MS Project Scheduling and Salvaging a Project
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Tonya Palmer Running Head: Williamson Prioritizing Case Study 1
Prioritizing Projects at D. D. Williamson
Tonya Palmer
Dr. Stephen Castellese
Managing Human Resource Project
October 22, 2017
Case Analysis
Established in 1865, D. D. Williamson Company has
played its role globally. Although, effective
implementation of some project management strategies has
increased the success rate. Yet, the company has been
facing the issue of managing different projects at a time.
Therefore, the company exceeded its budgets due to missed
out opportunities. Another breakdown is that
communication process of the company is not effective
among all stakeholders. The company had launched a new
plan to resuscitate, in 2004. It matter of the fact is that
during three years of analysis, executives pinpoint that the
main issue lies in the prioritizing projects in line, i.e. the
company does not enlist and work on the projects
according to their importance.
Thus, the company implemented a prioritizing management
process for increasing the success and completion rate of
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its projects. The primary purpose of this case analysis is to
review and analysis the prioritizing process of Williamson
Company. On the basis of this evaluation, two
recommendations will be given to increase the affectivity
and productivity of the process. The next investigation
deals with the scenario in which implementation of this
process will not work. Lastly, this review highlights
weaknesses and strengthens of prioritizing process of
Williamson Company and suggest that whether, this
process will be applicable for next five years or not, and
will give logical justification of it. This case analysis will
be divided into following sections.
Analyze the prioritizing process at D. D. Williamson.
After reviewing the case study of Williamson, we can find
out that the company has failed to handle deadlines of
projects and similarly, its management team also failed to
fulfill its individual projects . So, the established process
to tackle the lacks of efficiency further weakens the
position of the company. There is a number of projects in
line which consider as grave importance due to lack of
organization. Thus, not having organization cause delayed
in projects' fulfillment, extra budgeting, and burden on the
workforce. These causes ultimately lead the company
towards little growth, low-profit margins and put the
company at risk in the market.
The prioritizing process of Williamson consisted of four
step. This four-step method is used to evaluate, organize
and select the most important project. These four steps
are following;
• Establishment of criteria for prioritizing projects
• Evaluate the single criteria
• Enlist all projects
• Lastly, select projects according to their ratings and
criteria evaluation
These four steps work in a systematic order to accomplish
its goals. For delegating the power of project evaluation to
each team member, each team member is asked to write
three different criteria for each project. Thus, three
criteria's were written on three different papers and later
distributed to the same group of items. At the end, each
group was assigned a name. Thus, the establishment of
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criteria is completed through this project. Thus , chosen
criteria will be used to measure the adaptability and fitness
of each project according to principle and policy of the
company (PAGE, 2010).
In the next step, a criterion groups were allotted a group
name by managers and scores each criterion on a rating
scale from 1-10. The higher the number, each criterion
achieved on the scale, it determines the importer of a
project. It is important to state that a group who achieve a
rating of 10 or 9, it gives preference to assess each project.
On the other hand, projects achieving 5 or less the 5
considered for assessment later in the prioritizing process.
According to each rating and criteria selected, all projects
will be redefined in order to place orders according to
their importance and urgency (Kloppenborg, 2012).
Thus, after the formation of criteria and their weight, the
list of projects must be redefined. Projected listed as
individual projects but they are in operation in different
sites, each project should be assessed and reduces from the
list according to its criteria and weighting. While
formulating the list of projects, it is necessary to include all
other projects as well who formally will not include in the
prospective projects of the company. However, the
criterion is a source of selection and rejection of a project
from the list. On the other hand, the most important point
is to review the most important project among others
and rank others according to same criteria.
Suggest two (2) recommendations to improve the
prioritizing process.
There are many internal and external issues which create
the hurdle for organizations to meet their requirements at
one time. Internal issues like mentioned in D. D.
Williamson's case, lack of communication increases the
likelihood to miss opportunities and reduce the growth of
the company. Therefore, companies adopt different
prioritizing methods to pick up the important projects
first. A common observation is that selection of a project
having maximum importance is often rank by force. All
executives get together and forcefully select projects. This
use of power ultimately reduce the profit and puts the
company at risk. Therefore, we recommend two
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suggestions to improve the prioritizing process of D. D.
Williamson.
The existence of an adequate amount of data is vital to the
success of a project. In this way, it is important for
stakeholders to define a project data requirements in
concise and clear manner. This clarity gives benefit to
proponents of the proposal to understand the required
information and thus, enable them to provide accurate data.
