Bibliography for MGRCM2028 & EFIM20015: Project Management

(1)
Maylor, H. Project Management, 4th ed.; Financial Times Prentice Hall: Harlow, 2010.

(2)
Maylor, H. Project Management, 4th ed.; Financial Times Prentice Hall: Harlow, 2010.

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Overdue and over Budget, over and over Again. 9AD.

(4)
Atkinson, R. Project Management: Cost, Time and Quality, Two Best Guesses and a Phenomenon, Its Time to Accept Other Success Criteria. International Journal of Project Management 1999, 17 (6), 337–342. https://doi.org/10.1016/S0263-7863(98)00069-6.

(5)
Morris, P. Reconstructing Project Management Reprised: A Knowledge Perspective. Project Management Journal 2013, 44 (5), 6–23. https://doi.org/10.1002/pmj.21369.

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Cicmil, S.; Williams, T.; Thomas, J.; Hodgson, D. Rethinking Project Management: Researching the Actuality of Projects. International Journal of Project Management 2006, 24 (8), 675–686. https://doi.org/10.1016/j.ijproman.2006.08.006.

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Hodgson, D. E.; Cicmil, S. Making Projects Critical; Palgrave Macmillan: Basingstoke, 2006.

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Crawford, L.; Hobbs, B.; Turner, J. R. Aligning Capability with Strategy: Categorizing Projects to Do the Right Projects and to Do Them Right. Project Management Journal 2006, 37 (2), 38–50. https://doi.org/10.1177/875697280603700205.

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Maylor, H.; Vidgen, R.; Carver, S. Managerial Complexity in Project-Based Operations: A Grounded Model and Its Implications for Practice. Project Management Journal 2008, 39 (1_suppl), S15–S26. https://doi.org/10.1002/pmj.20057.

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Elder-Vass, D. The Causal Power of Social Structures: Emergence, Structure and Agency; Cambridge University Press: Cambridge, 2010.

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Kim, J. Making Sense of Emergence. Philosophical Studies 1999, 95 (1/2), 3–36. https://doi.org/10.1023/A:1004563122154.

(12)
Marras, A. Emergence and Reduction: Reply to Kim. Synthese 2006, 151 (3), 561–569. https://doi.org/10.1007/s11229-006-9026-z.

(13)
The Future Is Bright, the Future Is… You! Project.

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Conditions for Project Success. https://www.apm.org.uk/resources/find-a-resource/conditions-for-project-success/.

(15)
Association for Project Management. APM Body of Knowledge, Seventh edition.; Association for Project Management: Princes Risborough, Buckinghamshire, 2019.

(16)
Winch, G. M. Three Domains of Project Organising. International Journal of Project Management 2014, 32 (5), 721–731. https://doi.org/10.1016/j.ijproman.2013.10.012.

(17)
Sydow, J.; Lindkvist, L.; DeFillippi, R. Project-Based Organizations, Embeddedness and Repositories of Knowledge: Editorial. Organization Studies 2004, 25 (9), 1475–1489. https://doi.org/10.1177/0170840604048162.

(18)
Garel, G. A History of Project Management Models: From Pre-Models to the Standard Models. International Journal of Project Management 2013, 31 (5), 663–669. https://doi.org/10.1016/j.ijproman.2012.12.011.

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Padalkar, M.; Gopinath, S. Are Complexity and Uncertainty Distinct Concepts in Project Management? A Taxonomical Examination from Literature. International Journal of Project Management 2016, 34 (4), 688–700. https://doi.org/10.1016/j.ijproman.2016.02.009.

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Daniel, P. A.; Daniel, C. Complexity, Uncertainty and Mental Models: From a Paradigm of Regulation to a Paradigm of Emergence in Project Management. International Journal of Project Management 2018, 36 (1), 184–197. https://doi.org/10.1016/j.ijproman.2017.07.004.

(21)
NHS IT system one of ‘worst fiascos ever’, say MPs - BBC News. https://www.bbc.co.uk/news/uk-politics-24130684.

