Prioritizing Projects at D.D. Williamson

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Prioritizing Projects at D.D. Williamson Jennefer Williams Stephen Castellese HRM517 Managing Human Resource Projects 07/19/2015 Abstract Many organizations use scoring models as aids to project prioritization. Middle scores are common for most projects, especially when numerous scoring criteria are used. High scores on some criteria cancel out low scores on others. Most scoring models are not sufficiently precise to trust small differences in total scores. Furthermore, ranking projects by their project scores is generally incorrect anyway (Campbell, G. M. (2014)). Typical scoring systems ignore project cost and, therefore, fail to represent "bang for the buck." Prioritizing projects requires being able to estimate the costs, value, and risks of alternative project portfolios. But, both sides of the equation are difficult. Project costs include not just the funding request, but also any funding provided from other sources plus the opportunity costs of using equipment, personnel, raw material and any other "non-costed" resources that will be employed by the project. Also, all future costs necessary to obtain project benefits must be identified, estimated, and included in the calculation (Campbell, G. M. (2014)). Prioritizing Projects at D.D. Williamson D.D. Williamson had trouble managing projects that were successful, so they took a step back and pinpointed the cause of the issues. They found the cause to be the lack of project prioritization. There were projects of great importance being pushed to the side while less important projects were being started. As a result, projects went over budget and there was a great chance of missed opportunities due to their disorganization. They devised a plan that would help them better select the projects that were more important and useful to the organization. The process took about three years to settle on

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