Skip to content

help with university essay

exact apologise, but, opinion, you..

A case study of project and stakeholder management failures lessons learned

Posted on by Fetaxe Posted in Case study

a case study of project and stakeholder management failures lessons learned Stakeholder Analysis, Project Management, templates and adviceHow to cite this article: Sutterfield, J. S., Friday-Stroud, S. S., & Shivers-Blackwell, S. L. (). A case study of project and stakeholder management failures: lessons learned. Project Management Journal, 37(5), 26– Reprints and Permissions. Therefore, this paper fills a void in of this case analysis, which identifies the the literature by using stakeholder theory and the strategic management process as the potential causes of the project failure. theoretical lenses through which to analyze the case study of the DOD lighter Project management lessons learned from amphibian heavy-lift (LAMP-H) project, and to offer a project stakeholder. manage- the failure and a project stakeholder man- ment (PSM) strategic framework  In many cases, full compliance lengthens a DOD project’s time to field to 10–15 years, which is an issue that can greatly increase proj- ect costs and timelines (Griffard, ; Office of Inspector General, ). 26 D e C e M b e r p r o j e C t. This is a case study of a failed DOD project, even though it was fully jus-tified and badly needed. Stakeholder the-ory serves as the theoretical underpinning of this case analysis, which identifies the potential causes of the project failure. Project management lessons learned from the failure and a project stakeholder man-agement strategy framework are present-ed to facilitate better decision making on the part of project managers to increase the likelihood of successful project man-agement outcomes. Keywords: Project management; project stakeholder management; stakeholder theory; decision-m.

can you buy assignments A Case Study Of Project And Stakeholder Management Failures Lessons Learned

We are a sharing community. So please help us by uploading a case study of project and stakeholder management failures lessons learned new document or like us to download:. Thank you for http://keiba-online.info/14/b-66-1.php in our services. We are a non-profit group that run this website to failurs documents. We need your help to maintenance this website. Please help us to share our service with your friends.

Projects can be beset by the agenda of various stakeholders within the organizational structure. When this occurs, the implementation of a strong ot stakeholder management strategy is necessary to increase the likelihood of success.

S.L. () A Case study of project and stakeholder management failures: Lessons Learned. Project Management Journal Vol 37 No 5, pp Benefits of doing it. Benefits of applying this principle include: Using project management language that your team are more likely to be familiar with to explain a practice that is often misunderstood. Aiding in the early identification of potential concerns coming from your stakeholders and development of mitigation options. Helping to build rapport within your stakeholder community, making them feel listened to and valued. Based on the case study stakeholders’ management observation discussion and literature review, a map of design management and stakeholders’ task and deliverables in each design stage is developed. This map is achieved through collaborative work between consultant, CA and stakeholders. This map addresses the issue of pre project activities, design brief and design criteria.  A case study of project and stakeholder management failures: Lessons learned. Project Management Journal, vol(5), pp– Wood, H., Ashton, P. (). Figure 3: Case Studies of Project Success-Failure. Satisfaction. Stakeholder F.  A lessons-learned section carefully evaluates what is going wrong (or went wrong) with the project and makes recommendations for improvement. A thorough retrospective also includes a root-cause analysis that uncovers the observed failure symptoms and when they were observed. Examples of failure symptoms in the two financial services cases included lack of strategic alignment (Project A) and lack of business ownership (Project B). Take-a-ways such as these can quickly improve upcoming projects. As previously discussed, evaluating a project’s success criteria typically proves to be the most diff. A case study of project and stakeholder management failures: Lessons learned will be analyzed for Case 2. Sutterfield, J. S., Friday-Stroud, S., Shivers-Blackwell, S. (). A case study of project and stakeholder management failures: Lessons learned. Project Management Journal, 37(5), 26– Retrieved from keiba-online.info Case Assignment Question. Give examples of internal and external stakeholders and where do you fit them in the stakeholder’s matrix? Be thoughtful. Create the Stakeholders' Classificatio. Project Management Case Studies and Lessons Learned: Stakeholder, Scope, Knowledge, Schedule, Resource and Team Management – CRC Press BookSTAKEHOLDER MANAGEMENT: CONFLICT AND INTEREST IN TIN STAKEHOLDER MANAGEMENT: CONFLICT AND INTEREST IN TIN MINING INDUSTRY INDONESIA (CASE STUDY BANGKA BELITUNG the stakeholder management study alsoStakeholder Engagement | Topics | Case Studies | BSRStakeholder Engagement Case to integrate stakeholder ideas into a more robust sustainability Engagement #Sustainability Management.

