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IPMA ITALY Journal of Applied Project Management
Volume 1 no. 3 (October 2015)
and perfection(Ding Ronggui, Zhang and weigh (balance/measure) several
Tiqin ， 2005). Third, take project losses of opportunity while (when)
stakeholder as the subject of project attending projects. When there are
performance evaluation. The ideal possibilities that the stakeholders can’t
state or goal of the efforts of project fulfill the responsibilities due to some
performance management is to satisfy factors, role risk comes out. How to
stakeholders. Therefore, every effectively monitor and control the
stakeholder is the evaluator of project risks taken by different governance
performance. The degree of roles is the key to project governance
satisfaction can’t be judged by others. in stakeholders’ social network.
To make evaluation be more scientific,
it’s also necessary to systematically 3.3.1 The identification of risk
train stakeholders about how to factors
evaluate.
Project stakeholders’ behaviors
Project is a unique task oriented to and interrelationships among them
certain outcome. And project is also have uncertain impacts on projects.
an innovative task completed by The impact is the key point of risk
organizing temporary resources. Rigid research and the focus of supervision
department management based on in project governance. Now,
function can’t meet this kind of task’s researchers regard risk as “uncertainty
need/requirements. At this time, of events”, and classify and analyze
process management replaces risk factors according to this definition.
divisional management. During project These situations are common.
life cycle, project stakeholders enter However, from this perspective, we
and exit according to different roles don’t take full account of the
they act in project process. The influence on project objectives from
effective approach to achieve project stakeholder behaviors, and don’t seize
objective is to transform from relatively the key that it’s “human” who create
stable post management to relatively risks. As a result, we haven’t discussed
dynamic role management. Project is the project risk from the essence of
a system. Project performance mainly management. Project governance risk
depends on interaction between this mainly refers to “the possibility, impact,
system and project stakeholders. The and degree of management of
focus of project performance should project stakeholders’ uncertain
be put on system itself rather than be behaviors.
confined to the aspect of human or
the local of system. Stakeholders’ uncertain behaviors
are caused by two factors: one can
3.3 To Control project be called “attribute risk” only related
management process to stakeholder individual factors,
which varies by person, and the other
Stakeholders in cross-organization one is called "structure risk" related to
projects are diversified, and they have its social attributes, which is limited by
various value propositions and the social network composed by
resource commitments. They judge governance roles of stakeholders.
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