Stakeholder Engagement In Projects Research Articles

Artificial Intelligence in Project Management: A Study of The Role of Ai-Powered Chatbots in Project Stakeholder Engagement

Artificial Intelligence (AI) is increasingly becoming a cornerstone in the evolution of project management. Its capabilities extend beyond simple automation, fostering improved decision-making processes and enhancing collaborative efforts. Among the various AI tools available, chatbots stand out as particularly transformative for project management. This study delves into the role of AI-powered chatbots in project stakeholder engagement, a critical aspect of successful project management. Chatbots, powered by sophisticated AI algorithms, can provide continuous support and interaction with project stakeholders. This is particularly vital in managing complex projects where continuous communication and prompt responses can significantly influence project success. The study examines how these AI-driven chatbots facilitate stakeholder engagement, focusing on key benefits such as improved communication, increased stakeholder satisfaction, and better overall project outcomes. Through a detailed analysis, we have identified that chatbots enhance communication by offering stakeholders immediate, personalized responses, thereby reducing response times and improving the efficiency of information exchange. This immediacy and personalization contribute to heightened stakeholder satisfaction, as stakeholders feel their concerns and queries are addressed promptly and effectively. Furthermore, our findings suggest that these improvements in stakeholder engagement directly correlate with enhanced project outcomes, including better adherence to timelines, improved project quality, and increased likelihood of meeting project objectives. However, the deployment of chatbots in project management is not without its challenges. One significant hurdle is the need for advanced natural language processing (NLP) capabilities. Effective chatbots must understand and process complex human language nuances to interact effectively with stakeholders. Another challenge observed is the potential for chatbots to become disruptive or annoying. This can occur when chatbots fail to provide relevant or accurate information, or when their interaction style does not align with stakeholder expectations. In conclusion, AI-powered chatbots hold substantial promise for revolutionizing stakeholder engagement in project management. While they present remarkable benefits in improving communication, stakeholder satisfaction, and project outcomes, there are challenges that need to be addressed. These include enhancing NLP capabilities and fine-tuning the interaction style of chatbots to suit diverse stakeholder groups. With these improvements, AI-powered chatbots could significantly contribute to the success of various projects, marking a new era in project management where AI plays a pivotal role in stakeholder engagement and overall project success.

RETRACTED: Sustainable stakeholder participation planning on the basis of analysis of competing project interest

AbstractSustainability has become more than just an aspiration in business. It has become an integral part of business strategy and decision‐making. Organizations have realized that adhering to sustainability with its impact on multi‐facets can drive business success. Long‐term growth requires an understanding of the relationships between people and their surroundings. Engagement of stakeholders is essential for planning, designing, implementing, and ensuring the efficacy of programmes. Due to the requirement for sustainability and the engagement of a greater stakeholder range in project planning, the project plan complexity is growing. The lack of or insufficient engagement of stakeholders throughout the project life cycle, particularly in the early phases of implementation and planning, frequently has a detrimental effect on the intended project performance. Effective stakeholder engagement is essential to counterbalance the combined effects of a lack of contextual knowledge by stakeholders and a lack of support in the field. However, this integration encounters difficulties such as resource restrictions and competing stakeholder interests. To encourage stakeholder engagement with the initiatives, project resources may be allocated based on the relative importance of competing areas. This study intends to establish a Stakeholder Engagement Framework (SEF) to increase the effectiveness of stakeholder engagement in projects by systematically evaluating potential conflicts and integrating the perspectives of stakeholders and the project management team. To do this, we use fuzzy logic inputs to account for ambiguities throughout the project life cycle, as well as stakeholder theory, value‐based management, matrix‐based dependency modeling, and total quality management to provide a framework for stakeholder participation. Then we implement the suggested SEF methodology to organize stakeholder participation for a green building project. The suggested framework will promote stakeholder participation under long‐term goals for project managers by identifying potential conflicts of interest.

Strengthening Tobacco 21 implementation and enforcement to reduce tobacco-related health disparities: A stakeholder engagement project.

