Bibliography for MGRCM2028 & EFIM20015: Project Management

1
Maylor H. Project management. 4th ed. Harlow: : Financial Times Prentice Hall 2010. https://bibliu.com/app/#/view/books/9781292088471/pdf2htmlex/index.html#page_Front%20Cover

2
Maylor H. Project management. 4th ed. Harlow: : Financial Times Prentice Hall 2010. https://bibliu.com/app/#/view/books/9781292088471/pdf2htmlex/index.html#page_Front%20Cover

3
Overdue and over Budget, over and over Again. Published Online First: 9AD.http://gdc.galegroup.com/gdc/artemis/NewspapersDetailsPage/NewspapersDetailsWindow?disableHighlighting=false&displayGroupName=DVI-Newspapers&docIndex=1&source=&prodId=ECON&mode=view&limiter=&display-query=TX+Overdue+%23%23and%23%23+over+Budget%2C+over+%23%23and%23%23+over+Again%E2%80%99&contentModules=&action=e&sortBy=&windowstate=normal&currPage=1&dviSelectedPage=&scanId=&query=TX+Overdue+and+over+Budget%2C+over+and+over+Again%E2%80%99&search_within_results=&p=ECON&catId=&u=univbri&displayGroups=&documentId=GALE%7CGP4100353399&activityType=BasicSearch&failOverType=&commentary=

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;17:337–42. doi:10.1016/S0263-7863(98)00069-6

5
Morris P. Reconstructing Project Management Reprised: A Knowledge Perspective. Project Management Journal 2013;44:6–23. doi:10.1002/pmj.21369

6
Cicmil S, Williams T, Thomas J, et al. Rethinking Project Management: Researching the actuality of projects. International Journal of Project Management 2006;24:675–86. doi:10.1016/j.ijproman.2006.08.006

7
Hodgson DE, Cicmil S. Making projects critical. Basingstoke: : Palgrave Macmillan 2006.

8
Crawford L, Hobbs B, Turner JR. Aligning Capability with Strategy: Categorizing Projects to do the Right Projects and to do Them Right. Project Management Journal 2006;37:38–50. doi:10.1177/875697280603700205

9
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:S15–26. doi:10.1002/pmj.20057

10
Elder-Vass D. The causal power of social structures: emergence, structure and agency. Cambridge: : Cambridge University Press 2010.

11
Kim J. Making sense of emergence. Philosophical Studies 1999;95:3–36. doi:10.1023/A:1004563122154

12
Marras A. Emergence and reduction: Reply to Kim. Synthese 2006;151:561–9. doi:10.1007/s11229-006-9026-z

13
The future is bright, the future is… you! Projecthttps://www.apm.org.uk/project/

14
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. Princes Risborough, Buckinghamshire: : Association for Project Management 2019. https://www.apm.org.uk/body-of-knowledge/

16
Winch GM. Three domains of project organising. International Journal of Project Management 2014;32:721–31. doi: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;25:1475–89. doi: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;31:663–9. doi:10.1016/j.ijproman.2012.12.011

19
Padalkar M, Gopinath S. Are complexity and uncertainty distinct concepts in project management? A taxonomical examination from literature. International Journal of Project Management 2016;34:688–700. doi:10.1016/j.ijproman.2016.02.009

20
Daniel PA, 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;36:184–97. doi: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 Published Online First: 16 June 2006.https://www.theguardian.com/technology/2006/jun/16/egovernment.politics

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;17:153–60. doi:10.14236/jhi.v17i3.730

25
Ahola T, Ruuska I, Artto K, et al. What is project governance and what are its origins? International Journal of Project Management 2014;32:1321–32. doi:10.1016/j.ijproman.2013.09.005

26
Weick KE. Making sense of the organization: Vol. 2: The impermanent organization. Chichester, U.K.: : Wiley

27
Britain’s engineering reputation goes down the tube. The Economist Published Online First: 20181208.https://www.economist.com/britain/2018/12/08/britains-engineering-reputation-goes-down-the-tube