(22)
House of Commons - The National Programme for IT in the NHS: an update on the delivery of detailed care records systems - Public Accounts Committee. https://publications.parliament.uk/pa/cm201012/cmselect/cmpubacc/1070/107002.htm.

(23)
John Carvel. NHS Risks £20bn White Elephant, Say Auditors. Guardian 2006.

(24)
Cresswell, K.; Sheikh, A. The NHS Care Record Service (NHS CRS): Recommendations from the Literature on Successful Implementation and Adoption. Journal of Innovation in Health Informatics 2009, 17 (3), 153–160. https://doi.org/10.14236/jhi.v17i3.730.

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Ahola, T.; Ruuska, I.; Artto, K.; Kujala, J. What Is Project Governance and What Are Its Origins? International Journal of Project Management 2014, 32 (8), 1321–1332. https://doi.org/10.1016/j.ijproman.2013.09.005.

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Weick, K. E. Making Sense of the Organization: Vol. 2: The Impermanent Organization; Wiley: Chichester, U.K.

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Britain’s Engineering Reputation Goes down the Tube. The Economist 20181208.

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Gupta, S. K.; Gunasekaran, A.; Antony, J.; Gupta, S.; Bag, S.; Roubaud, D. Systematic Literature Review of Project Failures: Current Trends and Scope for Future Research. Computers & Industrial Engineering 2019, 127, 274–285. https://doi.org/10.1016/j.cie.2018.12.002.

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Krusi, Markus1Whitty, Stephen Jonathan1. The Practitioner’s Tapestry: Revealing the Epistemological Diversity to Project Management Knowledge. The Practitioner’s Tapestry: Revealing the epistemological diversity to project management knowledge. 2019, 7 (Issue 3), 196–226. https://doi.org/10.19255/JMPM02010.

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Wysocki, R. K. Effective Project Management: Traditional, Agile, Extreme, Hybrid, Eighth edition.; Wiley: Indianapolis, IN, 2019.

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Kerzner, H. Project Management: Case Studies, Fourth edition.; John Wiley & Sons, Inc: Hoboken, New Jersey, 2013.

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Milošević, D.; Patanakul, P.; Srivannaboon, S. Case Studies in Project, Program, and Organizational Project Management; Wiley: Hoboken, N.J.

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Verzuh, E. The Fast Forward MBA in Project Management, 5th ed.; Wiley, 2016.

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Morris, P. W. G.; Pinto, J. K.; Söderlund, J. The Oxford Handbook of Project Management; Oxford University Press: Oxford, 2011.

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Lock, D. Naked Project Management: The Bare Facts; Ashgate Publishing Ltd: Farnham, 2013.

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Lientz, B. P. Project Management: A Problem-Based Approach; Palgrave Macmillan: Houndmills, Basingstoke, 2013.

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Tuttle, S. Illustrating PRINCE2: Project Management in Real Terms; IT Governance Pub: Ely, Cambridgeshire, U.K., 2012.

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Nicholas, J. M.; Steyn, H. Project Management for Business, Engineering, and Technology: Principles and Practice, 3rd ed.; Elsevier Butterworth Heinemann: Amsterdam.

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Kerzner, H. Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Eleventh edition.; John Wiley & Sons, Inc: Hoboken, New Jersey, 2013.

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PRINCE2 Overview.

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APM /INCOSEUK Systems Thinking SIG. Systems Thinking for Portfolio, Programme and Project Managers, 16AD.

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Jackson, M. C. Critical Systems Thinking and the Management of Complexity: Responsible Leadership for a Complex World; John Wiley & Sons, Inc: Hoboken, NJ, 2019.

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Jackson, M. C. Systems Thinking: Creative Holism for Managers; John Wiley & Sons: Chichester, West Sussex.

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Jackson, M. C. Critical Systems Thinking and the Management of Complexity: Responsible Leadership for a Complex World; John Wiley & Sons, Inc: Hoboken, NJ, 2019.

