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The stakeholders for the
LAMP H projects were the project manager, then he appointed the Independent
system analysis organization to perform requirement analysis for the project,
they were critical stakeholders too. Army Material Command controlled the funds
required for the project, so they were stakeholders too. Troop-Support Command,
DOD and Department of Army Staff were stakeholders too. The R&D center and
the Transportation School or T school were stakeholders too.
Since DOD is associated
with the United States Government, hence the government would be a stakeholder too.
Since this amphibian vehicle was planned to be used in battlefields by all
troops, Navy and Air Force were stakeholders too.
Stakeholders’
influence including at least potential for threat, the potential for
cooperation and strategy adopted.
Initially
before the PEO role came into existence the project manager did an excellent
job by getting requirement analysis done. The project manager got the consensus
after requirement analysis was done, Starting from the Department of Army to DOD
staff. The Project manager had to showcase the importance of the project to the
Department of Army so that Army Material Command would fund the project.
The
R & D center did the initial research, later turned out there were issues in
their calculations. The Transportation School was enthusiastic about the
project too.
The project manager had to prove that the project was feasible, so he got the
requirement analysis done and then the R&D department proved that it was possible.
As T School became enthusiastic, the project manager got approval for funds
required for the project from Army Material Command. The most influential stakeholder was the Army Material Command. The DOD staff did not really play any
critical role. But the Army and DOD of course were stakeholders. The R&D team and T School were the teams
who did a feasibility study and was going to support it, they were influential
stakeholders too. The project manager needed their cooperation for the success of
the project.
This the strategy worked out because the DOD, Department of Army and Army Material
Commands were fine with the project, the benefits, and the potential of success. As
the most important stakeholder was ready to go ahead, the T school was ready
to support the project too, as we noticed less enthusiastically since they
found out the R&D team made some mistakes in calculations. Troop support command was okay since
Army material Command already funded the project. The project manager took up a
great strategy by engaging the Requirement analysis organization to get the
ball rolling.
Describe
the changes in the stakeholders' map as well as in the influence analysis after
the implementation of the Program Executive Officer.
The PEO had control over funding and the new project manager replaced the existing project
manager, and that PM became deputy manager. This is what the Department of Army
envisions while changing the structure (Kerzner,
2003).
The new project manager or Deputy Manager did not understand that or did not handle
the communication well that T school had to prove the required operational
capabilities document within a defined timeline. ROC, which was
indispensable(Metzger,2003) was needed to be approved before funds could be
used for R&D. T School did not do a good job getting this done, the R&D
department did not follow up on this, and project managers did not track this.
PEO being in charge of funding now did not fund the R&D.
So
the PEO, Watercraft PM, R&D center, T School are direct stakeholders while
Army, Army Material Command, Army Troop Support Command were stakeholders too.
But they were not really involved. The PEO was not very supportive and the new The project manager did not do well-managing stakeholders, neither did the deputy
do any good.
References
–
Kerzner, H. (2003).
Project management: A systems approach to planning, scheduling, and
controlling. Hoboken, NJ: John Wiley & Sons, Inc.
Metzger, J. (2003).
JWAES: A case study. Project Management Journal, 34(4), 40–46. (Note: The
Required Operational Capability (ROC) document is now known as an Operational
Requirements Document [ORD]).
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