28
Gupta SK, Gunasekaran A, Antony J, et al. Systematic literature review of project failures: Current trends and scope for future research. Computers & Industrial Engineering 2019;127:274–85. doi:10.1016/j.cie.2018.12.002

29
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;7:196–226. doi:10.19255/JMPM02010

30
Wysocki RK. Effective project management: traditional, agile, extreme, hybrid. Eighth edition. Indianapolis, IN: : Wiley 2019. https://ebookcentral.proquest.com/lib/bristol/detail.action?docID=5747804

31
Kerzner H. Project management: case studies. Fourth edition. Hoboken, New Jersey: : John Wiley & Sons, Inc 2013.

32
Milošević D, Patanakul P, Srivannaboon S. Case studies in project, program, and organizational project management. Hoboken, N.J.: : Wiley

33
Verzuh E. The Fast Forward MBA in Project Management. 5th ed. Wiley 2016.

34
Morris PWG, Pinto JK, Söderlund J. The Oxford handbook of project management. Oxford: : Oxford University Press 2011.

35
Lock D. Naked Project Management: the Bare Facts. Farnham: : Ashgate Publishing Ltd 2013.

36
Lientz BP. Project management: a problem-based approach. Houndmills, Basingstoke: : Palgrave Macmillan 2013.

37
Tuttle S. Illustrating PRINCE2: project management in real terms. Ely, Cambridgeshire, U.K.: : IT Governance Pub 2012.

38
Nicholas JM, Steyn H. Project management for business, engineering, and technology: principles and practice. 3rd ed. Amsterdam: : Elsevier Butterworth Heinemann

39
Kerzner H. Project management: a systems approach to planning, scheduling, and controlling. Eleventh edition. Hoboken, New Jersey: : John Wiley & Sons, Inc 2013.

40
PRINCE2 overview. https://www.jstor.org/stable/pdf/j.ctt5hh70p.7.pdf?refreqid=excelsior%3A0df09d2c93fcca292d25438b58e842db

41
APM /INCOSEUK Systems Thinking SIG. Systems Thinking for Portfolio, Programme and Project Managers. 16AD.https://www.apm.org.uk/media/25516/systems-thinking-for-portfolio-programme-and-project-managers-v10.pdf

42
Jackson MC. Critical systems thinking and the management of complexity: responsible leadership for a complex world. Hoboken, NJ: : John Wiley & Sons, Inc 2019.

43
Jackson MC. Systems thinking: creative holism for managers. Chichester, West Sussex: : John Wiley & Sons

44
Jackson MC. Critical systems thinking and the management of complexity: responsible leadership for a complex world. Hoboken, NJ: : John Wiley & Sons, Inc 2019.

45
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;:344–9. doi:10.1109/IEMC.2002.1038455

46
George Ellis. Project Management in Product Development : Leadership Skills and Management Techniques to Deliver Great Products. Elsevier Science & Technology 2015. https://ebookcentral.proquest.com/lib/bristol/reader.action?docID=4003784

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

48
Maylor H. Project management. 4th ed. Harlow: : Financial Times Prentice Hall 2010. https://bibliu.com/app/#/view/books/9781292088471/pdf2htmlex/index.html#page_Front%20Cover

49
Atkinson R, Crawford L, Ward S. Fundamental uncertainties in projects and the scope of project management. International Journal of Project Management 2006;24:687–98. doi:10.1016/j.ijproman.2006.09.011

50
Turner JR, Cochrane RA. Goals-and-methods matrix: coping with projects with ill defined goals and/or methods of achieving them. International Journal of Project Management 1993;11:93–102. doi:10.1016/0263-7863(93)90017-H

51
Flyvbjerg B, Bruzelius N, Rothengatter W. Megaprojects and risk: an anatomy of ambition. Cambridge: : Cambridge University Press 2003. doi:10.1017/CBO9781107050891

52
Carlile PR. A Pragmatic View of Knowledge and Boundaries: Boundary Objects in New Product Development. Organization Science 2002;13:442–55. doi:10.1287/orsc.13.4.442.2953