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Mawby, D.; Stupples, D. Systems Thinking for Managing Projects. IEMC-2002: 2002 IEEE International Engineering Management Conference : Managing technology for the new economy : St. John’s College, Cambridge, UK, 18-20 August, 2002 : proceedings 344–349. https://doi.org/10.1109/IEMC.2002.1038455.

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George Ellis. Project Management in Product Development : Leadership Skills and Management Techniques to Deliver Great Products; Elsevier Science & Technology, 2015.

(47)
Belbin Team Roles. https://www.belbin.com/about/belbin-team-roles/.

(48)
Maylor, H. Project Management, 4th ed.; Financial Times Prentice Hall: Harlow, 2010.

(49)
Atkinson, R.; Crawford, L.; Ward, S. Fundamental Uncertainties in Projects and the Scope of Project Management. International Journal of Project Management 2006, 24 (8), 687–698. https://doi.org/10.1016/j.ijproman.2006.09.011.

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Turner, J. R.; Cochrane, R. A. Goals-and-Methods Matrix: Coping with Projects with Ill Defined Goals and/or Methods of Achieving Them. International Journal of Project Management 1993, 11 (2), 93–102. https://doi.org/10.1016/0263-7863(93)90017-H.

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Flyvbjerg, B.; Bruzelius, N.; Rothengatter, W. Megaprojects and Risk: An Anatomy of Ambition; Cambridge University Press: Cambridge, 2003. https://doi.org/10.1017/CBO9781107050891.

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Carlile, P. R. A Pragmatic View of Knowledge and Boundaries: Boundary Objects in New Product Development. Organization Science 2002, 13 (4), 442–455. https://doi.org/10.1287/orsc.13.4.442.2953.

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Dougherty, D. Interpretive Barriers to Successful Product Innovation in Large Firms. Organization Science 1992, 3 (2), 179–202. https://doi.org/10.1287/orsc.3.2.179.

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Cicmil, S.; Hodgson, D. New Possibilities for Project Management Theory: A Critical Engagement. Project Management Journal 2006, 37 (3), 111–122. https://doi.org/10.1177/875697280603700311.

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Floricel, S.; Michela, J. L.; Piperca, S. Complexity, Uncertainty-Reduction Strategies, and Project Performance. International Journal of Project Management 2016, 34 (7), 1360–1383. https://doi.org/10.1016/j.ijproman.2015.11.007.

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Zwikael, O.; Chih, Y.-Y.; Meredith, J. R. Project Benefit Management: Setting Effective Target Benefits. International Journal of Project Management 2018, 36 (4), 650–658. https://doi.org/10.1016/j.ijproman.2018.01.002.

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Simard, M.; Aubry, M.; Laberge, D. The Utopia of Order versus Chaos: A Conceptual Framework for Governance, Organizational Design and Governmentality in Projects. International Journal of Project Management 2018, 36 (3), 460–473. https://doi.org/10.1016/j.ijproman.2018.01.003.

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RIBA Plan of Work 2013. https://www.ribaplanofwork.com/.

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The NAO Guide to Initiating Successful Projects, 2011.

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Jennings, W. Executive Politics, Risk and the Mega-Project Paradox. In Executive politics in times of crisis; Palgrave Macmillan: Houndmills, Basingstoke, Hampshire, 2012; pp 239–263.

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Atkinson, R.; Crawford, L.; Ward, S. Fundamental Uncertainties in Projects and the Scope of Project Management. International Journal of Project Management 2006, 24 (8), 687–698. https://doi.org/10.1016/j.ijproman.2006.09.011.

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Maylor, H. Project Management, 4th ed.; Financial Times Prentice Hall: Harlow, 2010.

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Daniel, E.; Daniel, P. A. Megaprojects as Complex Adaptive Systems: The Hinkley Point C Case. International Journal of Project Management 2019. https://doi.org/10.1016/j.ijproman.2019.05.001.

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Williams, T.; Eden, C.; Ackermann, F.; Tait, A. The Effects of Design Changes and Delays on Project Costs. Journal of the Operational Research Society 1995, 46 (7), 809–818.

