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Prioritizing at Dd Williamson

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Submitted By bhicks
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Prioritizing Projects at D.D. Williamson

HRM 517

October 23, 2011

Prioritizing Projects at D.D. Williamson

This paper will critique the prioritizing process at D.D. Williamson; suggest one recommendation to improve the prioritizing process, a scenario to discuss where the implemented process at D.D. Williamson would not work, and a long term goal of five years from now speculating whether or not D.D. Williamson will be using the same process. D.D. Williamson has nine natural coloring operations on five continents since founded in 1865. With that said, it took D.D. Williamson three years; two iteration to reconcile on an approach that significantly increased the company success rate with critical projects they now call VIP (Vision Impact Projects) (.Kloppenborg, 2012 p 48) D.D. Williamson began its first approach to prioritize the company senior management team, being that it is the company major management support system. With this, the senior management teams would have a limit of two projects per senior management totaling 16 projects. According to D.D. Williamson, the company thought it was a great move ahead because the year before, the senior management teams had been challenge to monitor over 60 improvement projects (Kloppenborg, 2012, p 48). Although the company improved to well over 60 percent, there were still some problems. Some projects were not moving forward as planned and came to be a critical investment for D.D. Williamson. The company realized that one year later, money was left for projects that were behind and over finance.

With this happening, D.D. Williamson decided to search for additional process changes. The company decided to simplify the criteria ratings by rating projects at the level of the corporate goals, the nature of the team, and the perceived possibilities that the projects would encounter difficulties

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