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This paper reports of a study that uses the Stakeholder Management Theory to analyse the implementation of a pilot phase of public access project, the Smart Cape Access Initiative, a Cape Town City Council e-government initiative. Data for the study was gathered through in-depth interviews with individuals who were involved, influenced and were aff...
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Context 1
... the achievements of the organisation’s objective (Freeman, 1984). The use of the term “stakeholder” as opposed to “interest groups” or constituencies is a deliberate contrast to “stockholders” and “shareholders” (Scholl, 2001). Thus, Stakeholder Theory is an open challenge to neoclassical economic theories of the firm which focus on the conventional input-output model of the firm (Donaldson & Preston, 1995; Scholl, 2001). The theory takes into consideration the interests of all legitimate stakeholders while acknowledging that the priority of these interests is not always immediately evident (Kaler, 2003). Stakeholders of a firm may include government, investors, political groups, customers, communities, employees, trade associations and suppliers. Stakeholder Management Theory is categorised into normative, descriptive and instrumental theories (Donaldson & Preston, 1995; Scholl, 2001). Descriptive Stakeholder Theory focuses on describing how organisations manage or interact with stakeholders. Normative Stakeholder Theory prescribes how organisations should treat their stakeholders. In other words, the normative aspect of the theory deals with the ethical question of the necessity of not privileging shareholders over the other stakeholders. Instrumental Stakeholder Theory claims that paying attention to stakeholders impacts on the achievements of other co-operate goals (Hillman & Keim, 2001; Kaler, 2003). i.e. "if you want to maximize shareholder value, you should pay attention to key stakeholders" (Freeman, 1999). The three theories “are not discrete, [r]ather they are nested within each other” (Kaler, 2003 p 73). It is argued, therefore, that taking into account interests of stakeholders can be justified based on ethical grounds – i.e. it is the right thing to do (Kaler, 2003). Maitland (2001 p 130) argues that stakeholder management allows for an equitable distribution of the benefits of an organisation. It has also been argued that stakeholder management may lead to business success since it creates customer loyalty as well as reducing the staff turn over rate (Hillman & Keim, 2001) Stakeholder Management Theory has a number of critics especially among economists. Milton Friedman (1970), for instance, famously stated that “The social responsibility of business is to increase its profits”. Stakeholder Theory has also drawn criticism from within its own camp as being too theoretical and needing to ground itself in more data (Gioia, 1999). Jones and Wicks (1999) argue for a unified Stakeholder Theory which combines all the separate strands into a single coherent theory. Freeman (1999) and subsequent authors (e.g. Scholl, 2001) have argued that a convergent theory does not exist and that though theories may have originated from the same source, their prescriptions and implications differ (Scholl, 2001). In this study we adopted the operationalisation of the theory suggested by Bailur (2006). Bailur’s framework, which is depicted in Figure 1, was deemed appropriate to analyse the implementation of the Smart Cape initiative since it provides an integrated view of the related steps for stakeholder management analysis. Based on this framework, stakeholder theory can be carried out in three stages: (1) Stakeholder Identification, Stakeholder Behaviour Explanation and Coalition Analysis (2) Stakeholder Management and (3) Concessions/Bargains. The stages are discussed in turn in the subsequent sub-sections. The first stage of the analysis is to identify the stakeholders of a project, their interest, their behaviour and what their history is and then to undertake a coalition analysis -i.e., to understand how they interact with other groups (Freeman, 1984). It should be noted that stakeholders could exert influence (which could be technological, economic, social, political or managerial) in multiple ways and to a varying extent (Bailur, 2006). The indentification of stakeholders can be conducted by meeting stakeholder groups and validating their self-perceptions by cross-checking against other stakeholder groups (Freeman, 1984). Stakeholders can be classified along a number of dimensions. They could be classified as primary or secondary (Savage, Nix, Whitehead & Blair, 1991). Primary stakeholders have formal and economical relationships with the organisation while secondary stakeholders are not directly related to the organisation despite being able to influence and be influenced by its operation and outcomes (Hillman & Keim, 2001). Stakeholders may also be classified as environmental or process related (Atkinson, Waterhouse & Wells, 1997). Environmental stakeholders are included within the external environment in which the organisation operates whilst process. Others classify