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Rodrigues, A. G.; Williams, T. M. System Dynamics in Project Management: Assessing the Impacts of Client Behaviour on Project Performance. Journal of the Operational Research Society 1998, 49 (1), 2–15. https://doi.org/10.1057/palgrave.jors.2600490.

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Eden, C.; Williams, T.; Ackermann, F.; Howick, S. The Role of Feedback Dynamics in Disruption and Delay on the Nature of Disruption and Delay (D&D) in Major Projects. Journal of the Operational Research Society 2000, 51 (3), 291–300. https://doi.org/10.1057/palgrave.jors.2600919.

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Love, P. E. D.; Mandal, P.; Smith, J.; Li, H. Modelling the Dynamics of Design Error Induced Rework in Construction. Construction Management and Economics 2000, 18 (5), 567–574. https://doi.org/10.1080/014461900407374.

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The imperial units error that downed a multi-million-dollar Mars probe | New Scientist. https://institutions.newscientist.com/article/mg24332500-200-the-imperial-units-error-that-downed-a-multi-million-dollar-mars-probe/.

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Fink, L.; Pinchovski, B. It Is about Time: Bias and Its Mitigation in Time-Saving Decisions in Software Development Projects. International Journal of Project Management 2020, 38 (2), 99–111. https://doi.org/10.1016/j.ijproman.2020.01.001.

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Feylizadeh, M. R.; Mahmoudi, A.; Bagherpour, M.; Li, D.-F. Project Crashing Using a Fuzzy Multi-Objective Model Considering Time, Cost, Quality and Risk under Fast Tracking Technique: A Case Study. Journal of Intelligent & Fuzzy Systems 2018, 35 (3), 3615–3631. https://doi.org/10.3233/JIFS-18171.

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Wang, N.; Wei, K.; Sun, H. Whole Life Project Management Approach to Sustainability. Journal of Management in Engineering 2014, 30 (2), 246–255. https://doi.org/10.1061/(ASCE)ME.1943-5479.0000185.

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ELIEZER, OREN1 orenel@post.jce.ac.ilDROR, SHUKI2 dror@braude.ac.il. QFD Methodology for LINKING PROJECT SUCCESS FACTORS: To Outcomes in a Specific Business Case. QFD Methodology for LINKING PROJECT SUCCESS FACTORS: to Outcomes in a Specific Business Case. 2018, 40–49. https://doi.org/10.19255/JMPM01504.

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ROMERO, ALEJANDRO1 romero-torres.alejandro@uqam.caPARÉ, MAGALIE2KHEMICI, NASSIM2. The HOT POTATO GAME Roles and Responsibilities for Realizing IT Project Benefits. The HOT POTATO GAME roles and responsibilities for realizing IT project benefits. 2017, 72–79.

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Leach, L. P. Critical Chain Project Management, Third edition.; Artech House: Boston, 2014.

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Milošević, D.; Martinelli, R. J. Project Management Toolbox, Second edition.; John Wiley & Sons, Inc: Hoboken, New Jersey, 2015.

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Norman, E. S.; Brotherton, S. A.; Fried, R. T. Work Breakdown Structures: The Foundation for Project Management Excellence; John Wiley & Sons: Hoboken, 2011.

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Maylor, H. Project Management, 4th ed.; Financial Times Prentice Hall: Harlow, 2010.

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Kutsch, E.; Hall, M. Deliberate Ignorance in Project Risk Management. International Journal of Project Management 2010, 28 (3), 245–255. https://doi.org/10.1016/j.ijproman.2009.05.003.

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Kutsch, E.; Hall, M. Intervening Conditions on the Management of Project Risk: Dealing with Uncertainty in Information Technology Projects. International Journal of Project Management 2005, 23 (8), 591–599. https://doi.org/10.1016/j.ijproman.2005.06.009.

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Van Os, A.; Van Berkel, F.; De Gilder, D.; Van Dyck, C.; Groenewegen, P. Project Risk as Identity Threat: Explaining the Development and Consequences of Risk Discourse in an Infrastructure Project. International Journal of Project Management 2015, 33 (4), 877–888. https://doi.org/10.1016/j.ijproman.2014.10.016.

