Pernille Eskerod

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.

Enhver leder vil før eller siden møde projekter, for projektarbejde udgør i dag mere end 25% af al aktivitet i samfundet. Det gælder i private og offentlige virksomheder, i NGOs og endda i foreninger. Projekter er en vigtig del af livet, fordi de skaber udvikling på en gennemtænkt og målrettet måde. En leder, der forstår sig på projekter og projektsucces, kan skabe værdi for virksomheden eller foreningen, for dem, der medvirker, og for dem, der bliver berørt af projektets proces eller resultat. Der findes mange bøger om projektledelse, men de fleste er henvendt til dem, der skal tage rollen som projektleder. Intentionen med denne bog er en anden. Den præsenterer dét, du som top-, linje- eller teamleder har gavn af at vide, når du kommer i berøring med et projekt. Måske fordi projektlederen refererer til dig, eller fordi projektet skal skabe foran - dring i dit ansvarsområde. Måske har du en formel rolle som projektejer, måske ikke, men uanset hvad, styrkes projektet af, at du har indsigt i projektledelse som fagområde og kan spille med på en værdiskabende måde. I denne 2. udgave af bogen er Dorthe Håhr Dupont trådt til som medforfatter. Bogen indeholder tre nye kapitler om projektsucces, bæredygtighed i en projektledelseskontekst, samt AI og projektledelse. Alle bogens kapitler er opdateret, og hvert kapitel har fået en inspirationsboks med et aktuelt emne. Du kan læse bogen fra start til slut. Hvert kapitel rummer spørgsmål, du kan arbejde med i forhold til din egen praksis. En grundig gennemgang vil give dig et solidt fundament, du automatisk kan trække på, hver gang du møder projekter. Alternativt kan du bruge bogen som et opslagsværk, når du står overfor en specifik problemstilling – f.eks. at indtænke projektets business case eller med at varetage rollen som projektejer. Bogen har en detaljeret indholdsfortegnelse og et stikordsregister, så du nemt kan finde, hvad du søger.

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.

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.

Rethink! Project Stakeholder Management broadens the current view of project landscapes in this thoroughly researched investigation of project stakeholder theory, methods, and practices. Building on the current literature, Huemann, Eskerod, and Ringhofer portray the two most common stakeholder management approaches as existing on a continuum between managing of stakeholders and managing for stakeholders. Their research study offers detailed insights into how four contemporary projects, each with complex stakeholder situations and different stakeholder management styles, used focus groups and systemic constellation methods to aid project teams in clarifying roles, visualizing relationships, and identifying stakeholders and their needs.

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.