53
Dougherty D. Interpretive Barriers to Successful Product Innovation in Large Firms. Organization Science 1992;3:179–202. doi:10.1287/orsc.3.2.179

54
Cicmil S, Hodgson D. New Possibilities for Project Management Theory: A Critical Engagement. Project Management Journal 2006;37:111–22. doi:10.1177/875697280603700311

55
Floricel S, Michela JL, Piperca S. Complexity, uncertainty-reduction strategies, and project performance. International Journal of Project Management 2016;34:1360–83. doi:10.1016/j.ijproman.2015.11.007

56
Zwikael O, Chih Y-Y, Meredith JR. Project benefit management: Setting effective target benefits. International Journal of Project Management 2018;36:650–8. doi:10.1016/j.ijproman.2018.01.002

57
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;36:460–73. doi:10.1016/j.ijproman.2018.01.003

58
RIBA Plan of Work 2013. https://www.ribaplanofwork.com/

59
The NAO Guide to Initiating Successful Projects. 2011.https://www.nao.org.uk/wp-content/uploads/2011/12/NAO_Guide_Initiating_successful_projects.pdf

60
Jennings W. Executive Politics, Risk and the Mega-Project Paradox. In: Executive politics in times of crisis. Houndmills, Basingstoke, Hampshire: : Palgrave Macmillan 2012. 239–63.

61
Atkinson R, Crawford L, Ward S. Fundamental uncertainties in projects and the scope of project management. International Journal of Project Management 2006;24:687–98. doi:10.1016/j.ijproman.2006.09.011

62
Maylor H. Project management. 4th ed. Harlow: : Financial Times Prentice Hall 2010. https://ebookcentral.proquest.com/lib/bristol/detail.action?docID=5173571

63
Daniel E, Daniel PA. Megaprojects as complex adaptive systems: The Hinkley point C case. International Journal of Project Management Published Online First: June 2019. doi:10.1016/j.ijproman.2019.05.001

64
Williams T, Eden C, Ackermann F, et al. The Effects of Design Changes and Delays on Project Costs. Journal of the Operational Research Society 1995;46:809–18.https://linker2.worldcat.org/?date=1995-07-01&rft.content=fulltext&rft.institution_id=132607&linktype=best&spage=809&title=Journal+of+the+Operational+Research+Society%2C+The&localstem=https%3A%2F%2Fbris.idm.oclc.org%2Flogin%3Furl%3D&atitle=The+Effects+of+Design+Changes+and+Delays+on+Project+Costs&jHome=https%3A%2F%2Fwww.jstor.org%2Fjournal%2Fjoperresesoci&provider=jstor&pkgName=archive&rft.oclcnum=5549630755&linkclass=to_article&aulast=Williams&issue=7&jKey=joperresesoci&rfr_id=info%2Fsid%3Aoclc.org%2FWCL&eissn=1476-9360&volume=46&linkScheme=jstor&itemnum=10.2307%2F2583965&issn=0160-5682&rft.order_by=preference

65
Rodrigues AG, Williams TM. System dynamics in project management: assessing the impacts of client behaviour on project performance. Journal of the Operational Research Society 1998;49:2–15. doi:10.1057/palgrave.jors.2600490

66
Eden C, Williams T, Ackermann F, et al. 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;51:291–300. doi:10.1057/palgrave.jors.2600919

67
Love PED, Mandal P, Smith J, et al. Modelling the dynamics of design error induced rework in construction. Construction Management and Economics 2000;18:567–74. doi:10.1080/014461900407374

68
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/

69
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;38:99–111. doi:10.1016/j.ijproman.2020.01.001

70
Feylizadeh MR, Mahmoudi A, Bagherpour M, et al. 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;35:3615–31. doi:10.3233/JIFS-18171

71
Wang N, Wei K, Sun H. Whole Life Project Management Approach to Sustainability. Journal of Management in Engineering 2014;30:246–55. doi:10.1061/(ASCE)ME.1943-5479.0000185

72
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;:40–9. doi:10.19255/JMPM01504

73
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;:72–9.https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=125356361&site=ehost-live

74
Leach LP. Critical chain project management. Third edition. Boston: : Artech House 2014.

75
Milošević D, Martinelli RJ. Project management toolbox. Second edition. Hoboken, New Jersey: : John Wiley & Sons, Inc 2015.