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Flyvbjerg, B.; Bruzelius, N.; Rothengatter, W. Megaprojects and Risk: An Anatomy of Ambition; Cambridge University Press: Cambridge, 2003. https://doi.org/10.1017/CBO9781107050891.

(82)
Chapman, C. Key Points of Contention in Framing Assumptions for Risk and Uncertainty Management. International Journal of Project Management 2006, 24 (4), 303–313. https://doi.org/10.1016/j.ijproman.2006.01.006.

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Jaafari, A. Management of Risks, Uncertainties and Opportunities on Projects: Time for a Fundamental Shift. International Journal of Project Management 2001, 19 (2), 89–101. https://doi.org/10.1016/S0263-7863(99)00047-2.

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Zuo, F.; Zhang, K. Selection of Risk Response Actions with Consideration of Secondary Risks. International Journal of Project Management 2018, 36 (2), 241–254. https://doi.org/10.1016/j.ijproman.2017.11.002.

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Qazi, A.; Quigley, J.; Dickson, A.; Kirytopoulos, K. Project Complexity and Risk Management (ProCRiM): Towards Modelling Project Complexity Driven Risk Paths in Construction Projects. International Journal of Project Management 2016, 34 (7), 1183–1198. https://doi.org/10.1016/j.ijproman.2016.05.008.

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Van Os, A.; Van Berkel, F.; De Gilder, D.; Van Dyck, C.; Groenewegen, P. Project Risk as Identity Threat: Explaining the Development and Consequences of Risk Discourse in an Infrastructure Project. International Journal of Project Management 2015, 33 (4), 877–888. https://doi.org/10.1016/j.ijproman.2014.10.016.

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Wang, S. Q.; Dulaimi, M. F.; Aguria, M. Y. Risk Management Framework for Construction Projects in Developing Countries. Construction Management and Economics 2004, 22 (3), 237–252. https://doi.org/10.1080/0144619032000124689.

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Martin Schieg. Risk Management in Construction Project Management. Journal of Business Economics and Management 7 (2), 77–83.

(89)
David Hillson. When Is a Risk Not a Risk.

(90)
David Hillson. What Is Risk? Towards a Common Definition.

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Nicolas Bouleau. To Understand Risk, Use Your Imagination | New Scientist. 22AD.

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Ward, S.; Chapman, C. Transforming Project Risk Management into Project Uncertainty Management. International Journal of Project Management 2003, 21 (2), 97–105. https://doi.org/10.1016/S0263-7863(01)00080-1.

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Daniel, P. A.; Daniel, C. Complexity, Uncertainty and Mental Models: From a Paradigm of Regulation to a Paradigm of Emergence in Project Management. International Journal of Project Management 2018, 36 (1), 184–197. https://doi.org/10.1016/j.ijproman.2017.07.004.

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Wied, M.; Koch-Ørvad, N.; Welo, T.; Oehmen, J. Managing Exploratory Projects: A Repertoire of Approaches and Their Shared Underpinnings. International Journal of Project Management 2020, 38 (2), 75–84. https://doi.org/10.1016/j.ijproman.2019.12.002.

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Lima, P. F. de A.; Verbano, C. Project Risk Management Implementation in SMEs: A Case Study from Italy. Journal of technology management & innovation 2019, 14 (1), 3–10. https://doi.org/10.4067/S0718-27242019000100003.

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Miller, R.; Lessard, D. Understanding and Managing Risks in Large Engineering Projects. International Journal of Project Management 2001, 19 (8), 437–443. https://doi.org/10.1016/S0263-7863(01)00045-X.

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Raftery, J. Risk Analysis in Project Management, 1st ed.; E & FN Spon: London.

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Stewart, R. W.; Fortune, J. Application of Systems Thinking to the Identification, Avoidance and Prevention of Risk. International Journal of Project Management 1995, 13 (5), 279–286. https://doi.org/10.1016/0263-7863(95)00024-K.