stakeholders as claimants, influencers and also a combination of both (Kaler, 2002). Freeman (1984) proposed a grid for mapping an organisation’s stakeholders based on the categories of power and interest, i.e. claimant and influencer (see Figure 2). One dimension of the Freeman’s model relates to the diversity of interests that attracts an external agent to the organisation and makes it a stakeholder. The other dimension relates to the power that agents may have to influence an organisation’s behaviour and performance. Stakeholders with high power and interests aligned with the purpose of the project are critical and form the primary audience (Freeman, 1984). These include both the immediate decision makers and people whose opinion matters. Stakeholders with high interest but low power, or high power but low interest, should be kept informed or satisfied (Freeman, 1984). These would be the secondary audience. Stakeholders may also be distinguished using the importance versus influence dimensions (Gavin & Pinder, 1998). Importance relates to how stakeholders’ problems, needs and interests are the priority of the intervention while influence illustrates the power that the stakeholder has (Bailur, 2006). Such information is mapped in a stakeholder importance-influence map. The different components of the stakeholder importance-influence map represent the different groups and sub-groups of stakeholders involved in a project. The stakeholder importance-influence map can thus provide an integrated and comprehensive view of the different groups of stakeholders, their importance, responsibilities and influence on a project. A high importance stakeholder is a stakeholder whose interests, needs and problems are of high priority in a project while a high influence stakeholder is the one with power to influence a project (Bailur, 2006; Clarkson, 1995). One possible weakness of this approach is that the importance and influence ascribed to a particular stakeholder may change throughout the lifecycle of the project. The general stakeholder identification theory (Mitchell, Agle & Wood, 1997) propose that classes of stakeholders can be identified by the possession or attributed possession of one or more of these three dimensions: ‘(1) the stakeholder’s power to influence the firm, (2) the legitimacy of the stakeholder’s relationship with the firm, and (3) the urgency of the stakeholder’s claim on the firm’ (p. 854). By using a combination of stakeholder analysis tools, we aim to provide a stronger basis for proper identification and comprehensive categorisation of stakeholders of Smart Cape project. The second stage of the analysis attempts to understand the organisational strategies needed to manage the stakeholders (Bailur, 2006). Gavin and Pinder (1998) as well as Gosling and Edwards (2003) provide a sliding scale of involving stakeholders according to their importance. The scale helps to decide whether to inform, consult, offer partnership or give control to a stakeholder group. The scale can be determined in relation to the different stages of a project’s lifecycle, from project identification/analysis to planning, cost/benefit analysis (CBA), implementation, and monitoring and evaluation. The final stage of the analysis based on the stakeholder framework is the analysis of the set of transactions or bargains used to solve conflicts which arise/arose among stakeholder groups (Freeman, 1984). Even though Stakeholder Theory has its roots in private sector firms, there is interest in applying it to the public sector (Scholl, 2001). There is benefit to the use of Stakeholder Theory principles in managerial decision making at an inter- and intra-governmental level particularly for large-scale IT investments where the risk of failure is high (Scholl, 2001). Cross-sector application of insights of Stakeholder Theory is fairly straight forward between government-to-government and business-to- business scenarios. However, this may not be the case in government-to-citizen scenarios since government-to-citizen is not the equivalent of business-to-consumer since “[a] consumer is not the equivalent of a citizen” (Scholl, 2001 p. 18). Several studies have used the Stakeholder Theory to study e-Government related projects. Example of these are presented in Table 1. Of the studies presented in Table 1, only Bailur’s (2006) focused on a public access project. It is on that account that we argue that there is need for more stakeholder studies on public ICT access projects. Bailur (2006) is also interesting from our perspective since it is the only study from the table that used an interpretive approach; this study also employs an interpretive approach Data for the study was gathered mainly through interviews with individuals who were involved, influenced and were affected by the implementation of the Smart Cape pilot project. Reports from Cape Town City council commissioned studies were used as secondary data. Purposive sampling was used to ensure that all the important stakeholder groups were taken into account. Bailur (2006) recommends that the stakeholder identification process should ideally be repeated since subsequent iterations bring up previously unnoticed ...