As a part of a priority-setting stakeholder engagement project to strengthen the impact of the federal Tobacco 21 (T21) law, we conducted a qualitative study to solicit input from a nationwide sample of tobacco control stakeholders regarding the implementation, enforcement, and equity implications of the T21 law. Following the T21 policy evaluation guidance developed by the Centers for Disease Control (CDC), we identified T21 experts in four domains: policy, evaluation, subject matter, and implementation from a national search of stakeholders (invitations, n=1279) to account for geographical variation. This study presents results from five focus groups conducted in December 2021 among stakeholders (n=31) with experience in T21 policy, evaluation, subject matter, and implementation. Participating T21 stakeholders reported on eight themes from four main topic areas: 1) Implementation, 2) Enforcement, 3) Equity outcomes, and 4) Recommended changes from stakeholders. Stakeholders shared insights on both passive and active implementation methods used in their communities, and highlighted major barriers such as the absence of a standardized tobacco retail licensing mandate and insufficient resources. Regarding T21 enforcement, stakeholders believed that current deterrents for retail violations might not be effective. They noted that vape and tobacco shops and online sales of tobacco products are emerging major challenges in T21 enforcement. Stakeholders also discussed possible health inequities that may be exacerbated by heterogenous implementation of the T21 law. To strengthen T21 and mitigate potential exacerbation of existing health inequities, greater alignment of federal, state, and local efforts to reduce heterogeneity of implementation and enforcement of the T21 law is recommended.

Enhancing Veteran Community Reintegration Research (ENCORE): Protocol for a Mixed Methods and Stakeholder Engagement Project.

Veteran community reintegration (CR) has been defined as participation in community life, including employment or other productive activities, independent living, and social relationships. Veteran CR is a Veterans Health Administration priority, as a substantial proportion of veterans report difficulties with veteran CR following discharge from military service. Enhancing Veteran Community Reintegration Research (ENCORE) is a project funded by Veterans Health Administration's Health Service Research and Development Service. The goal of ENCORE is to maximize veteran and family reintegration by promoting innovative research and knowledge translation (KT) that informs and improves equitable Department of Veterans Affairs (VA) policies, programs, and services. Overall, 2 strategic objectives guide ENCORE activities: mobilize veteran CR research and promote innovation, relevance, and acceleration of veteran CR research and KT. ENCORE uses a mixed methods and stakeholder-engaged approach to achieve objectives and to ensure that the KT products generated are inclusive, innovative, and meaningful to stakeholders. Project activities will occur over 5 years (2019-2024) in 5 phases: plan, engage, mobilize, promote, and evaluate. All activities will be conducted remotely owing to the ongoing COVID-19 pandemic. Methods used will include reviewing research funding and literature examining the gaps in veteran CR research, conducting expert informant interviews with VA program office representatives, and assembling and working with a Multistakeholder Partnership (MSP). MSP meetings will use external facilitation services, group facilitation techniques adapted for virtual settings, and a 6-step group facilitation process to ensure successful execution of meetings and accomplishment of goals. As of December 2022, data collection for ENCORE is ongoing, with the team completing interviews with 20 stakeholders from 16 VA program offices providing veteran CR-related services. ENCORE developed and assembled the MSP, reviewed the VA funding portfolio and veteran CR research literature, and conducted a scientific gap analysis. The MSP developed a veteran CR research agenda in 2021 and continues to work with the ENCORE team to prepare materials for dissemination. The goal of this program is to improve the impact of veteran CR research on policies and programs. Using a stakeholder-engaged process, insights from key stakeholder groups are being incorporated to set a research agenda that is more likely to result in a relevant and responsive veteran CR research program. Future products will include the development of an effective and relevant dissemination plan and the generation of innovative and relevant dissemination products designed for rapid KT. DERR1-10.2196/42029.

