|
|
| Line 1: |
Line 1: |
| | ==Collention of tools== | | ==Collention of tools== |
| − | '''Power/Interested Grid ''' | + | '''Salience Model ''' |
| | | | |
| − | Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide) 6 th Edition (2017)
| + | With the use of Salience Model it is possible to describe classes of stakeholders based on assessments of their power, urgency and legitimacy. The Salience Model is useful for large complex communities of stakeholders or where there are complex networks of relationships within the community. It is also useful in determining the relative importance of the identified stakeholders. |
| − | PMI – Chapter 13, Stakeholder Identification and Analysis Made Easy for Project Managers
| + | |
| − | The Project Management Institute (PMI) book looks into how identification and planning for the management of stakeholders aids a project. Furthermore, the chapter provides knowledge on how to Monitor Stakeholder Engagement from the position in the power/interest grid. | + | |
| − | <ref>Project Management Institute, Inc (PMI). (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide)'', (6th Edition).</ref>
| + | |
| | | | |
| | + | Salience model is a method for classifying stakeholders and to decide who do matter! A project manager is likely to face the challenge in choosing the right stakeholders and prioritizing the competing communication needs. Salience model brings clarity in prominence and importance of the different stakeholders. |
| | | | |
| | + | So stakeholder salience means the quality of a stakeholder or their importance. |
| | | | |
| | + | Furthermore, chapter 13 provides relevant knowledge on how to monitor stakeholder engagement. |
| | | | |
| | + | <ref>Project Management Institute, Inc (PMI). (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (chap. 13)'', (6th Edition).</ref> |
| | | | |
| | | | |
| − | '''Daniel Kahnemann: 'Thinking fast and slow''''
| |
| | | | |
| − | Kahnemann focuses on how cognitive biases, especially optimism bias, can affect the decision-making process. The book focuses on human behavior and is based on recent years of research. Throughout the book, Kahnemann set up real-life examples from for example the court and the judges as the decision-makers.
| |
| − | Liu, L., Wehbe, G., & Sisovic, J. (2010). The accuracy of hybrid estimating approaches? Case study of an Australian state road & traffic authority. Paper presented at PMI® Research Conference: Defining the Future of Project Management, Washington, DC. Newtown Square, PA: Project Management Institute. <ref name="Benta"> Benţa, Dan, Rusu, Lucia and Podean, Marius Ioan, ''Successful Implemented Theories For Reference Class Forecasting in Industrial Field'', Babeş-Bolyai University of Cluj-Napoca, 2008.</ref>
| |
| | | | |
| − | The article represents a new possible solution with the use of a hybrid approach. The hybrid will consist of parts from Reference Class Forecasting (RCF) and the conventional fixed contingency approach. The study was used to understand alternatives to RCF.
| + | ==References== |
| − | | + | <references /> |
| − | | + | |
| − | '''Clifford Gray: 'Revisit of Reference Class Forecasting (RCF): Estimating Costs of Infrastructure Projects' '''
| + | |
| − | | + | |
| − | The article represents the key managerial actions supporting the use of Reference Class Forecasting. C. Gray provides suggestions on how to implement Reference Class Forecasting.
| + | |
| − | | + | |
| − | | + | |
| − | '''Dan Benţa, Lucia Rusu, and Marius Podean: 'Successful Implemented Theories For Reference Class Forecasting in Industrial Field' '''
| + | |
| − | | + | |
| − | General issues regarding risk management are represented. Benta illustrates different theories regarding the Reference Class Forecasting e.g. “three-step approach”
| + | |
| − | | + | |
| − | | + | |
| − | '''Hans Reichenbach: “The theory of probability”'''
| + | |
| − | | + | |
| − | Reichenbach introduces the use of the theory behind probability. He explains the concepts of probability with the use of examples of calculations. Furthermore, the limitations of the theory of probability are presented.
| + | |
| − | | + | |
| − | | + | |
| − | '''The British Department for Transport, “Procedures for Dealing with Optimism Bias in Transport - Planning Guidance Document”'''
| + | |
| − | | + | |
| − | The paper investigates the potential of using a guide in future infrastructure projects. The theories leading to this idea are provided. Instructions are specific and explained for a specific reference project within the area of infrastructure. The use of the uplift method is explained, and real-world examples are given on how to use those uplifts to minimize the risk of optimism bias.
| + | |
| − | | + | |
| − | | + | |
| − | '''John Venn: “The logic of chance”'''
| + | |
| − | | + | |
| − | Fundamental problems regarding the use of probability are introduced. John Venn is skeptical about the concept of frequentism applied to the real-world problem. If applying the "three-step approach" to Reference Class Forecasting, it will be based on this type of probabilistic. John Venn’s book provides the basics of the limitations that should be considered when using Reference Class Forecasting.
| + | |
| − | | + | |
| − | '''Bent Flyvbjerg: “Policy and planning for large infrastructure projects: problems, causes, and cures”'''
| + | |
| − | | + | |
| − | In this paper, Bent Flyvbjerg identifies false estimations in infrastructure projects as well as the concepts behind it. Disadvantages will, according to Flyvbjerg, occur to these projects. The explanation for the problems is followed up by providing insights to possible solutions for the false estimations.
| + | |
| − | | + | |
| − | | + | |
| − | '''Alan Hájek: “The Reference Class Problem is Your Problem Too”'''
| + | |
| − | | + | |
| − | With the use of a philosophical and mathematical perspective Hájek represents probabilistic and the inter-related assumptions. He presents problems of Reference Class Forecasting from various perspectives. Furthermore, the effects of these problems and their outcome of a probability calculation are given.
| + | |
| | | | |
| | ==References== | | ==References== |
| | <references /> | | <references /> |
With the use of Salience Model it is possible to describe classes of stakeholders based on assessments of their power, urgency and legitimacy. The Salience Model is useful for large complex communities of stakeholders or where there are complex networks of relationships within the community. It is also useful in determining the relative importance of the identified stakeholders.
Salience model is a method for classifying stakeholders and to decide who do matter! A project manager is likely to face the challenge in choosing the right stakeholders and prioritizing the competing communication needs. Salience model brings clarity in prominence and importance of the different stakeholders.
So stakeholder salience means the quality of a stakeholder or their importance.
Furthermore, chapter 13 provides relevant knowledge on how to monitor stakeholder engagement.