This is a case study fai,ures a failed DOD project, even though it was fully a case study of project and stakeholder management failures lessons learned and badly needed. Stakeholder theory serves proect the theoretical underpinning of this case analysis, which identifies the potential causes of the project failure.

Project management here learned from the failure and a project stakehholder management strategy framework are presented to facilitate better decision a case study of project and stakeholder management failures lessons learned on the part stakehklder project managers to increase the faliures of successful project management outcomes.

Successful completion of a project may require several years and the development, implementation, and evaluation of a successful project management strategy. DOD projects are difficult to learnes even under the best of circumstances due to various structural, behavioral, and environmental complexities.

Managdment of the complexities stem from the fact that the project manager is likely to be beset by various project stakeholders from above and below.

A thorough canvassing of the literature has disclosed that, while research on various project stakeholders has received attention, there is a sakeholder of research that actually examines the process management process through the theoretical lens of stakeholder theory e.

Therefore, this paper fills a void in the literature by using stakeholder theory and the strategic management process as the theoretical lenses through which to analyze stakehholder case study of here DOD lighter amphibian heavy-lift LAMP-H project, stakeholdee to offer a project stakeholder management PSM strategic framework.

Role essayist can discussed

The management of various project stakeholders from above and below the project manager can either positively or detrimentally impact large-scale projects within any organization. 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 interests.

Functional managers may consider the authority and latitude for independent action accorded the project manager by http://keiba-online.info/9/p-97.php DOD management to be an encroachment upon their authority. They are concerned with full compliance, and therefore require the project manager to comply with each and every regulation pertaining to their separate functional areas.

The format of this prkject will include a brief this web page on stakeholder theory and the LAMP-H project. Next, the various LAMP-H project phases will be analyzed, along with the activities of the various functional concerns at each phase. Stakeholder Theory A generally accepted definition of a stakeholder is any individual or group of individuals that are directly or indirectly impacted by an entity or a task.

More specifically, the term project stakeholder will be used throughout this paper to refer to any individual or group of individuals that is directly or learner impacted by a project. Stakeholders can be internal or external to the project team or they can be internal or external to the project scope.

Therefore, the determination of whether an individual or a that personal quest essay opinion of individuals is internal or external to a project is dependent upon the point of view of the sttudy. Although there are various perspectives of stakeholder theory e. Within the project management process, various managemeent have or perceive that they have various stakes in the project.

Therefore, it is incumbent upon the project manager to understand faailures objectives of each a case study of project and stakeholder management failures lessons learned stakeholder in order to effectively manage his or her needs and desires. In order to achieve a successful project outcome, the project manager must be prject at managing the interests of multiple stakeholders throughout the entire project management process. Therefore, it is argued that a strategic PSM framework can aid project mqnagement in maximizing the potential positive impact, while minimizing the potential detrimental impact that project stakeholders can have on the outcome of a project.

Army to acquire crafts with amphibian movement over prjoect and water and heavy-lifting capabilities. The Army had identified these requirements as essential for logistic resupply missions for numerous areas of interest around the world to support ground troops during amphibious kearned missions.

The LAMP-Hs would follow the troops from large carrier ships to land and provide them with the supplies necessary to sustain their ground assault. Some stakeholders thought sutdy the LAMP-H should be a case study of project and stakeholder management failures lessons learned of carrying lesaons M tanks, a payload of approximately personal and professional development plan essays, at a relatively low airspeed.

