Written Assignment Unit 2

Division of Business Administration, University of the People

BUS 5114-01: Managing projects and Programs

Dr. Shivani Mahajan

July 3, 2024
Introduction

Taking into account the complexities surrounding the Department of Defense of the United

States of America, from structural, behavioral, and environmental complexities, this assignment

aims at providing solutions to expedite action and ensure speed with service delivery. In this case

study of LAMP-H, the key stakeholders are identified (Kovach et al., 2021). We will identify

Identify the project stakeholders before the implementation of the Program Executive

Officer (Kovach et al., 2021).

Prior to the implementation of Program Executive Officer, the project stake holders included

a. Military personnel and End users: These are service men who utilize LAMP-H in their

operations

b. Project management team: These are the managers of the project and other team members

with a core mandate of planning, developing, and overseeing the execution of the LAMP-

H.

c. Department of defense (DoD): This is the core funding body of LAMP-H project. Their

aim is to ensure that the individual branches of the project align the national defense

objective as well as cost-effectiveness and the enhancement of military capabilities.

d. Contractors and suppliers: These are the individual entities and vendors mandated to

provide the necessary accessories and materials required for the development of LAMP-

H.

e. Regulatory bodies: These comprise of various agencies with the mandate of ensuring and

enforcing compliance with the necessary laws, standards and regulations.

 These identified stakeholders have unique and distinct interest as well as concerns that ought

to be addressed and managed properly to ensure the success of the project.

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

potential for cooperation and strategy adopted (Zimmerman et al., 2017).

a. Contracting firms: Their potential threat to the project is medium. This is because

they have the potential to delay the project or use inferior materials and other

component which has a ripple effect of the overall usage and durability on the project.

The potential for cooperation: Contractors implements the necessary technology and

advancement including expertise necessary for the success of the project. Their

adopted strategy is to monitor and manager. This is done by assigning KPIs and

celebrating achieved milestones and small successes.

b. Internal military project management teams: the potential threat to the project is

low. Their primary duty is to the expedite action for the success of the project. This is

because their duty though important do not necessarily stall the project. Potential for

cooperation is high as they are directly responsible for the planning and overseeing

the alignment of various project stages. Their adopted strategy is to support and

empower. They are the decision-making body and provide the necessary guidance and

ensure they are fully aligned with project objectives.

c. Department of defense leadership: The potential for thread is high. They have the

authority to truncated the project when it does not align goals and the potential of the

project diminishes or better still fails to show anticipated progress. There is a high

potential cooperation as the unit provides strategic direction, resources and support
 necessary for the project’s success. The strategy adopted is to inform and align. They

ensure broader defense in strategies and ensure transparency in all activities.

d. Regulatory bodies: Potential for threat is high. Their mandate is to ensure

compliance. Failure to do so can instigate legal battles, protracted delays and

unwarranted costs. Their counsel can ensure compliance and prevent unnecessary

battles. Their strategy is to consult. That is to ensure that all facets of the project

comply with relevant regulations and also be proactive by identifying issues early.

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

implementation of the Program Executive Officer.

The program Executive office will be at the top of the organogram. This is because s/he has high

authority over the project with decisions relating to funding, direction and resources inclusive.

Therefore, the office of the PEO becomes a centralized decision-making body expediting

coordination among the various stakeholders. As the duties of the PEO corresponds with

empowerment, it is imperative to ensure that the PEO has the necessary authority and is well

resourced to align project objectives and strategies (Kerzner, 2018).

To conclude, the office of the Program executive officer introduces a new dimension to project

management as it becomes a hub of authority and oversight enhancing coordination and

communication across the various stakeholders. This therefore increases cooperation and

coordination at all levels of operations leading to a more improve, structure and efficient

management (Kerzner, 2018).

 References

Kerzner, H. (2018). Project Management Best Practices: Achieving Global Excellence. Wiley.

Kovach, N., Natarian, B., & Littlejohn, K. (2021). The rise of Open Architectures in the U.S.
Department of Defense. Open Architecture/Open Business Model Net-Centric Systems and
Defense Transformation 2021. https://doi.org/10.1117/12.2589701

Zimmerman, P., Gilbert, T., & Salvatore, F. (2017). Digital Engineering transformation across
the Department of Defense. The Journal of Defense Modeling and Simulation:
Applications, Methodology, Technology, 16(4), 325–338.
https://doi.org/10.1177/1548512917747050