Conflict Management Lessons Learned from a DOD Case Study[1]

If you have to choose one individual in the case study as most responsible for the termination of LAMP-H project, whom would you choose and why?
As it has been mentioned in the case study, the Project management within the United States Department of Defense (DOD) has been aptly described as the one of the worlds most complicated processes due to the fact that various stakeholders involved from above and below are likely to besiege the project manager. Hence, there were various factors which led to organizational conflicts amongst project stakeholders which finally resulted in termination of the project. Failures on the part of different stakeholders can be summarized as under:
US Army is responsible for wrong selection of The Program Executive Officer (PEO) who

lacked the requisite criteria for successful project manager. cutting by US Army.

Since performance characteristics for the LAMP-H was not defined, there was fund

The user of the system, the Transportation School (T-School) was not clear about its

requirement, even T-School was no longer certain whether it needed the LAMP-H system.

T-Schools untimely completion

(seven years delay) of the Required Operational Capability (ROC) document which was indispensable in DOD acquisitions. executed within 36 months but Test and Evaluation Command (TECOM) personnel failed to tailor its test program so that it could be completed within the ASAP (Army Streamlined Acquisition Program) structure. whatever might be requested by various stakeholders, regardless of whether the requests were supported by the requirements analysis.

The Acquisition Strategy required that the R&D phase of the LAMP-H program be

Formation of new inexperienced project management team, which accommodated

Request for Proposal (RFP), which was expanded to include all of the special interests and additional requirements, was released twelve months late. Moreover, the inflated requirements had resulted in exorbitant rise in budget.
US army took several years to realize that there are other ways to discharge ships in the

stream, though not as efficiently, not as fast, but they can get the job done. And, with the changing world status, the Army did not think they ought to spend money on a LAMP-H when there are other high priority things that need funding. [2]

But the one individual most responsible for the termination of LAMP-H project is none other than The Program Executive Officer (PEO) due to following reasons:

 Although the PEO was overall responsible for successful execution of the program, but he He neither understood the significance of the program nor its Acquisition Strategy. The

had no technical expertise and acquisition experience.

PEOs lack of knowledge about the basic acquisition process prevented him from understanding any new innovations to the acquisition process.

Despite having an experienced & effective project manager as his subordinate, he failed to delegate authorities to PM and motivate the whole project team.
He badly failed to resolve conflicts amongst various stakeholders such as PM, TECOM,

Watercraft R&D personnel, contractors, departmental managers and workers. entire Acquisition Strategy to be revised and re-justified.

He continually delayed the fund restoration, which caused slippage and the need for the

He failed to prevail against protest of R&D centre for preparation of fresh Request for

Proposal (RFP) which led to a delay of about twelve months. organize and co-ordinate with other stakeholders.

He did not have any control on the project on any stage of the project. He failed to

He intentionally neglected the LAMP-H project in the hope of Termination of the project

because the complexity of an R&D program with two IPRs (In Process Reviews) made him very nervous.

Hence, it is clear that the PEO was completely lacking the traits of good project manager and he remained in passive role. Thus, the PEO is the person who was responsible for failure of the project.

Do you agree with the approaches suggested by authors for the three types of conflicts interpersonal-based, task-based and process-based?
All the types of organizational conflicts that occurred throughout the LAMP-H project resulted cost overrun in terms of people, plan, and process deviations. Approaches suggested by authors for the three types of conflicts are as under:
1.

Interpersonal-based conflict:
Compromise or Collaboration Strategy so that the project manager and the project

sponsor are in full agreement about all details regarding the project if a successful outcome is desired.

2.

Task-based conflict:
Competing strategy when project stakeholders have little power or influence Collaboration strategy when project stakeholders have fair power or influence and

there is sufficient time to resolve the conflict.

 Compromise strategy when project stakeholders have fair power or influence and

there is less time to resolve the conflict.

3.

Process-based conflict:

Competing strategy when the steps in the process are mandated. Compromise strategy when the steps are general guidelines and not mandated.

If DoD hires you as a consultant to perform the post-project analysis of LAMP-H, what recommendations would you make especially in regard to controlling this project in order to avoid termination?
Post project analysis means identification of various reasons which led to failure of the project and possible mitigation actions which could have been taken to achieve the successful project execution. As a consultant, I would make following recommendations for controlling the project:
Objectives of the projects have to be clearly defined with taking care of interests of all

stakeholders. US army failed to firm up the specifications of the proposed LAMP-H.

Avoiding major changes in project team and project scope during mid project. And if the

changes are unavoidable then it should be done with well defined change control system and all stakeholders must be taken into confidence.

Project Managers and project team should be chosen only on the basis of having

requisite traits and competency. Moreover, experience in the similar field must also be taken into account. make necessary adjustments to achieve the projects goals and objectives. associated team.

PM should monitor progress of the project through project review & status meetings and

Project Manager should adjust their managerial style depending on the situation and the

Use of appropriate conflict resolution strategy based on the types of stakeholders and demand of the situation

References:

[1] Sutterfield, J. Scott, Friday-Stroud, Shawnta S. and Shivers-Blackwell, Sheryl L. How NOT to Manage a Project: Conflict Management Lessons Learned from a DOD Case Study (Accessed on 21 Sep 2011) [2] http://www.globalsecurity.org/military/systems/ship/lamp-h.htm (Accessed on 22 Sep 2011) 3