76
Norman ES, Brotherton SA, Fried RT. Work Breakdown Structures: the Foundation for Project Management Excellence. Hoboken: : John Wiley & Sons 2011.

77
Maylor H. Project management. 4th ed. Harlow: : Financial Times Prentice Hall 2010. https://bibliu.com/app/#/view/books/9781292088471/pdf2htmlex/index.html#page_Front%20Cover

78
Kutsch E, Hall M. Deliberate ignorance in project risk management. International Journal of Project Management 2010;28:245–55. doi:10.1016/j.ijproman.2009.05.003

79
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;23:591–9. doi:10.1016/j.ijproman.2005.06.009

80
Van Os A, Van Berkel F, De Gilder D, et al. Project risk as identity threat: explaining the development and consequences of risk discourse in an infrastructure project. International Journal of Project Management 2015;33:877–88. doi:10.1016/j.ijproman.2014.10.016

81
Flyvbjerg B, Bruzelius N, Rothengatter W. Megaprojects and risk: an anatomy of ambition. Cambridge: : Cambridge University Press 2003. doi:10.1017/CBO9781107050891

82
Chapman C. Key points of contention in framing assumptions for risk and uncertainty management. International Journal of Project Management 2006;24:303–13. doi:10.1016/j.ijproman.2006.01.006

83
Jaafari A. Management of risks, uncertainties and opportunities on projects: time for a fundamental shift. International Journal of Project Management 2001;19:89–101. doi:10.1016/S0263-7863(99)00047-2

84
Zuo F, Zhang K. Selection of risk response actions with consideration of secondary risks. International Journal of Project Management 2018;36:241–54. doi:10.1016/j.ijproman.2017.11.002

85
Qazi A, Quigley J, Dickson A, et al. Project Complexity and Risk Management (ProCRiM): Towards modelling project complexity driven risk paths in construction projects. International Journal of Project Management 2016;34:1183–98. doi:10.1016/j.ijproman.2016.05.008

86
Van Os A, Van Berkel F, De Gilder D, et al. Project risk as identity threat: explaining the development and consequences of risk discourse in an infrastructure project. International Journal of Project Management 2015;33:877–88. doi:10.1016/j.ijproman.2014.10.016

87
Wang SQ, Dulaimi MF, Aguria MY. Risk management framework for construction projects in developing countries. Construction Management and Economics 2004;22:237–52. doi:10.1080/0144619032000124689

88
Martin Schieg. Risk management in construction project management. Journal of Business Economics and Management;7:77–83.https://www.tandfonline.com/doi/abs/10.1080/16111699.2006.9636126?src=recsys

89
David Hillson. When is a Risk not a Risk. https://www.who.int/management/general/risk/WhenRiskNotRisk.pdf

90
David Hillson. What is risk? Towards a common definition. http://risk-doctor.com/pdf-files/def0402.pdf

91
Nicolas Bouleau. To understand risk, use your imagination | New Scientist. Published Online First: 22AD.https://institutions.newscientist.com/article/mg21028186-400-to-understand-risk-use-your-imagination/

92
Ward S, Chapman C. Transforming project risk management into project uncertainty management. International Journal of Project Management 2003;21:97–105. doi:10.1016/S0263-7863(01)00080-1

93
Daniel PA, 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;36:184–97. doi:10.1016/j.ijproman.2017.07.004

94
Wied M, Koch-Ørvad N, Welo T, et al. Managing exploratory projects: A repertoire of approaches and their shared underpinnings. International Journal of Project Management 2020;38:75–84. doi:10.1016/j.ijproman.2019.12.002