Therefore, data collection templates must be simple,
comprehensive and precise. Another important point is that
proponents propose accurate data based on their correct
estimation and analysis. They must do their homework
before presenting the proposal for senior management.
Similarly, it is also important for managers to count each
information closely .
For making proposals strong and persuasive, we need
skills, cross-cultural collaboration, and experience. So, it is
necessary for a project team to make their proposal
technically flawless and collaborated on all grounds. Thus,
it gives credence to the proposal . Thus , it is highly
recommended to Williamson team to evaluate every inch
of information for evaluating the project. Because project
evaluation is basically done on the basis of data
presented (P. Belliveau, 2002).
The second suggestion is to assess each project on its
required cost, risk factors, and expected value. These three
aspects are difficult to assess individually. For
example, in the case of cost estimation, the only project
cost is not included. Another cost including opportunity
costs including the use of raw material, equipment, and
other sources. Further, the future costs must also be
estimated, included and calculated in the total cost.
Although, many companies do not follow estimation of
cost at the project level. It is not good. Estimation of a
project cost benefitted the true estimation of cost
which is necessary to monitor, make and review the project
decisions. Another point is that companies do not only
estimate cost of a project but at the same time, it should
also calculate the cost of the alternative project . Thus,
this makes the process more difficult.
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Create a scenario where the implemented process at D. D.
Williamson would not work.
This section of the report deals with the analysis of the
situation in which the prioritizing process of Williamson is
not applicable. This evaluation gives insight on the
technical merits of the process and gives high
management a final time to think about the importance of
the project as compared to other projects in the list. An
example of such a scenario is that when a project
contradicts with the vision and objectives of the company.
If working on a project gives you a rank in Forbes hundred
list although, the project is not related to the vision of the
company , this process will not work.
In this way, the company does not have a flexible work
arrangement policy which becomes a cause to avoid it's
from being in a list. But the issue arises that CEO of the
company has some other point in his mind. He really
wants to pursue that project which rank it high. Although,
there are other projects in the pipeline which have potential
to earn high rank to the company. Due to the decision
making the power of the high officials, that project
may be funded but it will lack proper experience,
resources, and timeline to complete the project. The
possibility of its success would be minimal because it
needs a special attention, work policy, and formal
working conditions. It will also have negative impacts on
the global community of workers due to the absence of
many workers. This process will not also apply in the
countries where companies do not have same nature and
quantity of resources.
Project five (5) years ahead and speculate whether or not
D. D. Williamson will be using the same process. Justify
your answer.
There is not a hard and fast rule to use the same process
within a time period of five years. The process of
improving as stated by the company may or may not be
used in the same manner. It depends on the needs and
requirements of the time and project. The main purpose
behind any improvement process is to highlight the
weaknesses and strengthens of a process. Thus, it will lead
removal of unwanted things and enhancement of
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supporting ideas. Further, this process will not stop at a
time. It requires evaluation and review periodically to bring
some desirable changes.
Thus, continuity in the improvement process makes it
possible for the company to assess its position and bring
describable changes. Another important point is that the
technology and hardware involve in the production of a
specialized product need improvement as well. So, we can
say that process of improvement is a continuous process.
Therefore, prioritizing the projects by Williamson is a
continuous process.
Conclusion
The primary concern of this assignment is to review the
prioritizing process of D. D. Williams. It is assessed that
a multi-stage model of prioritizing is a complex one which
requires intense supervision and resources at every stage.
Hiring of an improvement manager and required support,
many efforts are required to continue this process. It is
suggested that to fulfill the data set for each project. In
this way, data collection methods, presentation, and review
of data are also important . Additional exploration deals
with the application of this improvement process. It is not
applicable when a project is not harmonious with the
company's goals and visions. Lastly, it important to bring
some changes over time to meet the needs and
requirements of that time. It is not the end of a process. It is
a continuous process (Grant, 2002).
References
Grant, R. M. (2002). Contemporary Strategy Analysis:
Concepts, Techniques, Applications. New Jersy: Blackwell
Publishers, .
Kloppenborg, T. (2012). Human Resource Management .
Mason: : Cengage Learning.
P. Belliveau, A. G. (2002). The PDMA ToolBook for New
Product Development . London: Wiley.
PAGE, S. (2010). The Power of Business Process
Improvement: 10 Simple Steps to Increase Effectiveness,
Efficiency, and Adaptability. New York: AMACOM Div
American Mgmt Assn.
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