Stakeholders’ Influence in Project Management- LAMP-H Project

University of the People

BUS 5611- Managing Projects and Program

Written Assignment Unit- 2

September 14,2022

Dr. James Butler

Abstract

In this paper we are expected to study the case of Project and Stakeholder Management Failures-

Lessons Learned. Read A Case Study of Project and Stakeholder Management Failures: Lessons

Learned. Then, based on the LAMP-H project background we’ll perform the following tasks:

 Identify the project stakeholders before the implementation of the Program Executive

Officer.

 Perform an analysis of the stakeholders’ influence including at least potential for threat,

the potential for cooperation and strategy adopted.

 Describe the changes in the stakeholders' map as well as in the influence analysis after

the implementation of the Program Executive Officer.

 Stakeholders’ Influence in Project Management- LAMP-H Project

Introduction

The Department of Defense (DOD) of the United States has one of the most difficult

project management procedures that takes years to successfully complete a project (Sutterfield et

al., 2006). Even under ideal conditions, managing DOD projects is challenging. It is complex for

a number of reasons, such as structural, behavioral, and environmental complications (Sutterfield

et al., 2006). The US army began the LAMP-H project with the aim of procuring vehicles with

amphibious and heavy-lifting capabilities, and the LAMP-Hs were required to meet specific

speed and payload specifications. Stakeholders' opinions on the payload and speed of LAMP-H,

however, varied. There was debate about the number of LAMP-H units to be purchased and the

unit pricing of each as a result of all these comments from various project stakeholders. The US

army began the LAMP-H project with the aim of procuring vehicles with amphibious and heavy-

lifting capabilities, and the LAMP-Hs were required to meet specific speed and payload

specifications. Stakeholders' opinions on the payload and speed of LAMP-H, however, varied.

There was debate about the number of LAMP-H units to be purchased and the unit pricing of

each as a result of all these comments from various project stakeholders (Sutterfield et al., 2006).

project stakeholders before the implementation of the Program Executive Officer.

Before the Program Executive Officer was implemented, project stakeholders included

financial executives, functional managers, the transportation school (T-school), and the

watercraft R&D center. The project manager, who repeatedly tried to re-allocate the cash to other

program needs, was below senior financial officials. Functional managers were under the project
 Stakeholders’ Influence in Project Management- LAMP-H Project

manager, who continuously ensures that all applicable regulations are complied with. Most of the

time, this requirement for complete compliance had a significant impact on both the project's

cost and completion time (Sutterfield et al., 2006).

Analysis of the stakeholders

Any project that uses a variety of tools and techniques to determine the expectations and

needs of a project environment should conduct a stakeholder analysis. Project managers can

strategically plan their initiatives by being aware of the characteristics and interrelationships of

stakeholders. The first phase in organizational strategic planning is stakeholder analysis (Smith,

2000).

Potential for threat

The project manager recognized the potential of financing cuts but nonetheless placed

importance on the funding source. Consequently, the importance of finance executives to the

success of a project (Sutterfield et al., 2006).

Potential for cooperation

While functional managers sought complete compliance with all regulations, senior

finance executives frequently sought fund reallocation (Sutterfield et al., 2006). Technical

requirements created by the Watercraft R&D Center were incorrect. We can see from these that

there is little chance for cooperation with these stakeholders. The T-School was helpful, though.

Strategy adopted

The project manager might use the favorable findings of the investigation to generate

enthusiasm among the various stakeholders. Starting at the top level and working down, this

involved informing the DOD staff of the findings of the analysis. The project manager developed
 Stakeholders’ Influence in Project Management- LAMP-H Project

an acquisition strategy that was in line with the LAMP-H craft's technical specifications, and it

was successful (Sutterfield et al., 2006).

Alterations following the appointment of the program executive officer (PEO)

Once it was determined that the LAMP-H project was viable, a PEO without any

experience in acquisition was introduced, and a new project manager with an acquisition

background was hired. Although he was supportive of the new project manager, the previous

project manager was promoted to deputy project manager. They were at odds with the functional

managers and employees as a result. The PEO was inactive because of a lack of understanding of

the acquisition process. T-School failed to complete ROC paperwork on time, which impacted

the project's deadline (Sutterfield et al., 2006). Conflicts arose as a result of these circumstances,

which delayed the LAMP-H project's completion.

Solutions and Approaches with a Summary

The people that are involved in a project are called stakeholders. A project is successful

when it reaches its objectives and meets or surpasses the expectations of its stakeholders.

However, project stakeholders frequently have competing interests. Consequently, it is the

project manager's duty to comprehend and resolve such disagreements (Watt, 2014). The

analysis of stakeholders is crucial for project planning. It's crucial to thoroughly plan the

stakeholders' map. Even after it was determined that the project was sustainable in this case, the

introduction of the PEO led to disagreements. His lack of project acquisition experience and lack

of confidence had an impact on the project's outcome.

 Stakeholders’ Influence in Project Management- LAMP-H Project

References

Smith, L. W. (2000). Stakeholder analysis a pivotal practice of successful projects. PMI.

https://www.pmi.org/learning/library/stakeholder-analysis-pivotal-practice-projects-8905

Sutterfield, J.S., Friday-Stroud, S.S., & Shivers-Blackwell, S.L. (2006). A case study of project

and stakeholder management failures: Lessons learned. Project Management Journal, 37(5), 26-

35.. Retrieved from

https://www.academia.edu/9250717/a_case_study_of_project_and_stakeholder_management_fai

lures_lessons_learned

Watt, A. (2014, August 14). Project management. BCcampus.

http://opentextbc.ca/projectmanagement/. Licensed under Creative Commons Attribution 4.0