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Raydugin, Y. Project Risk Management: Essential Methods for Project Teams and Decision Makers; Wiley: Hoboken, 2013.

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Kim Heldman , and Kim Heldman. Project Manager’s Spotlight on Risk Management; John Wiley & Sons, Incorporated, 2005.

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Willumsen, P.; Oehmen, J.; Stingl, V.; Geraldi, J. Value Creation through Project Risk Management. International Journal of Project Management 2019, 37 (5), 731–749. https://doi.org/10.1016/j.ijproman.2019.01.007.

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Taroun, A. Towards a Better Modelling and Assessment of Construction Risk: Insights from a Literature Review. International Journal of Project Management 2014, 32 (1), 101–115. https://doi.org/10.1016/j.ijproman.2013.03.004.

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Ackermann, F.; Eden, C.; Williams, T.; Howick, S. Systemic Risk Assessment: A Case Study. Journal of the Operational Research Society 2007, 58 (1), 39–51. https://doi.org/10.1057/palgrave.jors.2602105.

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Akintoye, A. S.; MacLeod, M. J. Risk Analysis and Management in Construction. International Journal of Project Management 1997, 15 (1), 31–38. https://doi.org/10.1016/S0263-7863(96)00035-X.

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Xia, N.; Zou, P. X. W.; Griffin, M. A.; Wang, X.; Zhong, R. Towards Integrating Construction Risk Management and Stakeholder Management: A Systematic Literature Review and Future Research Agendas. International Journal of Project Management 2018, 36 (5), 701–715. https://doi.org/10.1016/j.ijproman.2018.03.006.

(106)
Farooq, M. U.; Thaheem, M. J.; Arshad, H. Improving the Risk Quantification under Behavioural Tendencies: A Tale of Construction Projects. International Journal of Project Management 2018, 36 (3), 414–428. https://doi.org/10.1016/j.ijproman.2017.12.004.

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Chapman, C. Project Risk Analysis and Management—PRAM the Generic Process. International Journal of Project Management 1997, 15 (5), 273–281. https://doi.org/10.1016/S0263-7863(96)00079-8.

(108)
Zhang, H. A Redefinition of the Project Risk Process: Using Vulnerability to Open up the Event-Consequence Link. International Journal of Project Management 2007, 25 (7), 694–701. https://doi.org/10.1016/j.ijproman.2007.02.004.

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Guo, F.; Chang-Richards, Y.; Wilkinson, S.; Li, T. C. Effects of Project Governance Structures on the Management of Risks in Major Infrastructure Projects: A Comparative Analysis. International Journal of Project Management 2014, 32 (5), 815–826. https://doi.org/10.1016/j.ijproman.2013.10.001.

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Raz, T.; Michael, E. Use and Benefits of Tools for Project Risk Management. International Journal of Project Management 2001, 19 (1), 9–17. https://doi.org/10.1016/S0263-7863(99)00036-8.

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Maylor, H. Project Management, 4th ed.; Financial Times Prentice Hall: Harlow, 2010.

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Acebes, F.; Pajares, J.; Galán, J. M.; López-Paredes, A. A New Approach for Project Control under Uncertainty. Going Back to the Basics. International Journal of Project Management 2014, 32 (3), 423–434. https://doi.org/10.1016/j.ijproman.2013.08.003.

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Bryde, D.; Unterhitzenberger, C.; Joby, R. Conditions of Success for Earned Value Analysis in Projects. International Journal of Project Management 2018, 36 (3), 474–484. https://doi.org/10.1016/j.ijproman.2017.12.002.

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The Imperial Units Error That Downed a Multi-Million-Dollar Mars Probe | New Scientist. 2AD.

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Zuo, F.; Zhang, K. Selection of Risk Response Actions with Consideration of Secondary Risks. International Journal of Project Management 2018, 36 (2), 241–254. https://doi.org/10.1016/j.ijproman.2017.11.002.

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Rozenes, S.; Vitner, G.; Spraggett, S. Project Control: Literature Review. Project Management Journal 2006, 37 (4), 5–14. https://doi.org/10.1177/875697280603700402.