Chapter keiba-online.info Knowledge Management Fails: Lessons from a Case Study. Chapter keiba-online.infos Technologies, Limited. Chapter keiba-online.infog the Flame Alive: Sustaining a Successful Knowledge ManagementProgram.  In particular, discussion about stakeholder relations and the interplay between NASA, Caltech, and JPL served to make sense of the changes that occurred throughout the s. This combination of motives led to the concept for JPL It was felt that by calling attention to work related to the value-adding processes, the system could help improve the connection of the KM team to the rest of the Laboratory. In an article published in the Project Management Journal entitled “A Case Study of Project and Stakeholder Management Failures: Lessons Learned“, J Scott Sutterfield, Shawnta S Friday-Stroud Please log in or sign up below to read the rest of the article. ADVERTISEMENT. Project Management Case Studies and Lessons Learned: Stakeholder, Scope, Knowledge, Schedule, Resource and Team Management – CRC Press BookSTAKEHOLDER MANAGEMENT: CONFLICT AND INTEREST IN TIN STAKEHOLDER MANAGEMENT: CONFLICT AND INTEREST IN TIN MINING INDUSTRY INDONESIA (CASE STUDY BANGKA BELITUNG the stakeholder management study alsoStakeholder Engagement | Topics | Case Studies | BSRStakeholder Engagement Case to integrate stakeholder ideas into a more robust sustainability Engagement #Sustainability Management. How to cite this article: Sutterfield, J. S., Friday-Stroud, S. S., & Shivers-Blackwell, S. L. (). A case study of project and stakeholder management failures: lessons learned. Project Management Journal, 37(5), 26– Reprints and Permissions. Therefore, this paper fills a void in of this case analysis, which identifies the the literature by using stakeholder theory and the strategic management process as the potential causes of the project failure. theoretical lenses through which to analyze the case study of the DOD lighter Project management lessons learned from amphibian heavy-lift (LAMP-H) project, and to offer a project stakeholder. manage- the failure and a project stakeholder man- ment (PSM) strategic framework  In many cases, full compliance lengthens a DOD project’s time to field to 10–15 years, which is an issue that can greatly increase proj- ect costs and timelines (Griffard, ; Office of Inspector General, ). 26 D e C e M b e r p r o j e C t.

Other stakeholders argued that it should have a lower payload and be able to fly at a greater airspeed. On a different front, some stakeholders believed that the LAMP-H should be powered by paddlewheels that would propel it through the water until it reached the beach, and thereafter by large deeply treaded tires over the sand. However, other internal stakeholders believed that two large Archimedean screws should power it. They argued that this would suffice for propulsion over sea or sand.

Along with all this diversity of opinion from various project stakeholders, there was also wide disagreement as to how click here LAMP-H units should be purchased and at what unit price. However, he was surprised at the great diversity of opinion surrounding the Caze project, and wondered how failurez project could have become so controversial. There was great diversity among the stakeyolder stakeholders as to the technical requirements and configuration for the LAMP-Hs, the acquisition strategy for the system, and funding source and cost of the LAMP-Hs, with the essay on essentialism spirituality of funding a case study of project and stakeholder management failures lessons learned being a showstopper.

Thus, it became immediately evident to the project manager that in order to support funding for the LAMP-H, and to put an end to all speculation as to what the LAMP-H configuration should be and how it would be acquired, a requirements analysis was needed. Therefore, the project manager immediately initiated one with an independent systems analysis organization.

This can be better understood by viewing the organizational chart in Figure 1. With this organizational structure, ztakeholder line of authority for the watercraft project manager prokect through the Troop Support Command, through the Army Materiel Command, and to the Department of Army staff.

The project manager used the positive results from the requirements analysis to build consensus among the various stakeholders to demonstrate the need for the LAMP-H project. This consensus building was a case study of project and stakeholder management failures lessons learned by starting with the highest levels of management within the Department of Army down to the DOD staff and briefing them on the results from the requirements analysis. The project manager projedt developed an acquisition strategy consistent with the technical requirements shown to be caxe for the LAMP-H craft, based on the results of the requirements analysis to further solidify the program.

After reviewing the final results of the requirements analysis, it became obvious that the initial payload and speed requirements had to be altered; but the project manager was finally able to identify the wtakeholder per unit. This provided the project manager with enough information to ensure that adequate funds were appropriated for the acquisition, and to refine the acquisition strategy.

A case study of project and stakeholder management failures lessons learned T-School, one of the stakeholders, became an enthusiastic supporter of the LAMP-H project when results from the final requirements analysis snd available. Nevertheless, the project manager had accomplished a major feat—the LAMP-H a case study of project and stakeholder management failures lessons learned was established as a viable project.

First, a senior position called the program executive officer PEO was established and filled managememt a senior Department of Army staff member with no acquisition experience. Numerous PEO positions were established throughout the Department of Army to provide an executive sponsor for each please click for source. Figure 2 shows how the new PEO structure affected the lines of authority in the Department of Army organizational structure.

Army structure after implementing the PEO control of the programs and could no longer take funds from programs. The second change that occurred in the leadership of the watercraft project manager organization the home of the LAMP-H was the arrival of a new project manager. This new project manager had also come directly from the DOD with an excellent acquisition background.

He had recently completed the program management school taught by the DOD where he had imbibed many new ideas and approaches as to lwarned systems should be managekent. One such idea was that the project manager should be firmly in control of his programs.

He also accepted new approaches regarding concurrent engineering and the need to learnde prototypes on production tooling in order to minimize the number projedt changes to a system configuration.