Strategies to Support Physical Activity Participation in Older Adults With Heart Failure

Physical activity (PA) is recommended for people living with heart failure (HF). Despite evidence of its benefits, participation in PA is low in this population, putting them at risk for loss of functional independence and additional health burdens. The aim of this pilot study was to ask older adults living with stable, chronic HF to identify strategies to support regular PA. Patients in an outpatient HF rehabilitation program were recruited to participate in focus groups about their PA knowledge, attitudes, and preferences as part of a stakeholder engagement project. At the beginning of the focus group, participants completed a questionnaire listing 8 potential strategies to optimize PA, and were asked to identify the top 4 strategies that they thought would be most beneficial to support regular PA participation. This was the focus of the current analysis. Thirteen adults with HF (M age=65; 46% female; 62% African American; M BMI=32.6 kg/m2) were enrolled. Top-rated strategies endorsed by participants to support long-term adherence to PA included provision of an exercise guide to support home-based exercise and supplement health provider-supervised exercise sessions (69%), group education classes (64%), completion of fitness assessments at regular intervals (62%), and provision of a transition pathway from an exercise rehabilitation program to a community-based exercise program (62%). The remaining strategies were endorsed by fewer than 50% of participants, and included remote delivery and support options. These results have important implications for future program development and implementation efforts to support PA among older adults with stable, chronic HF.

GRADE Concept Paper 1: Validating the “F.A.C.E” instrument using stakeholder perceptions of feasibility, acceptability, cost, and equity in guideline implement

Background and ObjectiveTo present a structured approach for assessing stakeholder perceptions and implementing the approach in guideline development. MethodsThis work was carried out by the Grading of Recommendations, Assessment, Development and Evaluation (GRADE) Equity and Stakeholder Engagement Project Groups through brainstorming and iterative frameworks, stakeholder engagement, pilot testing, refinement of ideas, using input from workshops, and discussions at GRADE Working Group meetings to produce this document, which constitutes a GRADE conceptual article on implementation. ResultsWe introduce the FACE implementation criteria, feasibility, acceptability, cost, and equity; priority; and “intent to implement” criterion. We outline the implementation importance of networks and approaches to patient and other stakeholder engagement. Implementation is often highly contextual and can benefit from stakeholder engagement and other assessments. Our FACE approach provides stakeholder questions and language to inform guideline implementation and tools. ConclusionThe FACE criteria propose a series of knowledge translation questions to guide the assessment of implementation for evidence-based guidelines. It is desirable for guideline developers to use a conceptual approach, such as FACE, to tailor implementation and inform end of guideline dissemination and knowledge translation activities.

Project Planning and Implementation of Projects at Safaricom Limited in Mombasa County, Kenya

Project implementation has been a major concern to project teams, financiers and beneficiaries. This may be attributed to the fact that a number or projects that have been rolled out have failed to achieve the desired goals. Some have stalled at different stages of their development while others are completed but do not bring the anticipated impact whether financial, social, economic, physical or even institutional. Therefore, this study aimed to establish the effect of project planning on implementation of project in safaricom limited in Mombasa County, Kenya. The study specific objectives were to establish the effect of communication management, personnel management, stakeholder’s involvement and resource planning on the implementation by safaricom projects in Mombasa County. The theories guiding the study were cybernetics Theory, Resource-Based Theory and Stakeholders Theory. The study targeted 99 Safaricom projects in Mombasa County and data was collected from 99 project managers. Questionnaires were used to collect the primary data. Majority of the project managers to a very great extent indicated that communication is an integral part in projects in their organization. It was illustrated that to a very great extent the project managers ensured effective communication in all partners and respondent further presented that to a high extent Safaricom Plc adopted both external as well as internal communication. The findings indicated that majority of the project managers to a very great extent indicated that there was competent project team, to a high extent adequate staffing was availed, to a very high extent training and development was done and adequate remuneration was done. The study findings indicated majority of the respondents indicated to a very great extent that resource identification, sharing of resources, resource budgeting and resource control was effectively done. The results indicated that to a very great extent there exist high participations of stakeholder in project delivery, to a very great extent they allocated enough funds and skills to projects, to a very great extent project managers ensured stakeholder engagement in projects to enhance project performance and that to a very great extent involvement of majority of stakeholders helps to efficiency of a project. The study concluded that most of the project managers accord communication management as an important role that aims to improve project implementation. The study concluded that competent project team, adequate staffing, training and development and adequate remuneration are significant in explaining changes in project implementation. The study concluded that resource identification, sharing of resources, resource budgeting and resource control contributes enormously to the success of the projects. The study concluded that high participations of stakeholder in project delivery, allocation of enough funds and skills to projects, ensuring stakeholder engagement in projects enhances project performance. The study recommended that Safaricom Plc should equip the project managers through appropriate and constant training programs addressing the importance and modes of communication. Estimating the costs of individual activities based on execution conditions will assist to generate correct overall cost estimation. Project personnel planning, personnel management should focus on ensuring that projects are within time and budget. Early detection of deviations on resource utilization especially materials will enable necessary actions by the project team. The study recommended that project managers should encourage high participations of stakeholder in project delivery, allocation of enough funds and training.

