Ropponen and Lyytinen (1997) as wel

Ropponen and Lyytinen (1997) as well as McGrew and Bilotta (2000) consider the risk management process in more detail, arguing that risk management activities have
a positive impact on a timely project delivery. In addition, risk management activities lead to a better estimation of the resources needed to perform a task (Ropponen and Lyytinen, 1997), and decrease the number of task failures (McGrew and Bilotta, 2000). Ropponen and Lyytinen (1997) have also found indications that experience counts, meaning that a frequent and continuous use of risk management measures by project managers in various projects over time contributes positively to the effectiveness of risk management in their own projects. Further, several other authors have mentioned that the characteristics and behaviour of individual project stakeholders is important in relation to risk management and project success. Gemmer (1997) states that effective risk
management requires functional behaviour of the stakeholders, which means that they may not necessarily comply with the risk management procedure. Dey et al. (2007) state that generally stakeholders must be involved in the risk management process, whereas others are more specific byarguing that the involvement of users and top management in particular are crucial for the project’s success, e.g. Jiang and Klein (1999), or Jiang et al. (2000). They conclude that building consensus among stakeholders and stimulating communication with external stakeholders adds positively to team performance.