Title of Paper: Written Assignment Week 2

Student Name (Anonymous for Written Assignments)

BUS 5611: Managing Projects and Programs

James Simmons (Instructor)

Date 14/9/2022

A case study of project and stakeholder management failures: lessons learned.

Introduction

The U.S. army established the LAMP-H project to obtain craftworks with amphibians (the

movement over land and water) and heavy-lifted abilities. The U.S. Army had specified these

conditions as essential for logistic resupply missions for several spheres of interest across the

world to deliver support for ground troops during amphibious assault missions. The LAMP-Hs

were employed to follow the troops from large carrier ships to land and deliver the supplies

needed to maintain their ground attack. The LAMP-Hs would have to meet shipment and speed

requirements for effective operation. There was conflict among the stakeholders about the

capacity and speed of the LAMP-Hs. In addition to their various beliefs, there was a wide dispute

about how many LAMP-H units were and at what unit price, the transportation school (T-

School), had a change of mind about its want or need for the LAMP-H system. Even though the

program had struggled along for about ten years, it is possible to have survived because of the

"seductive appeal of collective belief" (Martinelli & Milosevic, 2016) by those involved with the

project because of their perceptions regarding the value and significance of having LAMP-Hs in

the Army's arsenal (SUTTERFIELD et al., 2006)

Identification of the project stakeholders

The project stakeholders are: the US Department of Army, Army Material Command, troop

support command, transportation school (T-school), Watercraft PM, and watercraft R&D center

(SUTTERFIELD et al., 2006)

Perform an analysis of the stakeholders' influence potential for threat, the potential for

cooperation, and the strategy adopted.

According to Martin (2006) a project stakeholder defined as "individuals and associations who

are energetically involved in the project, or whose stake may be positively or negatively affected
as a result of project execution or successful project completion." They are the individuals who

earn something (or lose something) from the result of the projects. Stakeholders need to be

carried along throughout the project because these are the group of people who would be

affected by the project, potential risks, and possible conflicts that could be affected by the

project. When managers identify stakeholders, they need to prioritize. It is essential because it

helps you to know where to invest your resources. (Martin, 2006) You will be able to get the

decision makers at any given time that you are addressing the right stakeholders at the right time.

Managers categorize stakeholders according to their influence, interest, and importance. (Martin,

2006)

Describe the changes in the stakeholders' map that influence analysis after implementing

the executive officer

Stakeholder mapping is defined as "the visual process of laying out all the stakeholders of a

product, project, or idea on one map." (Martinelli & Milosevic, 2016) The main advantage of a

stakeholder map is to get a visual manifestation of all who can affect the project and know how

they are connected. A project's success depends on the approval and commitment of all

stakeholders. They need to be involved from the start to the end of the project. For a project to

succeed, there must be a consensus. The executive officer was a good strategy implemented to

facilitate the project. (Martinelli & Milosevic, 2016) Therefore, making way for a matrix system

decrease communication and decision-making, As a result, the water project manager reports to

the department of energy, who then reports to the senior army executives. Additionally, a new

project manager was appointed, who strived to streamline the acquisition of the project.

(SUTTERFIELD et al., 2006)

Reference

SUTTERFIELD, J. S., FRIDAY-STROUD, S. S., & SHIVERS-BLACKWELL, S. L. (2006,

December). A CASE STUDY OF PROJECT AND STAKEHOLDER MANAGEMENT

FAILURES: LESSONS LEARNED. Project Management Journal, 37(5), 26–35.

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

R_MANAGEMENT_FAILURES_LESSONS_LEARNED

Martin, V. (2006). MANAGING PROJECTS IN HUMAN RESOURCES, TRAINING AND

DEVELOPMENT (1st ed.). Kogan Page Limited.

Project Management Institute. (2016). Project management institute: A guide to the project

management body of knowledge (5th ed.). Project Management Institute, Inc.

Martinelli, R. J., & Milosevic, D. Z. (2016). PROJECT MANAGEMENT TOOLBOX (2nd ed.).

John Wiley & Sons, Inc.