Citations
... Feedback Mechanisms: Implementing a robust feedback mechanism is crucial for ensuring continuous stakeholder input throughout the project lifecycle (Saxena and McDonagh, 2020). When feedback is analysed and acted upon, it can provide valuable insights for making adjustments and refinements to the project (Chigona et al., 2010). Embrace Cultural Differences: Recognizing and embracing the cultural differences of stakeholders from various industries is crucial in project management. ...
In an age of increasing project complexity and inter-industry collaboration, successful stakeholder management has emerged as a pivotal aspect of project management, ensuring that projects achieve their objectives and gain acceptance and support from all involved entities. This review article delves into the multifaceted realm of stakeholder management, focusing on its benefits in cross-industry projects – a relatively new and increasingly relevant area of study. Through a comprehensive analysis of recent studies, we elucidate the tangible and intangible advantages that effective stakeholder management brings to projects that span multiple industries. Key findings indicate that adept management of stakeholders leads to enhanced communication, reduced risks, optimal resource utilization, and project success. Furthermore, in cross-industry projects, it fosters innovation, drives alignment of industry-specific objectives, and facilitates knowledge sharing, thus yielding competitive advantages for all involved parties. This article aims to guide practitioners and researchers alike in understanding the pivotal role of stakeholder management in modern, inter-industry projects, highlighting its significance as a cornerstone for achieving synergistic project outcomes.
... However, in line with concerns raised by Jamieson [17], Wilson [12] and Rahmat et al. [47], this model neglects to show the engagement process which should be occurring in parallel. Therefore, end-user engagement in building facilities refurbishment in higher education is less strategic, whereby the design team only gives "lip service" and does not necessarily engage with the end users to consider their views [20,[48][49][50]. As it is a seminal work in this domain, this study built on the 'The Project Delivery Process Model' by Stanford University [43] to identify specific strategies that design team stakeholders can employ for engaging end-user stakeholders during building facilities refurbishment in higher education. ...
... Within stakeholder theory, there is a plethora of standard stakeholder identification techniques, such as the Stakeholder Circle™ (Bourne and Walker [72] and Lehtinen and Aaltonen [64] and Bahadorestani et al. [62])). None of these techniques was used in either Case 1 or Case 2. Instead, the project stakeholders were identified in a non-standardised manner using the snowballing technique, which was consistent with previous studies in the higher education context carried out by Chigona et al. [48] and Storvang and Clarke [73]. Capturing end-user needs using standardised techniques is more effective; however, it must be appropriated in the project budget for it to be used by design team members [74]. ...
... Although it was limited, such dialogue ensured the interests of both stakeholder parties were accounted for, and decisions were made by considering them [49]. In corroboration, Kanyal [38] and Chigona et al. [48] also conveyed that genuine dialogue builds trust, acceptance, self-actualisation and sense of ownership for the parties involved. ...
The refurbishment of building facilities needs to incorporate end-user engagement to ensure refurbished building facilities outcomes that include user-responsive learning spaces and satisfy users’ learning needs. However, existing refurbishment design process frameworks neglect to show the engagement process. A new framework for engaging end users in the refurbishment design of building facilities in higher education is presented. A qualitative research methodology was employed to obtain and analyse interview data from twenty-one design team stakeholders involved in two cases of refurbished building facilities in higher education institutions in Australia and New Zealand. The findings revealed four core themes which indicate the context and phases in the refurbishment design process where end-user engagement should be taken seriously. They are the higher education context, early design, user engagement in the design process and post-design phases. In addition, the findings revealed six specific strategies for end-user engagement in the refurbishment design of building facilities in higher education institutions. They are identifying stakeholder value systems, capturing end-user needs, communicating and integrating. Others are the setting of engagement boundaries and surveying of end users. This study modified the project heartbeat originally developed by Stanford University in 2010 for the refurbishment design process in a higher education context. The new framework bridges the gaps in the current literature between stakeholder theory and refurbishment design, and, by incorporating the refurbishment design processes, the framework can be employed in wider education and other project contexts to facilitate the balanced involvement of end users.
