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10.1.1 Managing the Project Team as a Special Class of Stakeholder for Enterprise Transformation Projects
Author(s) -
Hahn Heidi Ann
Publication year - 2013
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2013.tb03020.x
Subject(s) - project team , stakeholder , anticipation (artificial intelligence) , project stakeholder , project management triangle , process management , project management , project charter , project planning , class (philosophy) , business , engineering management , resource (disambiguation) , knowledge management , enterprise resource planning , computer science , engineering , systems engineering , political science , public relations , computer network , artificial intelligence
The Los Alamos National Laboratory's (LANL's) Enterprise Project – the implementation of a commercial off‐the‐shelf (COTS) enterprise resource planning (ERP) system to replace the home‐grown business computing systems in use since the early 1980's – provides a provocative case study regarding the management of project teams in which team members are, themselves, stakeholders. This paper describes the project's approach to stakeholder management for the project team, which had mixed success, discusses the theoretical underpinnings of the approaches used, and provides lessons learned for handling project team members as a special class of stakeholders who have special needs. Specifically, it is noted that project team members may be either system advocates or system critics or adversaries. It is recommended that transition management tactics be developed in anticipation of both types of stakeholders being present on the project team.