Planning for sustainable stakeholder engagement based on the assessment of conflicting interests in projects

Abstract The absence or lack of effective stakeholder engagement during project life cycle, especially at the earlier stages of planning and implementation often negatively impacts the expected performance of projects. These coupled consequences of the lack of contextual knowledge from the stakeholders as well as lack of their support in the field necessitates effective stakeholder engagement. However, this integration faces challenges such as limitations of project resources and conflicting interests of the stakeholders. In this sense, project resources can be allocated based on the priorities of the fields of conflicts to facilitate stakeholder engagement of the projects. The goal of this paper is to provide a framework to enhance effectiveness of the stakeholder engagement in projects by systematically ranking the potential conflicts while combining the viewpoints of stakeholders and project management team. For this purpose, we draw on stakeholder theory, value-based management, matrix-based dependency modeling, and Total Quality Management to develop a stakeholder engagement framework while considering fuzzy inputs for reflecting the ambiguities at the project life cycle. The proposed approach is then applied to plan stakeholder engagement in case of a green building project in Iran. Practically, application of the proposed framework facilitates stakeholder engagement for project managers in line with sustainable goals through early assessment of the fields of potential conflicts of interests.

Cochrane acute respiratory infections group's stakeholder engagement project identified systematic review priority areas

ObjectiveCochrane acute respiratory infections (ARIs) group conducts systematic reviews of the evidence for treatment and prevention of ARIs. We report the results of a prioritization project, aiming to identify highest priority systematic review topics. Study Design/SettingThe project consisted of two phases. Phase 1 analyzed the gap between existing randomized controlled trials and Cochrane systematic reviews (reported previously). Phase 2 (reported here) consisted of a two-round survey. In round 1, respondents prioritized 68 topics and suggested up to 10 additional topics; in round 2, respondents prioritized top 25 topics from round 1. ResultsRespondents included clinicians, researchers, systematic reviewers, allied health, patients, and carers, from 33 different countries. In round 1, 154 respondents identified 20 priority topics, most commonly selecting topics in nonspecific ARIs, influenza, and common cold. Fifty respondents also collectively suggested 134 additional topics. In round 2, 78 respondents prioritized top 25 topics, most commonly in the areas of nonspecific ARIs, pneumonia, and influenza. ConclusionWe generated a list of priority systematic review topics to guide the Cochrane ARI group's systematic review work for the next 24 months. Stakeholder involvement enhanced the transparency of the process and will increase the usability and relevance of the group's work to stakeholders.

Setting research priorities in tobacco control: a stakeholder engagement project.

