A case study of project and stakeholder management failures: 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.
Successful completion of a project may require several years and the develop- ment, implementation, and evaluation of a successful project management strategy.
Many of the complexi- Defense DOD. Projects can be beset by ties stem from the fact that the project manager is likely to be beset by various project the agenda of various stakeholders within stakeholders from above and below. A thorough canvassing of the literature has dis- the organizational structure.
When this occurs, the implementation of a strong closed that, while research on various project stakeholders has received attention, project stakeholder management strategy there is a lack of research that actually examines the process management process is necessary to increase the likelihood of through the theoretical lens of stakeholder theory e.
This is a case study of a failedas well a lack of research that has applied both stakeholder theory and the DOD project, even though it was fully jus- strategic management process to the project management process e. 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.
The type of impact can be largely influenced by the management of agement outcomes. From above, senior financial executives are project stakeholders who are constantly seeking Keywords: Project management; project stakeholder management; stakeholder to re-allocate the funds that have been justified by a project manager for his or her theory; decision-making program.
Functional managers may consider the Vol. They are con- cerned with full compliance, and therefore require the project manager to comply with each and every regulation pertaining to their separate functional areas. Army to pitfalls that a project manager can encounter if a PSM strat- acquire crafts with amphibian movement over land and egy is not effectively developed, implemented, and evaluat- water and heavy-lifting capabilities.
The Army had identi- ed within the project management process. The format of fied these requirements as essential for logistic resupply mis- this paper will include a brief background on stakeholder sions for numerous areas of interest around the world to theory and the LAMP-H project.
This will be ships to land and provide them with the supplies necessary followed by lessons learned from the LAMP-H project. In order to be effective, the Lastly, a PSM strategy will be presented to fill a void in the LAMP-Hs would have to meet certain payload and literature and delineate a strategic framework that can be speed requirements.
On a different front, some stakeholders believed that the LAMP-H should be powered Stakeholder Theory by paddlewheels that would propel it through the water A generally accepted definition of a stakeholder is any individ- until it reached the beach, and thereafter by large deeply ual or group of individuals that are directly or indirectly treaded tires over the sand.
However, other internal stake- impacted by an entity or a task. More specifically, the term holders believed that two large Archimedean screws should project stakeholder will be used throughout this paper to refer power it. They argued that this would suffice for propulsion to any individual or group of individuals that is directly or over sea or sand.
Still other stakeholders argued that the indirectly impacted by a project. Therefore, the determination of project stakeholders, there was also wide disagreement as to whether an individual or a group of individuals is internal or how many LAMP-H units should be purchased and at what external to a project is dependent upon the point of view of unit price.
Finally, the user of the system, the Transportation the observer.
Although there are various perspectives of stake- School T-Schoolwavered on its want or need for the holder theory e.
Based on their perceived stakes in the project, was surprised at the great diversity of opinion surrounding stakeholders behave in ways in which they feel will help the LAMP-H project, and wondered how any project could them accomplish their project objectives, which may be have become so controversial.
Therefore, it is ments and configuration for the LAMP-Hs, the acquisition incumbent upon the project manager to understand the strategy for the system, and funding source and cost of the objectives of each project stakeholder in order to effective- LAMP-Hs, with the threat of funding cuts being a showstop- ly manage his or her needs and desires.
In order to achieve per. Thus, it became immediately evident to the project a successful project outcome, the project manager must be manager that in order to support funding for the LAMP-H, adept at managing the interests of multiple stakeholders and to put an end to all speculation as to what the LAMP-H throughout the entire project management process.
Therefore, the project aid project managers in maximizing the potential positive manager immediately initiated one with an independent impact, while minimizing the potential detrimental impact systems analysis organization.
Positive results from the that project stakeholders can have on the outcome of a requirements analysis breathed new life into the LAMP-H project.
Hence, a PSM strategy will be offered after the project.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. 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 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.
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. 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.
Read the full case study – Denver International Airport Baggage Handling System case study – or read the abstract below. Originally billed as the most advanced system in the world, the baggage handling system at the new Denver International Airport was to become one of the most notorious.