(117)
Jones, stephen. Agile and Earned Value.

(118)
Milošević, D.; Martinelli, R. J. Project Management Toolbox, Second edition.; John Wiley & Sons, Inc: Hoboken, New Jersey, 2015.

(119)
Maylor, H. Project Management, 4th ed.; Financial Times Prentice Hall: Harlow, 2010.

(120)
Mirko Sokovic. Basic Quality Tools in Continuous Improvement Process. Strojniski Vestnik 2009, 55 (5).

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Shenhar, A. J.; Dvir, D.; Levy, O.; Maltz, A. C. Project Success: A Multidimensional Strategic Concept. Long Range Planning 2001, 34 (6), 699–725. https://doi.org/10.1016/S0024-6301(01)00097-8.

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Atkinson, R. Project Management: Cost, Time and Quality, Two Best Guesses and a Phenomenon, Its Time to Accept Other Success Criteria. International Journal of Project Management 1999, 17 (6), 337–342. https://doi.org/10.1016/S0263-7863(98)00069-6.

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Jepsen, A. L.; Eskerod, P. Stakeholder Analysis in Projects: Challenges in Using Current Guidelines in the Real World. International Journal of Project Management 2009, 27 (4), 335–343. https://doi.org/10.1016/j.ijproman.2008.04.002.

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Friedman, A. L.; Miles, S. Developing Stakeholder Theory. Journal of Management Studies 2002, 39 (1), 1–21. https://doi.org/10.1111/1467-6486.00280.

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Sutterfield, J. S.; Friday-Stroud, S. S.; Shivers-Blackwell, S. L. A Case Study of Project and Stakeholder Management Failures: Lessons Learned. Project Management Journal 2006, 37 (5), 26–35. https://doi.org/10.1177/875697280603700504.

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Xia, N.; Zou, P. X. W.; Griffin, M. A.; Wang, X.; Zhong, R. Towards Integrating Construction Risk Management and Stakeholder Management: A Systematic Literature Review and Future Research Agendas. International Journal of Project Management 2018, 36 (5), 701–715. https://doi.org/10.1016/j.ijproman.2018.03.006.

(127)
Newcombe, R. From Client to Project Stakeholders: A Stakeholder Mapping Approach. Construction Management and Economics 2003, 21 (8), 841–848. https://doi.org/10.1080/0144619032000072137.

(128)
Jing Yang. Exploring Critical Success Factors for Stakeholder Management in Construction Projects. Journal of Civil Engineering and Management 15 (4), 337–348.

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Karlsen, J. T. Project Stakeholder Management. Engineering Management Journal 2002, 14 (4), 19–24. https://doi.org/10.1080/10429247.2002.11415180.

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Rowlinson, S.; Cheung, Y. K. F. Stakeholder Management through Empowerment: Modelling Project Success. Construction Management and Economics 2008, 26 (6), 611–623. https://doi.org/10.1080/01446190802071182.

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Bryson, J. M. What to Do When Stakeholders Matter. Public Management Review 2004, 6 (1), 21–53. https://doi.org/10.1080/14719030410001675722.

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Olander, S.; Landin, A. A Comparative Study of Factors Affecting the External Stakeholder Management Process. Construction Management and Economics 2008, 26 (6), 553–561. https://doi.org/10.1080/01446190701821810.

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Olander, S. Stakeholder Impact Analysis in Construction Project Management. Construction Management and Economics 2007, 25 (3), 277–287. https://doi.org/10.1080/01446190600879125.

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LOVE, P. E. D.; MANDAL, P.; LI, H. Determining the Causal Structure of Rework Influences in Construction. Construction Management and Economics 1999, 17 (4), 505–517. https://doi.org/10.1080/014461999371420.

(135)
Love, P. E. D.; Li, H. Quantifying the Causes and Costs of Rework in Construction. Construction Management and Economics 2000, 18 (4), 479–490. https://doi.org/10.1080/01446190050024897.

(136)
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Bibliography for MGRCM2028 & EFIM20015: Project Management BETA