1

Case Study – LAMP-H Project

Written Assignment – Unit 2

University of the People

BUS 5611-01 - AY2024-T5

Dr. Alexius Emejom

7/3/2024
 2

Case Study – LAMP-H Project

The effective management of stakeholders is critical to the success of a project, especially

those which are complex and involve dynamic environments, such as the Department of Defense

(DoD). This case study evaluates the lighter amphibian heavy-lift (LAMP-H) project, with focus

on the impact of stakeholder influence and management on the project’s outcomes. Prior to

implementation of the Program Executive Officer (PEO), numerous challenges were faced, from

a lack of technical specifications to conflicting stakeholder interests. The introduction of the PEO

position focused on centralizing authority and streamlining project management, however, the

project teams had to adapt to the new dynamics and added complexities.

Pre-PEO Stakeholders
Prior to the implementation of the PEO, the LAMP-H project’s key stakeholders had a

diverse set of interests and levels of influence. Some stakeholders wanted the LAMP-H to be

capable of carrying around 140 tons of cargo at a relatively low airspeed, while others wanted the

LAMP-H to carry less cargo but fly at a higher speed, and other stakeholders even wanted the

LAMP-H to be driven by paddle wheels until reaching the beach (Sutterfield et al., 2006). The

key stakeholders prior to PEO implementation and their impact to the project were as follows:

• Senior Finance Executives

o Managed the funding across all areas of responsibility
• Functional Managers
o Primarily focused on ensuring compliance with regulations.
• Project Managers
o Provided oversight to the project’s completion, and ensuring individual
timelines were met
• Watercraft Research and Development (R&D)
o Primarily focused on managing the technical aspects of the project
 3

• Transportation School
o End user of the LAMP-H equipment
• “Other” Individuals
o People who are not officially involved in the LAMP-H project

Analysis of the stakeholders’ influence

An analysis of each stakeholder’s influence prior to the implementation of the PEO

reveals that each stakeholder carried varying levels of threat to the project. Senior financial

executives had the authority to reallocate funds, which could cause problems with completing

simple tasks such as acquiring low-cost components such as a box of screws, to completely

defunding the project. Functional managers, who provided oversight to the project’s regulatory

compliance, could delay the project deadline, such as misinterpreting a regulation which results

in a complete redesign of the LAMP-H. The Watercraft R&D stakeholders, as stated in the case

study, pose a moderate threat to the project by providing the incorrect technical specifications,

resulting in an under/over-designed LAMP-H, which does not meet the needs of all other

stakeholders. The Transportation School, which was also the most agreeable stakeholder in the

case study, has needs which need to be fulfilled in order to make use of the LAMP-H. The largest

threat exists if the Transportation School is not involved throughout the planning process and

takes delivery of a LAMP-H which cannot be used as intended, causing the project to come to a

halt, just prior to the project’s completion. The “Other” stakeholders, often with diverse opinions,

represent a high threat potential, due to their connections to other stakeholders.

To mitigate the risks posed by these threats to the project’s completion, the project

manager adopted a strategy of continuous engagement with senior financial executives and

functional managers. These communications often required negotiations, ultimately aiming to

align the stakeholders’ expectations with the project goals. Additionally, technical analysis and
 4

validation processes were implemented to address and rectify the technical issues experienced in

the Watercraft R&D department. Furthermore, the communications efforts between the project

manager and the Transportation School ensured that the needs of the end users are clearly

captured, along with their support. Securing a consensus between all stakeholders, including the

“other” stakeholders was crucial in minimizing conflicts and ensuring a unified approach to

delivering the project’s expected outcomes.

Changes in the Stakeholders’ Map

The implementation of the PEO brought significant changes to the stakeholders’ map, and

the amount of influence each stakeholder had on the LAMP-H project. Creating the Program

Executive Officer position introduced a new layer of authority which both centralized the

authority and changed the dynamics of stakeholder influence. This position became the main

stakeholder responsible for the cost, schedule and performance in a DoD acquisition program or

portfolio (AcqNotes, 2021). In the case study, the PEO position was filled by a senior executive

from the Department of the Army, directly reporting to the Assistant Secretary of the Army for

Research, Development, and Acquisition (Sutterfield et al., 2006).

Changes in Stakeholders’ Influence – Post PMO

Implementation of the PEO brought forth a shift in how stakeholders influenced the

LAMP-H project. The largest reduction in influences stemmed from removing the Army Materiel

Command’s authority to manage the program’s funds, stabilizing the project’s funding resources.

The project manager’s authority was enhanced, as projects were sponsored by the Program

Executive Officer who had executive power and direct access to high-level decision makers

(Sutterfield et al., 2006). Although this was a benefit to the project, the case study highlights the

importance of having experienced PEOs in the role, as the PEO was unable to provide guidance
 5

on acquisitions and was not able to build strong relationships with stakeholders, ultimately

leading to additional conflicts. The project manager, however, brought innovative ideas, a strong

background in acquisitions, ultimately influencing the project in a positive manner.

Conclusion
The effective management of stakeholders is crucial to the success of complex projects,

such as the LAMP-H project, where the dynamic environment of the Department of Defense is

constantly evolving and bringing change to internal processes and communications. Initially, the

project faced challenges due to conflicting stakeholder interests, paired with inadequate technical

specifications. The introduction of the PEO brought both benefits and new challenges, as

evidenced in the pre and post PEO stakeholder influence analyses. Finally, the LAMP-H project

highlighted the criticality of strategic stakeholder management and the need for an experienced

leadership team to provide oversight on high-stakes projects.

 6

References:
AcqNotes. (2021, July 4). Program Executive Office (PEO) - ACQNotes.

https://acqnotes.com/acqnote/acquisitions/program-executive-officer-peo

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. https://doi.org/10.1177/875697280603700504