The PEO should have stepped in to resolve this conflict and required compliance with issues that would stretch constraints. Step 2 requires the PM to conduct a project SWOT strengths, weaknesses, opportunities, and threats analysis of the project team.
Lessons Learned Lesson 1: Because the PEO was derelict in this duty, he allowed the intra-organization issue to fester.
The specifications focused more on length than they did on quality. The LAMP-H Project provides clear examples of what not to do in stakeholder management but also valuable lessons learned. Step 4—the PM determines selection criteria and identifies alternative strategies for managing stakeholders and goals.
Proposed Stakeholder Management A strategic framework is proposed by the authors to manage stakeholders and requirements: Any change in cost, schedule or performance—aka scope—will cause a corresponding change in risk.
Stakeholder Theory A stakeholder is any individual or group of individuals that are directly or indirectly impacted by an entity or a task Shutterfied, p.
Step 6 requires PMs to acquire and allocate resources needed to implement the selected PSM strategies. The project manager was overwhelmed by the requests and conducted a requirements analysis to build consensus among stakeholders.
Project Sponsorship Consensus building is essential in DoD projects, but the PEO lacked an understanding of acquisition and a fervent, positive belief in the project. Project Specifications The LAMP-H project requirements set forth by testers and logisticians were more complex and lengthy than what was realistic.
Together effective communication and the PSM Framework can act like a shining laser to control cats—ahem, stakeholders—and successfully execute projects.
Step 5—the PM selects the project stakeholder management strategies employed to aid the project stakeholders and the PM in achieving their respective goals.
Step 7 is the implementation of the selected PSM strategies.
Lamp-H Background Over the course of 10 years as the LAMP-H amphibian craft was being planned, stakeholders voiced disagreement on almost every requirement.
Managerial COnflict Management The Innovative PM faced opposition from functional managers who combined their efforts to undermine the project. Using the requirements analysis, the project manager made a case to the top management in Department of the Army down to DOD staff for its necessity and funding.
A case study of project and stakeholder management failures: Project managers should educate and encourage their stakeholders to adopt new approached thereby breaking down resistance to change. Step 8 requires the project manager to evaluate the implemented PSM strategies and make corrective changes where necessary.
Project Management Journal, 37 526— Step 1 requires the PM to identify and articulate the project vision and mission.Project Management Case Studies and Lessons Learned: Stakeholder, Scope, Knowledge, Schedule, Resource and Team Management - CRC Press Book.
A CASE STUDY OF PROJECT AND STAKEHOLDER MANAGEMENT FAILURES: LESSONS LEARNED Stakeholder theory is a useful framework for analyzing. the behavioral aspects of the project management process, particularly the complicated process of project management within the Department of Defense (DOD).
A CASE STUDY OF PROJECT AND STAKEHOLDER MANAGEMENT FAILURES: LESSONS LEARNED Stakeholder theory is a useful framework for analyzing the behavioral aspects of the project management process, particularly the complicated process of project man. A CASE STUDY OF PROJECT AND STAKEHOLDER MANAGEMENT FAILURES: LESSONS LEARNED.
J. SCOTT SUTTERFIELD, Florida A&M University SHAWNTA S. FRIDAY-STROUD, Florida A&M University SHERYL L. SHIVERS-BLACKWELL, Florida A&M University. Case Study of a Project Failure project and task successes and failures – both yours and others.
What were the root causes of failure? Ask the project leader.
Ask team members. Incorporate the lessons learned into your project, and you’ll succeed when it counts the most! Lessons from the Failure and Subsequent Success of a Complex Healthcare Sector IT Project David Greenwood, Ali Khajeh-Hosseini, Ian Sommerville Computer Aided Dispatch project as a case study, and shows that had our Section 6 describes the lessons learned; and Section 7 concludes the paper and discusses future work.Download