Sydney Opera Project
Project Management 722G20
Dr. Paol Canonico and Dr. Jonas Söderlund
Februay 13, 2009
Word count: 9,944
The Sydney Opera House
Stakeholder Management and Project Success
Group 5:
Vincent Anter
Elin Hansson
Ollie McNaught-Reynolds
Annabelle Tessard
Contents
1. Introduction ............................................................................................................... 3
1.1 Background .............................................................................................................. 3
1.2 Aim of the Report ..................................................................................................... 4
1.3 Structure of the Report ............................................................................................ 4
1.4 Delimitations ............................................................................................................ 5
1.5 Methodology ............................................................................................................. 5
2. Theory / Frame of reference ..................................................................................... 6
2.1 Mitchell (1997), “Toward a Theory of Stakeholder Identification and Salience:
Defining the Principle of Who and What Really Counts” ........................................... 6
2.2 Hobbs & Andersen, 2001, “Different alliance relationships for project design and execution” ............................................................................................................... 8
2.2.1 Traditional sponsorship.................................................................................................. 8
2.2.2 Partners in ownership .................................................................................................... 9
2.2.3 Partners in design and execution ................................................................................... 9
2.2.4 Relational development and
Dr. Paol Canonico and Dr. Jonas Söderlund
Februay 13, 2009
Word count: 9,944
The Sydney Opera House
Stakeholder Management and Project Success
Group 5:
Vincent Anter
Elin Hansson
Ollie McNaught-Reynolds
Annabelle Tessard
Contents
1. Introduction ............................................................................................................... 3
1.1 Background .............................................................................................................. 3
1.2 Aim of the Report ..................................................................................................... 4
1.3 Structure of the Report ............................................................................................ 4
1.4 Delimitations ............................................................................................................ 5
1.5 Methodology ............................................................................................................. 5
2. Theory / Frame of reference ..................................................................................... 6
2.1 Mitchell (1997), “Toward a Theory of Stakeholder Identification and Salience:
Defining the Principle of Who and What Really Counts” ........................................... 6
2.2 Hobbs & Andersen, 2001, “Different alliance relationships for project design and execution” ............................................................................................................... 8
2.2.1 Traditional sponsorship.................................................................................................. 8
2.2.2 Partners in ownership .................................................................................................... 9
2.2.3 Partners in design and execution ................................................................................... 9
2.2.4 Relational development and
Bibliography: Hobbs, Brian, and Bjørn Andersen. “Different alliance relationships for project design and execution.” International Journal of Project Management 19 (2001): 465-469. Jahn, Graham. Sydney Architecture . Balmian, N.S.W.: Watermark Press, 1997. Really Counts.” Academy of Management Review 22.4 (1997): 853-886. Murray, Peter. The Sage of the Sydney Opera House. New York, New York: Taylor & Francis , 2004. (2005): 321-328. Ramroth, Jr., William G. Project Management for Design Professionals . Chicago, Illinois : AEC Education, 2006. Contemporary Project Enviroments.” Project Management Journal 32.3 (2001): 39-48. Source: Different alliance relationships for project design and execution (Hobbs and Andersen, 2001)