Background and AimsThe Cochrane Tobacco Addiction Group (TAG) conducts systematic reviews of the evidence for tobacco cessation and prevention interventions. In 2016 TAG conducted a priority‐setting, stakeholder engagement project to identify where further research is needed in the areas of tobacco control and smoking cessation.DesignThe project comprised two surveys and a workshop. A range of stakeholders participated, including members of the public (smokers and ex‐smokers), clinicians, researchers, research funders, health‐care commissioners and public health organizations. The first survey phase identified unanswered research questions in the field of tobacco control. The second phase asked participants to rank these, with overall rankings calculated by combining scores across participants. The workshop allowed attendees to discuss prioritization of topics and questions in more depth. Workshop discussions were transcribed and analysed thematically, and a final voting activity at the close of the workshop allowed participants to choose topics to prioritize and to de‐prioritize.FindingsA total of 304 stakeholders (researchers, health professionals, smokers and ex‐smokers, guideline developers, research funders and policymakers, representing 28 countries) identified 183 unanswered research questions. These were categorized into 15 research categories. A total of 175 participants prioritized categories and questions in the second survey phase, with ‘electronic cigarettes’; ‘addressing inequalities’; and ‘mental health and other substance abuse’ prioritized as the top three categories. Forty‐three stakeholders attended the workshop and discussed reasons for and against category prioritization. Prioritized research categories largely mirrored those in the survey stage, although ‘treatment delivery’ also emerged as a key category. Five cross‐cutting themes emerged: efficacy; relative efficacy; cost effectiveness; addressing inequalities; and different types of evidence.ConclusionsThere are many unanswered questions in the field of tobacco control. Stakeholders highlighted electronic cigarettes, addressing inequalities and mental health and other substance abuse as key areas for further research, and efficacy, relative efficacy, cost‐effectiveness and use of non‐randomized studies as important themes cutting across research areas. Future prioritization work would benefit from targeting non‐US and non‐UK stakeholders explicitly and from examining where priorities may differ based on stakeholder group.

Correlação entre o Nível de Engajamento das Equipes de Projeto e o Desempenho em uma Empresa Pública Estruturada por Projetos

Studies claim that to have the stakeholders of a project engaged directly reflect on its success. This study aimed to evaluate the correlation between the level of stakeholder engagement (project members) and project performance. In order to achieve this goal, a questionnaire was applied to measure the level of stakeholder engagement in projects of a research institution structured by projects and the correlation with the performance index of the projects, generated from data extracted from project management of the institution's projects, was evaluated. The findings showed, for the research institution, that there is no direct relation between the level of stakeholder engagement and project performance.

The Impact of Cultural Differences on Project Stakeholder Engagement: A Review of Case Study Research in International Project Management

Engaging project stakeholder from different national cultures remains a major challenge for project managers in international projects. The success of projects and project management depends to a significant degree on the effective and appropriate interaction with project stakeholders across cultural boundaries. This paper uses a structured approach of qualitative content analysis for identifying impact factors from a number of published empirical case studies. The research question that this article aims to answer is: Which factors impact the successful integration of project stakeholders and how can they be conceptualized into usable knowledge for project managers? After shortly introducing the topic and laying out the fundamental definitions in section 1, the 2nd section will describe how the literature review was conducted and how the studies were selected. Section 3 describes the selected methodology of the authors, and the 4th part will present the identified factors in the framework of Hall's Iceberg Model. The conclusions will be reflected in the last section together with an outlook into possible complementary research in the area of intercultural project management.

Community Engagement Studios: A Structured Approach to Obtaining Meaningful Input From Stakeholders to Inform Research.

ProblemEngaging communities in research increases its relevance and may speed the translation of discoveries into improved health outcomes. Many researchers lack training to effectively engage stakeholders, whereas academic institutions lack infrastructure to support community engagement.ApproachIn 2009, the Meharry-Vanderbilt Community-Engaged Research Core began testing new approaches for community engagement, which led to the development of the Community Engagement Studio (CE Studio). This structured program facilitates project-specific input from community and patient stakeholders to enhance research design, implementation, and dissemination. Developers used a team approach to recruit and train stakeholders, prepare researchers to engage with stakeholders, and facilitate an in-person meeting with both.OutcomesThe research core has implemented 28 CE Studios that engaged 152 community stakeholders. Participating researchers, representing a broad range of faculty ranks and disciplines, reported that input from stakeholders was valuable and that the CE Studio helped determine project feasibility and enhanced research design and implementation. Stakeholders found the CE Studio to be an acceptable method of engagement and reported a better understanding of research in general. A tool kit was developed to replicate this model and to disseminate this approach.Next StepsThe research core will collect data to better understand the impact of CE Studios on research proposal submissions, funding, research outcomes, patient and stakeholder engagement in projects, and dissemination of results. They will also collect data to determine whether CE Studios increase patient-centered approaches in research and whether stakeholders who participate have more trust and willingness to participate in research.