A case study of project and stakeholder management failures

lessons learned

The standard process used by the United States (US) Department of Defense (DOD) to implement its projects is highly complex: It involves numerous and varying structural, behavioral, and environmental factors, including the simultaneous management of competing stakeholders. This article examines the lessons learned from a failed DOD project--the Lighter Amphibian Heavy-Lift (LAMP-H) vehicle--so as to outline a framework known as the project stakeholder management (PSM) strategy. In doing so, it defines stakeholder theory, project stakeholders, and the PSM's purpose; it overviews LAMP-H's development and subsequent failure, explaining the opposing stakeholder views about the vehicle's operability as well as the project manager's attempts to define the project's scope and build stakeholder consensus; it also looks at the US Army's organizational restructuring and describes how this change led to the LAMP-H project's failure.
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