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Prioritizing Projects
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Liberty University
BUSI 680-D01: Advanced Project Management I
Dr. David Duby
April 18th, 2021
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Prioritizing Projects
In considering the important decision criteria points for prioritizing projects, a well-
rounded approach should be taken. Ignoring characteristics of a project or the organization that
would have input into the success of a project increases the risks to project success. There is not
one prioritization method that will meet all of the needs of every organization, or even one
method that will work for every scenario within a single organization so tailoring a prioritization
methodology to work for each scenario is important (Luciana Magalhães Girardin & Luciano
Ferreira, 2020).
Personality traits and behavioral patterns of the project sponsor(s) are often not
considered in the prioritization process but have been found to have an impact into the types of
project personnel and projects that would be successful (Luciana Magalhães Girardin & Luciano
Ferreira, 2020). Organizations should take into account traits of the project sponsor in aligning
them to projects that will more likely be successful under their leadership (Luciana Magalhães
Girardin & Luciano Ferreira, 2020).
Project management competencies are another area that should be considered when
prioritizing projects (Cha & Maytorena-Sanchez, 2019). Availability of the appropriate project
management skillset to be aligned to the types of projects should be considered in prioritization
process (Cha & Maytorena-Sanchez, 2019). Project management personnel and competencies are
not an unlimited resource, they are often found in limited capacity and availability within
organizations and prioritizing and assigning a project to project management personnel without
the competency to complete the project increases the risk of failure and can reduce the return on
investment (Cha & Maytorena-Sanchez, 2019).
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Building the project prioritization scorecard should account for internal personnel issues,
not just financial or organizational values, in order to maximize the possible return from selected
projects.
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References
Cha, J., & Maytorena-Sanchez, E. (2019). Prioritising project management competences across
the software project life cycle. International Journal of Managing Projects in Business,
12(4), 961-978. https://doi.org/10.1108/IJMPB-11-2017-0145
Luciana Magalhães Girardin, P. R., & Luciano Ferreira, d. S. (2020). Influence of sponsor's
management style in project prioritization. Journal of Industrial Engineering and
Management, 13(3), 430-450. http://dx.doi.org.ezproxy.liberty.edu/10.3926/jiem.3068
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