project stakeholder management. To manage stakeholders effectively, you need to know your stakeholders, their behaviours and attitudes towards the project. The authors give guidance on how to adopt an analytical and structured approach; how to document, store and retrieve your knowledge; how to plan your stakeholder interactions in advance; and how to make your plans explicit, at the very least internally. A well-conceived plan can prevent you from being carried away in the ’heat of the moment’ and help you spend your limited resources for stakeholder management in the best way. To make this plan, you need to agree on the objectives of your stakeholder strategy and ways to achieve them. Project Stakeholder Management offers tactics and tools founded on established marketing communications theory as well as strategic management for doing just that. This book is part of Gower’s Fundamentals of Project Management Series.