Case Study: LAMP-H Project Analysis

MBA, UoPeople

BUS 5611-01: Managing Projects and Programs

Dr. Mukesh Prasad

April 24, 2024

 Introduction

The U.S. Army undertook the ambitious LAMP-H project to acquire crafts with

amphibian and heavy-lifting capabilities for logistic resupply missions. The project encountered

significant challenges, including payload and speed requirements, mode of propulsion, and the

number of units to purchase. Despite these hurdles, disagreements among stakeholders, and

wavering support from the Transportation School, the project persevered. This resilience and

determination, based on a collective belief in the project's value, is a testament to the team's

commitment and importance (Sutterfield et al., n.d.).

Stakeholder Identification

Before implementing the Program Executive Officer (PEO), the LAMP-H project

involved diverse stakeholders. These included:

1. Senior Financial Executives: They were top management officials focused on the

financial aspects of the project, particularly interested in fund allocation and reallocation.

2. Functional Managers: This group was concerned with ensuring full compliance with

regulations and protecting their interests within the project.

3. Watercraft R&D Center: Tasked with offering technical specification development for

the project.

4. Troop Support Command: Involved in the project's reporting line and attempted to

interfere with the LAMP-H specifications.

5. Army Materiel Command: Influenced the project regarding power, construction quality,

and mechanisms.
 6. T-School: An external stakeholder supporting the analysis of the project's outcomes and

responsible for completing Required Operational Capability (ROC) documents.

7. Department of Army: At the top of the reporting line and involved in the project's senior

leadership.

Potential for Threat

The project manager was alarmed by the possibility of funding cuts, which was an

imminent and significant concern given the criticality of the funding for the project's success.

The interference from Troop Support Command and the influence of the Army Materiel

Command exacerbated the potential risk of project failure, posing a significant challenge to the

project's completion within the desired timeframe (Harrin, n.d.).

Potential for Cooperation

Senior financial executives have expressed their willingness to consider fund

reallocation. This presents an opportunity for cooperation and collaboration among stakeholders,

provided it is managed effectively. The project manager can showcase the project analysis's

positive results to build stakeholder interest and support. By highlighting the potential benefits

and demonstrating the value of the project, they can garner support and momentum for the

initiative (Rowe, 2014).

Strategy Adopted

The project manager aimed to bring together the interests of all stakeholders involved in

the project. To achieve this, the manager intended to use the project's positive outcomes to

promote stakeholder agreement and collaboration. However, the manager faced difficulties
managing the stakeholders' varied and often competing interests. Without a higher authority to

make decisions and take control, the manager struggled to handle these influences effectively.

Changes in Stakeholder Map

The Project Executive Office (PEO) caused significant changes in the project's

management structure. Project managers were moved from the Troop Support Command's

jurisdiction to report under the new PEO authority. The PEO position was occupied by a senior

staff member from the Department of Army with limited acquisition experience. A new project

manager was also hired to add an acquisition background to the project management team.

Changes in Influence Analysis

The involvement of a PEO significantly impacted the decision-making process during the

LAMP-H project. The PEO was brought on board to reduce the influence of individual

stakeholders, but their limited experience tended to delay decisions, which added to the project's

existing challenges. Despite implementing various strategies, such as stakeholder management

and involving the PEO, the T-School failed to complete ROC documents on time, resulting in

delays. Ultimately, the project was terminated after 15 years and $5 million in development

resources, indicating that the strategies were insufficient to save the project from its fate

(Nahmias et al., 2010).

Conclusion

In conclusion, the LAMP-H project's stakeholder analysis before and after the PEO

implementation reveals the complexity of managing diverse interests and the critical role of

experienced leadership in steering project success. The changes in the stakeholder map and
influence analysis post-PEO implementation highlight the importance of strategic decision-

making and timely action in project management.

References:

Harrin, E. (n.d.). How To Deliver When Your Project Budget is Cut.

https://www.projectmanagement.com/blog-post/32652/how-to-deliver-when-your-

project-budget-is-cut#_=_

Nahmias, A. H., Crawford, L., & Combe, M. (2010). Factors that influence and are influenced by

change projects. Paper presented at PMI® Research Conference: Defining the Future of Project

Management, Washington, DC. Newtown Square, PA: Project Management Institute.

Rowe, S. F. (2014). Project management collaboration: Knowledge sharing among project

managers. Paper presented at PMI® Global Congress 2014—North America, Phoenix, AZ.

Newtown Square, PA: Project Management Institute.

Sutterfield, S. Friday-Stroud, S. Shivers-Blackwell, S. (n.d.). A CASE STUDY OF PROJECT

AND STAKEHOLDER MANAGEMENT FAILURES: LESSONS LEARNED.

https://my.uopeople.edu/pluginfile.php/1844030/mod_workshop/instructauthors/

A_CASE_STUDY_OF_PROJECT_AND_STAKEHOLDER.pdf