The former project manager had become the deputy project manager, and also believed in the validity of these ideas and approaches dtudy was an enthusiastic supporter of them. This eventually a case study of project and stakeholder management failures lessons learned to put the new project manager and his deputy in direct conflict with the functional managers and workers that the project managers relied on for matrix support Kerzner, ; Killian, It also turned out to put them at odds with their new boss, the PEO.

Although he ostensibly supported the LAMP-H program, it was later oroject that he secretly entertained great reservations about it. Due to his lack of knowledge about aside! covering letter for teachers job application acquisition process, the PEO was very leery of adapting any new innovations to the acquisition process.

Also, the new PEO wtudy to avoid conflict with functional managers a case study of project and stakeholder management failures lessons learned a case study of project and stakeholder management failures lessons learned. Consequently, he became very nervous with the disagreements that the functional managers and workers had regarding the new approaches taken by the new project manager and the deputy project stucy.

It was well within the power of the PEO to restore these funds; but he continually delayed in doing so until the entire acquisition strategy had to be revised and the program rejustified because of slippage. Another factor pronect delayed the program was the failure of the T-School to complete the required operational capability ROC document in a timely fashion.

The ROC lends legitimacy to a project by specifying the exact capability to be acquired. These preparations included completion a case study of project and stakeholder management failures lessons learned four principal program management documents: In anticipation of the intense level staeholder activity that would be required to complete the program management documents and other work in time for the IPR, http://keiba-online.info/2/y-35.php matrix team was formed and a small a case study of project and stakeholder management failures lessons learned was executed for preparation of the acquisition strategy, the ILSP, and some of the program management documents.

This deadline was not met. Shortly thereafter, both the project manager and the deputy project manager moved on to other positions. At the time of their departure, the RFP had still not been released. Finally, all of the special interests and expanded http://keiba-online.info/4/f-21.php had been lessons within the RFP, and it was released fzilures 12 months late. Bids from contractors ranged from A case study of project and stakeholder management failures lessons learned. This resulted in the withdrawal of the production funds and cancellation of the LAMP-H project stakeholer thereafter.

They failkres point out that it is the responsibility of senior management to maintain the vision. A case study of project and stakeholder management failures lessons learned the case of the LAMP-H project, the project manager and the deputy project manager regularly refreshed the project stxkeholder on the project manaagement in staff and team meetings. Thus, momentum was gained and maintained.

The strategic management literature suggests that a project mission to set forth the purpose of the project would also contribute to successful project outcomes David, But, the LAMP-H mission or purpose did not receive the same type of reinforcement as the project vision. Kerzner pointed out that a project is formally defined by specifying its objectives or requirements in a requirements analysis. This is the third of the life-cycle phases in normal civilian projects, but it is the second significant step in the military acquisition cycle, with the first being the concept phase at which time the project vision learneed mission should be developed Kerzner, ; Kimmons, It is essential that this step be executed as early as possible in order to appropriate adequate program stakehllder, and to defend and sustain the project.

If this is not done early, then the project and its funding are absolutely defenseless and vulnerable to the whims of any budgeter who may wish to cut failhres from a project.

Also, unless the requirements analysis is performed early and accurately, it is impossible to properly appropriate program funds. In the case of the LAMP-H project, a project mission was clearly conveyed by the project manager and stakeholdder requirements analysis was not initiated until about 10 years after the need for the craft was first identified, or about 9. At the time that the requirements analysis was performed on the LAMP-H, the program was already in serious trouble and probably would have been terminated that very year had the requirements a case study of project and stakeholder management failures lessons learned not been undertaken.

Thus, the first practical lesson is that, regardless of the type of organization, learn more here project vision, mission, and requirements essays about my mother should be developed and articulated to increase the likelihood of a successful project outcome. Although such sponsors are vitally important in normal civil and industrial projects, they are absolutely essential in military projects.

In order for projects to succeed in either the civil or military sector, they must be supported by a consensus. Because military projects are influenced by so many stakeholders, including special interest groups, and have involvement from several different commands see Figure 2a great deal of effort must be devoted to consensus building.

Further, the project sponsor must have the management span, appropriate knowledge, and organizational authority to harmonize the discordant voices. The PEO, a senior government executive, was intended to lend the power and influence of his or her office to forge the consensus necessary among various stakeholders to successfully complete a project or program.

Теги: , , , , , , , , , ,



Автор:

1 thoughts on “A case study of project and stakeholder management failures lessons learned

  1. You are absolutely right. In it something is also to me this idea is pleasant, I completely with you agree.

Leave a Reply

Your email address will not be published. Required fields are marked *