Illegal and Unethical Conduct by Stakeholders in the Context of Construction and Civil Infrastructure Projects – Khan

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A countless number of projects are being undertaken across the globe at any time in the crucial field of construction and civil infrastructure development. Over many decades, and even centuries, these projects collectively have both profoundly influenced as well as immensely improved the quality of all our lives. At the same time many of these schemes were plagued by controversies before, during and sometimes even long after their comple­tion. One major source of controversy revolves around illegal or unethical actions and con­duct of their stakeholders. These take place at the expense of projects and conflict with the legitimate interests and concerns of other stakeholders. From false promises and assurances, to cases of fraud, nepotism and corruption, to violent incidents of intimidation such actions and conduct span a broad spectrum which, although widely known and often reported about, appears to have attracted little if any systematic analysis in the project management research community.

Based on an extensive study of literature available in the public domain and interviews with project practitioners, and their own knowledge and experience, the authors discuss in this paper with the help of several examples some of the more commonly encountered illegal and unethical actions and conduct by stakeholders which in practice have histori­cally overshadowed and today still continue to cast a deep shadow on projects in the construction and civil infrastructure development cate­gory. The authors also present their ideas and practical suggestions as to how such problems can and should be addressed by project executives. The authors firmly believe that by systematically attempting to prevent legal and ethical transgressions from occurring and effectively and promptly addressing them if and when they do occur, projects are more likely to succeed than othe­rwise and can move closer towards achieving a win-win solution which can immense­ly benefit both them as well as their stakeholders.

PMI Talent Triangle: Leadership

Keeping the Ship Afloat and Stakeholders Onboard: Tactical Balance during an Overhaul – Waller

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This report explores stakeholder management strategies and the soft skills that are essential for port engineers during a ship overhaul.

A government port engineer is one who ensures the completion of annual maintenance, repair and modernization projects on the vessel assigned to them. To accomplish this task, the vessel enters an overhaul period, which has a specific list of work and a predetermined budget. During the overhaul, the port engineer is responsible for its success and managing the needs and expectations of various stakeholders.

An overhaul involves numerous stakeholders, such as the sponsor, regulatory bodies, technical warrant holders, the shipyard (contractor), the contracting officer and the ship’s crew. Each stakeholder is actively engaged throughout the various stages of the overhaul. Multiple stakeholders have the authority to make decisions that positively or negatively affect the project. The port engineer’s ability to management the stakeholders is instrumental in ensuring the success of the overhaul.

PMI Talent Triangle: Technical Project Management