... In addition to technological inadequacies that threaten the success of IT projects in developing countries, the MRP also faced several challenges because of complex stakeholder interrelations and power dynamics and the socio-political influences in Bangladesh, which were exacerbated by a history of unscrupulous and inefficient business practices typical of many such developing countries [12]. These problems often override technological challenges, and thus become crucial to reduce for the ultimate success of IT interventions in developing countries [13,14]. It is, therefore, imperative that they are effectively managed. ...
... This characteristic of the salience model made it an optimal tool for analysing the stakeholders involved in the MRP because of the diverse portfolios of each stakeholder group. Moreover, the salience model has been widely used in information systems research to identify, classify, and prioritise stakeholders based on their possession of one or more attributes and to examine their influence on project outcomes (see, for example, [27,28], and in the context of developing countries [14,23,29]). The findings of these studies suggested that the salience model is an appropriate tool for the MRP project. ...
... Based on this model, this study first identified the attributes possessed by each stakeholder group in the MRP project and their degree of salience, and second, determined the effect of this analysis in managing multiple stakeholders with competing and conflicting interests. Surprisingly, our findings indicated that despite of the apparent importance of stakeholder analysis to aid successful project implementation [14,18,25], no formal analysis was undertaken at the inception of or at any point in the course of the project. Indeed, Sener, Varoglu, and Karapolatgil [36] noted that the concept of stakeholder analysis is still in its infancy in developing countries. ...
Digital transformation initiatives must meet specific demands, mainly to improve existing processes or provide a more efficient way to address a problem or situation. When such interventions are required for large projects in the public sector, the involvement of multiple stakeholder groups becomes inevitable. The literature indicates that this often leads to complex stakeholder interrelations and conflicting interests because of diverse perspectives and power dynamics. This paper presents the case of a machine-readable passport project whose purpose was to automate the passport transaction process in Bangladesh; that involved multiple organisations with diverse portfolios from the public and private sectors. Although considerable success was achieved, it was not without challenges because of the complex power dynamics and the sociocultural and political environments of the various stakeholder groups involved. Using the salience model, this study examined stakeholder relations, interests, and power plays and provides rich insight into the complexities and challenges of the stakeholder relationships. Data were collected from a series of interviews, focus group discussion, and observations of participants during the early stage of the project. The findings suggest that information and communications technology innovation, implementation, and organisational change in developing countries is deeply rooted in sociocultural and organisational norms, vested interests, and power politics at multiple levels. In addition to contributing to new knowledge in digital transformation interventions in developing countries, the study has policy implications and practical lessons for designers and implementers working in developing countries.
... Despite the best efforts of the government and other stakeholders involved in the intermediaries, there seem to be disparities between the roles of the different stakeholders in information sharing (Chigona et al. 2010;Lwoga & Chigona 2018). These disparities are caused by, amongst others, the intermediaries' low level of computer literacy, lack of understanding of how to adapt to using the new technology that might require more time than they could afford, inadequate infrastructure and a severe shortage of qualified staff (Lwoga & Chigona 2020;Stoltenkamp et al. 2013). ...
Background: The Western Cape Provincial Government uses digital intermediaries to facilitate information sharing between individuals, communities and the government. Digital intermediaries are shared facilities where communities can visit and have access to information and communication technology (ICT) and the internet. Communities benefit economically, socially and politically by using free access to ICT and the internet from intermediaries’ facilities to share information with the government. There seem to be disparities between the roles of the different stakeholders in information sharing. These disparities often result in poor communication between the government and communities, and also poor government services delivery.
Objectives: This research investigated how intermediaries can enhance information sharing between government and communities in the Western Cape Province.
