Prioritizing Projects at D. D. Williamson

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Critique the prioritizing process at D. D. Williamson. D. D. Williamson was struggling under the weight of a large number of projects, each of them seemingly highly individualized. To prioritize these projects, the company came up with an excellent system where eight members of the senior management team applied their own criteria to select two projects each, and bring them to the proposal table. This allowed the company to narrow the number of projects down to the 16 of which most supported the overall vision and organizational strategy of the company. They dubbed these projects Vision Impact Projects (VIP’s), and made sure to flood them with enough resource for an effective result, with emphasis on time to prevent digression. Management was also consulted weekly and asked to provide feedback, which was a great way to get direction on identifying the expected impact of each project. The company also made a sound strategic decision when it hired a separate manager to monitor the projects and facilitate their execution. (Kloppenborg, Nkomo, Fottler & McAfee, 2012) The above improvements helped Williamson successfully increase the rate of completion of projects under reasonable financial expectations. However; a yearly review revealed that the current prioritization method still had room for improvement. It was concluded that the process was mainly an improvement in facilitating smaller projects with less monetary impact while leaving larger ones running over budget. Projects were also not being completed on time leaving end users dissatisfied. This of course was affecting profitability, which once again highlighted the need for a better prioritization process at D. D. Williamson. (Kloppenborg et al., 2012) Suggest at least one (1) recommendation to improve the prioritizing process. While it is commendable that D.D. Williamson started using management to create the

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