95
Lima PF de A, Verbano C. Project Risk Management Implementation in SMEs: A Case Study from Italy. Journal of technology management & innovation 2019;14:3–10. doi:10.4067/S0718-27242019000100003

96
Miller R, Lessard D. Understanding and managing risks in large engineering projects. International Journal of Project Management 2001;19:437–43. doi:10.1016/S0263-7863(01)00045-X

97
Raftery J. Risk analysis in project management. 1st ed. London: : E & FN Spon

98
Stewart RW, Fortune J. Application of systems thinking to the identification, avoidance and prevention of risk. International Journal of Project Management 1995;13:279–86. doi:10.1016/0263-7863(95)00024-K

99
Raydugin Y. Project risk management: essential methods for project teams and decision makers. Hoboken: : Wiley 2013.

100
Kim Heldman , and Kim Heldman. Project Manager’s Spotlight on Risk Management. John Wiley & Sons, Incorporated 2005. https://ebookcentral.proquest.com/lib/bristol/reader.action?docID=267263

101
Willumsen P, Oehmen J, Stingl V, et al. Value creation through project risk management. International Journal of Project Management 2019;37:731–49. doi:10.1016/j.ijproman.2019.01.007

102
Taroun A. Towards a better modelling and assessment of construction risk: Insights from a literature review. International Journal of Project Management 2014;32:101–15. doi:10.1016/j.ijproman.2013.03.004

103
Ackermann F, Eden C, Williams T, et al. Systemic risk assessment: a case study. Journal of the Operational Research Society 2007;58:39–51. doi:10.1057/palgrave.jors.2602105

104
Akintoye AS, MacLeod MJ. Risk analysis and management in construction. International Journal of Project Management 1997;15:31–8. doi:10.1016/S0263-7863(96)00035-X

105
Xia N, Zou PXW, Griffin MA, et al. Towards integrating construction risk management and stakeholder management: A systematic literature review and future research agendas. International Journal of Project Management 2018;36:701–15. doi:10.1016/j.ijproman.2018.03.006

106
Farooq MU, Thaheem MJ, Arshad H. Improving the risk quantification under behavioural tendencies: A tale of construction projects. International Journal of Project Management 2018;36:414–28. doi:10.1016/j.ijproman.2017.12.004

107
Chapman C. Project risk analysis and management—PRAM the generic process. International Journal of Project Management 1997;15:273–81. doi: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;25:694–701. doi:10.1016/j.ijproman.2007.02.004

109
Guo F, Chang-Richards Y, Wilkinson S, et al. Effects of project governance structures on the management of risks in major infrastructure projects: A comparative analysis. International Journal of Project Management 2014;32:815–26. doi:10.1016/j.ijproman.2013.10.001

110
Raz T, Michael E. Use and benefits of tools for project risk management. International Journal of Project Management 2001;19:9–17. doi:10.1016/S0263-7863(99)00036-8

111
Maylor H. Project management. 4th ed. Harlow: : Financial Times Prentice Hall 2010. https://ebookcentral.proquest.com/lib/bristol/detail.action?docID=5173571

112
Acebes F, Pajares J, Galán JM, et al. A new approach for project control under uncertainty. Going back to the basics. International Journal of Project Management 2014;32:423–34. doi:10.1016/j.ijproman.2013.08.003

113
Bryde D, Unterhitzenberger C, Joby R. Conditions of success for earned value analysis in projects. International Journal of Project Management 2018;36:474–84. doi:10.1016/j.ijproman.2017.12.002

114
The imperial units error that downed a multi-million-dollar Mars probe | New Scientist. Published Online First: 2AD.https://institutions.newscientist.com/article/mg24332500-200-the-imperial-units-error-that-downed-a-multi-million-dollar-mars-probe/

115
Zuo F, Zhang K. Selection of risk response actions with consideration of secondary risks. International Journal of Project Management 2018;36:241–54. doi:10.1016/j.ijproman.2017.11.002

116
Rozenes S, Vitner G, Spraggett S. Project Control: Literature Review. Project Management Journal 2006;37:5–14. doi:10.1177/875697280603700402

117
Jones stephen. Agile and Earned Value. https://www.apm.org.uk/media/1190/agile-and-earned-value.pdf

118
Milošević D, Martinelli RJ. Project management toolbox. Second edition. Hoboken, New Jersey: : John Wiley & Sons, Inc 2015.