Method: This study adopted a qualitative research approach by using semi-structured interviews. Purposive sampling was used to collect qualitative data from 15 participants from different intermediaries’ staff in the Western Cape Province. A narrative analysis approach was used to analyse the data.
Results: The study found that intermediaries intermediate between communities and the government by providing free access to ICTs, provide basic computer training and access to computing resources and serving as an information hub. The study also found that operating hours, lack of resources, skilled staff and communication challenges adversely affect information sharing.
Conclusion: This study recommended that intermediaries are supported to increase the number of resources and facilities and the number and levels of training in the province to cater for more communities. This study further recommended an increase on operational hours, and communication channels between the government and intermediaries.
... In South Africa, Chigona, Roode, Nazeer, & Pinnock (2010) in their study on the investigation of stakeholder management's impact on a Public Access Project's implementation, concluded that while most of the stakeholders of the project were established, there were a variety of avoidable conflicts including the project's internal and external IT departments' conflicts, that had a negative effect on the project, which was attributed to lack of formal adoption of stakeholder management approaches. The study also pointed out the missed opportunities, including engagement of important stakeholders such as community volunteers and libraries, which was attributed to lack of formal application of stakeholder management techniques as well. ...
... Du Bois and Chigona (2018) The research summarised in Table 1 indicates a plethora of findings, across a range of issues, in respect of the public access ICT4D landscape in South Africa over the past decade. These range from studies that provide a general overview of the landscape (eg, James, Finlay, Jensen, Neville, & Pillay, 2008;Pather & Gomez, 2010) to issues that sought to determine factors of success (eg, Chigona et al., 2005;Mamba & Isabirye, 2015) to those that highlight the implementation challenges (eg, Chigona, Roode, Nabeel, & Pinnock, 2010). ...
There have been expectations across the developing world that information and communications technologies (ICTs) will deliver benefits to marginalised people. Despite many programmes related to the promotion of Internet uptake and usage amongst poorer communities, evidence regarding such benefit is lacking, and there is little agreement in respect of frameworks and metrics to evaluate the benefits thereof. This paper reports on a case study that investigated the nature of a public access information and communication technologies for development (ICT4D) programme and presents a framework for assessing the associated benefits in the South African context. The capability approach is used as a lens to assess the process of providing opportunities to ordinary citizens through ICT access and use. By operationalising agency and conversion factors, the study identified inhibitors and enhancers of opportunities and choices in realising benefits. Through the application of a critical realism paradigm and a mixed method analytical approach, perceptions of a changed life, aspirations for a better life, and “hope” emerged as key intangible benefits. The paper presents an ICT benefits framework, which serves as an important contribution to the ICT4D evaluation field. A novel outcome of the study is that it provides evidence of constructs that to date have been considered as intangible benefits in the literature.
... Supported by numerous authors, end user engagement is of high prominence in relation to project design (14,15,6). The key barrier being how to identify the best tools and strategies to facilitate meaningful participation (16). Built between 1958 and 1964 in the brutalist style, the 13000m2 Faculty of Architecture, in Ankara, Turkey's capital, is prized as a specimen of quality modern architectures, achieving a place within the 11 building shortlist of the 'Keeping it Modern' 2017 Getty Foundation competition. ...
In the case of higher education facilities, many institutions strive to ensure that facilities are high quality, and portray an image of sustainability and global responsibility. Furthermore, to enable high quality research and teaching outputs from universities, a good quality working environment is vital to productivity and employer reputation. In this sense, ageing building stocks needs to be modernised to ensure environmental performance and to respond to the changing requirements of teaching and learning. Although superficially it may seem a straightforward pathway to promote the green campaign via buildings, in higher education complexity can be added in various ways; differing client requirements, democratic decision-making, budget restrictions and project schedules. Some universities choose to involve end users and stakeholders in a central manner to a project, which can cause information overload and protracted timescales, whilst others select a route of minimal end user involvement. Using a case study approach, this research looks to highlight key elements of successful early stage retrofit stakeholder engagement. Key case study data collected includes qualitative stakeholder interviews, analysed using textual analysis software, and also occupant comfort questionnaires to assess building usage practices, seasonal comfort variations and quantitative rating of building spaces. Findings highlight that retrofit project end users, require engagement to aid articulation of priorities, along with the utilisation of engagement strategies to promote project buy in. This engagement illuminates key areas of potential conflict of requirements, for example the role of heritage protection versus change, or the contrast between increasing flexibility of space usage and retention of legacy space utilisation practices.
