Stakeholders

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Kiran Radhakrishnan

Business Technology

Stakeholder ,[object Object],[object Object],[object Object],[object Object],[object Object]

Stakeholder ,[object Object],[object Object],[object Object]

Project Success ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Stakeholder in Project Success ,[object Object],[object Object],[object Object],[object Object]

Stakeholder Theory ,[object Object],[object Object],[object Object],[object Object],[object Object]

Stakeholder in Project Success Dominant Dangerous Dependent Definitive POWER LEGITIMACY URGENCY

[object Object],[object Object],[object Object],Stakeholder Theory - Shortfalls

Emergent Theory ,[object Object],[object Object],[object Object],Deliberate Continuum Emergent

Social Network Theory ,[object Object],[object Object],Project Success Category Social Network Outcome Project efficiency Individual and work group performance Impact on customer/user Client satisfaction Impact on team Job satisfaction Business and direct organisational success Organisational survival Preparing for the future Organisational innovation

Social Network Theory ,[object Object],[object Object],[object Object]

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Stakeholders

1. Stakeholders in Project Management Kiran Radhakrishnan Roll No. 8 ISEM - X

7. Stakeholder in Project Success Dominant Dangerous Dependent Definitive POWER LEGITIMACY URGENCY

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Stakeholders

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