PROJECT MANAGEMENT

CLASS ACTIVITY - STAKEHOLDER MANAGEMENT

Julian
F20029
1. In General, who all can be considered as stakeholders to a project?

The stakeholder for each particular project will vary depending on the type of project and industry,
In general the following are the type of the stakeholders to a project
 Project Manager
 Team Member
 Manager
 Executives
 Senior Management
 Company Owners
 Investors
 Sponsors
 Vendors
 Consultants
 Customers

2. In not more than 50 words, Provide a background of the LAMP-H Project

The LAMP-H started by the US Army to acquire crafts with amphibian and heavy weightlifting
capabilities. The US Army has identified these requirements as essential for logistic resupply
missions such as transporting and supporting ground troops during amphibious assault missions.

3. “ Stakeholders have a great influence on the scope ( Requirements) of a project” . In not more
than 100 words, Justify this statement using the LAMP-H Project

From above, senior financial executives are project stakeholders who are constantly seeking to re-
allocate the funds that have been justified by a project manager for his or her program. From
below, functional managers are project stakeholders who are solicitous of protecting their vested
and varying interests. Functional managers may consider the authority and latitude for
independent action accorded the project manager by senior DOD management to be an
encroachment upon their authority. These stakeholders implied a major role in influencing the
scope of this LAMP-H Project.

4. What are the reasons for the termination of the LAMP-H Project?

In this case, the project requirements were changed after much of the basic project planning was
performed. Such changes in project scope result in an inability to effectively estimate and control
project deliverables and costs. The T-School inflated its requirements after project planning was
completed because it enthusiastically supported this project. However, the inclusion of inflated
requirements invalidated all of the previous planning. When more funds had to be requested in
order to comply with the inflated requirements, the LAMP-H project manager lost credibility with
the Department of Army, resulting in program cancellation.

5. What are the key lessons in Stakeholder management that can be had from the LAMP-H Project?

There are totally 6 lessons that are learnt from this LAMP-H Project
1. Development and articulation of Project Vision, Mission and Objectives are
necessary for successful project outcomes
 2. Having adequate project champion or sponsor is essential for a project to be
successful.
3. Upfront project planning may reduce the number of subsequent changes required
4. Quality information is much more likely to lead to successful project outcomes
5. Managerial Conflict management is an essential skill for project managers to keep
the project on schedule and away from stakeholder conflicts
6. Project Managers should educate the stakeholders in new approaches to reduce
their resistance to change

6. Write a brief note on the Proposed Project Stakeholder Management Strategy Framework based
on the lessons from the failure of LAMP-H Project

The lack of effectively identifying and managing the hidden and oftentimes conflicting agendas of
project stakeholders early in the project management process, many projects are doomed to
experience the failure of the LAMP-H project. The project stakeholder management (PSM) strategy
framework was designed to aid project managers in managing project stakeholders and their
various agendas. This proposed strategic framework intertwines stakeholder theory and the
strategic management process. There are nine steps to the continuous and dynamic strategic PSM
framework, which is an adapted version of the strategic management process.
Step 1: Identify and articulate the project vision and mission.
Step 2: Conduct a project SWOT (strengths, weaknesses, opportunities, and threats) analysis.
Within the SWOT analysis, the project manager needs to identify the internal strengths and
weaknesses of the project team. Internal strengths and weaknesses are factors that the project
manager or team can control. The project manager also needs to identify the external opportunities
and threats that face the project team. Opportunities and threats are factors that are external to
the team and outside of its control.
Step 3: Identify all project stakeholders and their goals and stake in the project.
Step 4: Determine his or her selection criteria and identifies alternative strategies or plans of action
for managing each project stakeholder and his or her goals.
Step 5: Select the project stakeholder management strategies that he or she will employ to aid the
project stakeholders in achieving his or her goals while the project manager is able to attain his or
her project goals.
Step 6: Acquire and allocate the resources he or she needs to implement the selected PSM
strategies.
Step 7: Implementation of the selected PSM strategies.
Step 8: Evaluate the implemented PSM strategies, and to make corrective changes in the
implemented PSM strategies where necessary.
Step 9: Elicit feedback from the various project stakeholders on a regular basis. Given that change
is a constant, it is important for project managers to not only elicit project stakeholder feedback on
a continuous basis, but to also process the feedback and incorporate it into the strategic PSM
process.
The use of this strategic PSM framework will enable project managers to assess each project, each
project stakeholder, and the situational factors to minimize the potential conflicts with the various
project stakeholders while capitalizing on the strengths of the project team and the opportunities
presented by the various project stakeholders.