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A Case Study of How Stakeholder Management Influenced Project Uncertainty Regarding Project Benefits

A Case Study of How Stakeholder Management Influenced Project Uncertainty Regarding Project Benefits

Hans Petter Krane, Asbjørn Rolstadås, Nils O.E. Olsson
Copyright: © 2012 |Volume: 3 |Issue: 2 |Pages: 17
ISSN: 1938-0232|EISSN: 1938-0240|EISBN13: 9781466612969|DOI: 10.4018/jitpm.2012040102
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MLA

Krane, Hans Petter, et al. "A Case Study of How Stakeholder Management Influenced Project Uncertainty Regarding Project Benefits." IJITPM vol.3, no.2 2012: pp.21-37. http://doi.org/10.4018/jitpm.2012040102

APA

Krane, H. P., Rolstadås, A., & Olsson, N. O. (2012). A Case Study of How Stakeholder Management Influenced Project Uncertainty Regarding Project Benefits. International Journal of Information Technology Project Management (IJITPM), 3(2), 21-37. http://doi.org/10.4018/jitpm.2012040102

Chicago

Krane, Hans Petter, Asbjørn Rolstadås, and Nils O.E. Olsson. "A Case Study of How Stakeholder Management Influenced Project Uncertainty Regarding Project Benefits," International Journal of Information Technology Project Management (IJITPM) 3, no.2: 21-37. http://doi.org/10.4018/jitpm.2012040102

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Abstract

The influence of stakeholders and stakeholder management on project uncertainty is examined, and particularly uncertainty regarding functionality delivered by projects. The case studies, two projects in the Norwegian Rail Authority (Jernbaneverket), included interviews with representatives of internal and external stakeholders and also examination of project documentation. In addition, conflicts and use of power between stakeholders in the projects were studied. The projects actively managed relations with external stakeholders, thereby reducing the risks of negative media attention and neighbour disputes, and also cost and time overruns that such disputes may cause. Both of the projects focused on risk reductions regarding costs and time schedules, and less on the functionality delivered by the project. While mastering potential conflicts with external stakeholders well, the largest project appears to have handled internal disputes less convincingly. The smaller project handled internal disputes well, but experienced problems concerning both costs and time schedules.

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