119
Maylor H. Project management. 4th ed. Harlow: : Financial Times Prentice Hall 2010. https://bibliu.com/app/#/view/books/9781292088471/pdf2htmlex/index.html#page_Front%20Cover

120
Mirko Sokovic. Basic Quality Tools in Continuous Improvement Process. Strojniski Vestnik 2009;55.https://www.researchgate.net/publication/299050377_Basic_Quality_Tools_in_Continuous_Improvement_Process

121
Shenhar AJ, Dvir D, Levy O, et al. Project Success: A Multidimensional Strategic Concept. Long Range Planning 2001;34:699–725. doi:10.1016/S0024-6301(01)00097-8

122
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;17:337–42. doi:10.1016/S0263-7863(98)00069-6

123
Jepsen AL, Eskerod P. Stakeholder analysis in projects: Challenges in using current guidelines in the real world. International Journal of Project Management 2009;27:335–43. doi:10.1016/j.ijproman.2008.04.002

124
Friedman AL, Miles S. Developing Stakeholder Theory. Journal of Management Studies 2002;39:1–21. doi:10.1111/1467-6486.00280

125
Sutterfield JS, Friday-Stroud SS, Shivers-Blackwell SL. A Case Study of Project and Stakeholder Management Failures: Lessons Learned. Project Management Journal 2006;37:26–35. doi:10.1177/875697280603700504

126
Xia N, Zou PXW, Griffin MA, et al. Towards integrating construction risk management and stakeholder management: A systematic literature review and future research agendas. International Journal of Project Management 2018;36:701–15. doi:10.1016/j.ijproman.2018.03.006

127
Newcombe R. From client to project stakeholders: a stakeholder mapping approach. Construction Management and Economics 2003;21:841–8. doi:10.1080/0144619032000072137

128
Jing Yang. Exploring critical success factors for stakeholder management in construction projects. Journal of Civil Engineering and Management;15:337–48.https://www.tandfonline.com/doi/abs/10.3846/1392-3730.2009.15.337-348?src=recsys

129
Karlsen JT. Project Stakeholder Management. Engineering Management Journal 2002;14:19–24. doi:10.1080/10429247.2002.11415180

130
Rowlinson S, Cheung YKF. Stakeholder management through empowerment: modelling project success. Construction Management and Economics 2008;26:611–23. doi:10.1080/01446190802071182

131
Bryson JM. What to do when Stakeholders matter. Public Management Review 2004;6:21–53. doi:10.1080/14719030410001675722

132
Olander S, Landin A. A comparative study of factors affecting the external stakeholder management process. Construction Management and Economics 2008;26:553–61. doi:10.1080/01446190701821810

133
Olander S. Stakeholder impact analysis in construction project management. Construction Management and Economics 2007;25:277–87. doi:10.1080/01446190600879125

134
LOVE PED, MANDAL P, LI H. Determining the causal structure of rework influences in construction. Construction Management and Economics 1999;17:505–17. doi:10.1080/014461999371420

135
Love PED, Li H. Quantifying the causes and costs of rework in construction. Construction Management and Economics 2000;18:479–90. doi:10.1080/01446190050024897

136
Love PED, Edwards DJ. Forensic project management: The underlying causes of rework in construction projects. Civil Engineering and Environmental Systems 2004;21:207–28. doi:10.1080/10286600412331295955

137
Cherns AB, Bryant DT. Studying the client’s role in construction management. Construction Management and Economics 1984;2:177–84. doi:10.1080/01446198400000016

138
Bresnen MJ, Haslam CO. Construction industry clients: A survey of their attributes and project management practices. Construction Management and Economics 1991;9:327–42. doi:10.1080/01446199100000026

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Bibliography for MGRCM2028 & EFIM20015: Project Management BETA