... Ao fazer um levantamento da produção sobre priorização de stakeholders, Mascena, Kim, Fischmann e Corrêa (2015) argumentaram que, de acordo com as contribuições de diversos estudos sobre priorização, pode-se afirmar que a percepção dos gestores quanto à importância dos stakeholders é influenciada por características dos stakeholders, como a sua saliência ( Mitchell et al., 1997), poder (Frooman, 2010;Chigona, Roode, Nabeel, & Pinnock, 2010) e a legitimidade de suas demandas (Phillips, 2003b). ...
... A percepção de importância dos gestores também é influenciada pelo comportamento dos stakeholders, como a influência do stakeholder na organização (Chigona et al., 2010;Pedersen, 2011;Saravanamuthu, 2018), a pressão dos stakeholders (Murillo-Luna, GarcesAyerbe, & Rivera-Torres, 2008; Vazquez-Brust, Liston-Heyes, Plaza-Úbeda, & BurgosJiménez, 2010) e a contribuição do stakeholder para a empresa (Phillips, 2003b;Cameron, Crawley, Feng, & Lin, 2011). A priorização dos stakeholders também pode ser afetada por características da empresa como a sua função-objetivo (Boaventura, Cardoso, Silva, & Silva, 2009) e a sua estratégia em relação ao ambiente (Henriques & Sadorsky, 1999;Buysse & Verbeke, 2003;Yu, Guo, & Luu,2018). ...
A participação dos stakeholders no processo de decisão tem sido recomendada por trazer vantagens competitivas para as organizações. Nesse sentido, esta pesquisa tem por objetivo entender qual a relação entre a gestão para stakeholders e a participação no processo de decisão. Para tanto, foi desenvolvido um ensaio teórico com o objetivo de levantar proposições de pesquisa e reflexões teóricas sobre o tema. Com este trabalho busca-se instigar pesquisas sobre as seguintes proposições: Proposição 1: Quanto maior a prioridade do stakeholder maior a participação no processo de decisão organizacional; Proposição 2: Quanto maior a reciprocidade no relacionamento com o stakeholder maior a participação no processo de decisão organizacional; Proposição 3: O tipo de stakeholder modera a relação entre a prioridade do stakeholder e a participação no processo de decisão organizacional e Proposição 4: As características do stakeholder moderam a relação entre a reciprocidade no relacionamento com o stakeholder e a participação no processo de decisão organizacional. Embora o trabalho discuta o tema ainda de forma embrionária, pode-se verificar um potencial de investigação para as questões que o permeiam. Uma dessas questões refere-se aos limites para a participação dos stakeholders na tomada de decisão para que haja benefício mútuo em vez do aumento de conflitos de interesses ou de alianças políticas. Outro ponto é como operacionalizar empiricamente e operar gerencialmente um relacionamento de reciprocidade entre a organização e seus stakeholders.
... Stakeholder theory (Flak & Nordheim, 2006) has been used in information systems research to provide some theoretical conceptualization of power in projects by looking at the salience of actors and their interactions. Research on e-government stakeholders suggests that they 2 International Journal of Project Management 2017 Accepted version -In press need to be managed (Chigona, Roode, Nazeer and Pinnock, 2010) and require leadership (Luk, 2009). The idea of shared power through stakeholder inclusiveness (Axelsson, Melin and Lindgren, 2009;Cogburn, 2009) has also captured the interest of researchers. ...
