Prioritizing Projects at D. D. Williamson
Dianne M. Dowling
Human Resource Project Management
Dr. Lila Jordan
April 26, 2013
D. D. Williams was founded in 1865 and today is a global leader of non-artificial coloring. They
operate in nine (9) facilities in six (6) countries and supplies many of the best-know food and
beverage companies. Though time has brought about many changes, the organization finally
realized what needed to transpire in order to bring their mission and vision into becoming the
outstanding company they are today. With strategic planning and prioritizing, D. D. Williamson
has learned what it takes to be successful and ...view middle of the document...
They also had problems completing
projects. The vision for the company was not clears and the leadership was of poor quality.
Effective leadership must be established early on in order to see the mission and visions of the
company through. There was no strategic planning as to what the main focus, resources and
priorities were. Initially, leadership was not where it needed to be as seems to be mot a project
life cycle in place.
But then the company took a different approach to change. They began to simplify the
criteria ratings by rating projects at corporate level and added in senior level management
support. As a result, it received higher success rates for larger projects. They decided to have
fewer projects, senior management and others worked together and focused more on the long-
term goals of the company (Mkomo, Nkomo, Fottler & McAfee, 2012).
2. Suggest at least one (1) recommendation to improve the prioritizing process.
There were several things that could have been done to improve the process of
prioritizing at D. D. Williamson. Recommendations to improve the prioritizing process would
be for them to achieve a sense of balance by using portfolios, allowing a balance between the
small and large projects, alternating between high and low risk projects. These projects could be
grouped together to be collectively managed. By using portfolios, this alignment identifies,
selects and prioritizes projects to help achieve an organizational strategic plan (Kloppenborg,
Nkomo, Fottler & McAfee, 2012).
Another recommendation to improve the prioritizing process at D. D. Williamson is to
evaluate potential projects through financial analysis and/or scoring. These can be used in
determining which projects are selected. Just by using financial justification for all projects can
bring about improvements. D. D. Williamson could develop an inventory of all projects within
the organization, regardless of their scope or size. This would make it clear as to what projects
have the endorsement of senior management. The company could also make sure each project
has an approved scope statement and detailed project plans. This will affect the project
prioritization decisions simply because projects that fail to have clear scope and detailed plans
are bound for failure.
Last but not least, ranking each project’s priority level can be time consuming but it is
ideal. The more complete the project scope statements, the more accurate the decisions will be
as this helps to identify the missing elements in the foundations for all projects. This process is
an important part of the organizations planning process as it will save time and money as it will
also support the organizations strategic plan (Stanleigh, 2010).
3. Create a scenario where the implemented process at D. D. Williamson would not work.
If D. D. Williamson had not come into the concept of prioritizing, they...