Project and Stakeholder Management Failures: Lessons Learned

BUS 5611 - Managing Projects and Programs

University of the People

Yogita Narang
Running Head: Project and Stakeholder Management Failures: Lessons Learned

Introduction

I researched "A Case Study of Project and Stakeholder Management Failures" for this

assignment, which is based on the US Department of Defense (DOD), whose goal is to develop

and acquire amphibious vehicles for the US military that can transport large loads of either troops

or supplies to support military operations around the world. The US Department of Defense

(DOD) started the LAMP-H project to acquire boats equipped with heavy lifting and amphibious

carrying capabilities. Project LAMP-H's main goal was to create a system to follow the soldiers

of huge transport ships to the landing and supply them with the necessary supplies to assist their

ground assaults.

The Stakeholders

LAMP-Hs must be able to fulfill specific payload and speed criteria to be useful. There

are many stakeholders in the project, and with many stakeholders come many demands related to

the design and capacity of the LAMP-H. As a result, there are many different opinions on how to

proceed with project execution, what load capacity the LAMP-H should have, how the LAMP-H

should be powered, how many LAMP-H units to purchase, and for what price. The system's user

is another front. Stakeholders are essentially those who are interested in or have a stake in your

project.

They are the individuals who actively participate in the project's work or who stand to

earn or lose financially due to the initiative. (Watt, 2014). The Department of Defense is the

primary stakeholder in the project because it is supported by the Army, which is why Army

Material Command management and Troop Support command are among the stakeholders before
Running Head: Project and Stakeholder Management Failures: Lessons Learned

the Program Executive Officer takes over. Before the Program Executive Officer takes over, the

project's stakeholders would also include any other parties with direct interests in it.

Stakeholder Analysis

All groups mentioned above or people are participants in the LAMP-H initiative,

including the school management Navy, and Air Force officials connected to the initiative.

Analyze the influence of the stakeholders, taking into account, at a minimum, the potential for

danger, the potential for collaboration, and the method used. In general, the term "stakeholder

analysis" refers to various methods or instruments used to recognize and comprehend the

requirements and expectations of significant interests inside and outside the project environment

(Smith et al.). By identifying the interests, needs, and concerns of the various parties involved,

the project manager conducts stakeholder analysis to enlist the assistance of key organizational

players who assist in defining their roles, contributions, and commitment to the project (What is

Stakeholder Analysis, n.d.).

Project managers used to classify and prioritize these stakeholders by categorizing them

according to their impact, interest, and levels of engagement in the individual projects to assess

stakeholders. The Power-Interest Grid is one of the tools the project manager can use to determine

how to involve the various stakeholders. Stakeholders will be involved in the project in various

ways throughout its various stages, from information gathering and sharing to consultation,

communication, teamwork, and partnership (What is Stakeholder Analysis, n.d.).

We must divide all of our stakeholders into four categories, as shown in the following

table:

1. Low Influence with Low Interest

Running Head: Project and Stakeholder Management Failures: Lessons Learned

2. High Authority and High Interest

3. Strong Influence, Low Interest

4. High Interest with Low Influence

In our situation of LAMP-H and our stakeholders, we have divided them into High-Interest High

Influence Stakeholders,

Describe the modifications made to the impact analysis and the stakeholder's map

following the introduction of the program executive officer.

Two extremely significant shifts in the direction of the project leader's organization

happened immediately after the LAMP-H project was consolidated as viable. First, a senior Army

officer without prior procurement expertise was appointed to the newly formed key management

level position of Program Executive Officer (PEO). Second, there were several PEO jobs created

throughout the Army Department. With the adoption of the new PEO position, the

program/project manager was moved from the troop-support command to the new PEO's

jurisdiction.

In the end, New PEO received complete project management authority; Army Material

Command was no longer in charge, and management control of the program and finances was

terminated. The appointment of a new project manager, who is also directly under the Department

of Defense (DOD) and has extensive procurement expertise, was another significant shift in the

management of the watercraft project manager organization (home of LAMP-H). The previous

project manager was downgraded to Deputy project manager, and after that, he enthusiastically

supported these concepts and methods since he thought they were sound. The first sign that the
Running Head: Project and Stakeholder Management Failures: Lessons Learned

new PEOs were in place for the LAMP-H project was the reduction of R&D funding for it. (2006)

Sutterfield, Friday-Stroud & Shivers-Blackwell.

Conclusion

In summary, this theory provides a valuable framework for examining behavioral elements of

project management, particularly the intricate project management process (2006) Sutterfield,

Friday-Stroud & Shivers-Blackwell.

Running Head: Project and Stakeholder Management Failures: Lessons Learned

References

https://medium.com/. (2019). The Stakeholder Map: Mapping stakeholders on Power/Influence

and Concern/Interest (Robbin Schuurman, Ed.). https://medium.com/the-value-

maximizers/creating-a-stakeholder-analysis-how-do-you-do-that-b2b8198ca6c

J. Scott Sutterfield, Friday-Stroud, S. S., & Shivers-Blackwell, S. L. (2015). 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_STAKE

HOLDER_MANAGEMENT_FAILURES_LESSONS_LEARNED

Jeanne Brett, Kristin Behfar, & Mary C. Kern. (n.d.). Managing Multicultural Teams. Harvard

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https://my.uopeople.edu/pluginfile.php/1184390/mod_book/chapter/273883/Unit%202

%20Managing%20Multicultural%20Teams.pdf

Smith, L. W. (2000, September 7). Stakeholder analysis. Pmi.org.

https://www.pmi.org/learning/library/stakeholder-analysis-pivotal-practice-projects-

8905

Watt, A. (2014, August 15). 5. Stakeholder Management – Project Management. Opentextbc.ca.

https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-

management/