Power and politics play an important role in multi-actor information systems where balancing change and stability becomes a goal in itself in order to preserve organizational equilibriums. To investigate this, the paper looks at a project on the implementation of the electronic system of business registration in Albania, a developing country in transition. The study introduces the concept of Obligatory Passage Channels (OPCs), building on Actor-Network Theory (ANT) and the Circuits of Power Model (CPM). An OPC is defined as the mechanism that gives momentum to the flows of power in a multi-actor project network. Findings show that the social circuit of causal power is characterized OPCs related to need and vision. The systemic circuit of facilitative power is shaped by OPCs related to coordination and capabilities. The episodic circuit of dispositional power is characterized by the inter-operability OPC. This study contributes to a better understanding of the network politics in multi-actor information system projects and the transitions of power therein.
... O conceito de New Public Management (Hood, 1991), introduzido a partir da década de 1980 em diversos países, trouxe consigo a adoção de práticas de gestão dos projetos amplamente difundidas com a implementação de políticas públicas, no sentido de intensificar compromissos com resultados. Mesmo com a dificuldade de se estabelecer um sistema conceitual integrado para esta área de gestão, diversos pesquisadores têm demonstrado interesse em discutir e identificar características próprias na gestão de projetos públicos (Nel, 2001;Flyvbjerg, 2007;Sambasivan et Soon, 2007;Yuttapongsontorn, De Souza et Braganza, 2008;Flyvbjerg, Garbuio, Lovallo, 2009;Wirick, 2009;Chigona et al, 2010) e estabelecer um quadro referencial para projetos públicos (TBCS, 2010;SPD, 2013). ...
... Stakeholders também foi outra área não percebida no ambiente do SICONV. Contrariamente a esse resultado, o trabalho de Chigona et al.(2010) chama a atenção para a necessidade de uma gestão formal das partes interessadas em projetos públicos pelo fato de as expectativas serem geralmente heterogêneas ou, ainda, devido à grande quantidade de interações existentes entre as diversas partes interessadas. Yuttapongsontorn et al.(2008) também indicaram que a gestão das partes interessadas, principalmente daquelas que podem ter maior influência sobre os resultados dos projetos, pode ser decisiva para o sucesso em projetos públicos. ...
p> Highlights
- Analysis of the management model of the System of Management of Agreements and Transfer Contracts (SICONV).
- Relationship established between the phases of an agreement, managed through the SICONV, and the process groups defined by the Project Management Institute (PMI).
- The management model adopted has different intensities of adherence to project management practices, depending on the area of knowledge analyzed and the phase of the SICONV life cycle.
Objective
Study the adherence between the PMI and SICONV project management practices. Even with PMI's efforts in designing the Project Management Body of Knowledge (PMBOK) specifically for the Government sector, there is no study linking it to the electronic environment that supports voluntary transfers (SICONV).
Approach
The article discusses project concepts and project management; contextualizes the management of projects in the public environment and the organization of the Brazilian State, with emphasis on the role of municipalities in the transfer of voluntary resources; presents the SICONV, its phases and functionalities and draws a parallel between the PMI process groups and the SICONV operational flow.
Findings
The model defined by the SICONV environment clearly emphasizes the formal and legal aspects of voluntary transfers of resources, that is, the proposal of the project by the municipal entity, the conclusion of the agreement between the municipality and the Brazilian federal government, the formalization of the act, the monitoring of the implementation of the project and the rendering of accounts. It is also worth noting that the management model adopted has different intensities of adherence to the practices in project management, depending on the area of knowledge analyzed and the phase of the life cycle of the environment.
Research limitations
The adherence analysis of project management practices to SICONV indicates gaps that pave the way for further research, given the dynamics of the presented environment.
Practical implications
The research presents the adherence between areas of knowledge in project management and SICONV environment, pointing to the need to expand the model with the objective of increasing the management of voluntary transfers to higher levels.
Originality/Value
There is a strong restriction in the literature on the wide adoption of project management practices in public administration due to the peculiarities of the environment. Thus, understanding the existing adherence between project management practices and SICONV for Brazilian municipalities can help to fill this gap.</p
