Project Management prioritizing projects d.D. WILLIAMSON

Prioritizing Projects at D.D. Williamson

Prioritizing Projects at D.D. Williamson

As seen from the second chapter, Williamson could have reaped more benefits from project management team through proper training. Miscommunication and disorganization appeared to be the significant issues bedeviling the project (Kloppenborg & Nkomo, 2012). Planning and research formed critical tools for success of the project coupled with the incorporation of strong management skills. Firms work on numerous projects yearly to achieve better outcomes of the organization. It is difficult to induce proper tracking of all projects. The prioritization process offers an improvement as opposed to previous prioritization processed implemented (Curlee & Gordon, 2010). I hold that D.D. Williamson was in a position of overcoming challenges after a long duration of ineffective processes in place.

The reduction of projects to 16 from the initial 60 was an appropriate plan that helped D.D. Williamson in managing the budget effectively. Other considerations include increasing success rates to over 60% of initiated projects. The projects finished within the ascertained completion date earning better outcomes. The approach helped in moving forward the critical aspects to high levels of importance. The simplification of the criteria ratings helped in narrowing down projects and prioritizing them. The selection of new criteria rating, as well as a focus on Vision Impact Projects, made it workable for management teams to promote projects with positive impacts on corporate objectives. The team was also able to monitor them in a better way as compared to limitations of weekly meetings while...

Even though proposed prioritization processes within D.D. Williamson are vast improvements as compared to prior processes, it is recommendable that the team adds broader criteria in determining viable projects. This will be opposed to plain basis of criteria rating to expected levels.
The D.D. Williamson prioritizing process revolving around project management process involved various factors put together in the creation of efficient prioritizing processes. The element ensures that projects can be completed in the most accurate and timely ways. The weaknesses in the system were twofold and too many projects were propelled by active projects that were sometimes over budget, late, and not diverting from predicted results. Ideally, the broader number of project components with wider variation and meant that various projects were over budget or late.

When I was working with a construction company based in Arizona, I had the opportunity of implementing a change strategy similar to that of D.D Williamson. The company was undertaking numerous construction projects that were managed concurrently. I was an officer in charge of monitoring and evaluation in the firm. There were numerous complaints from stakeholders on dissatisfaction of the project implementation. The sponsors complained about the budget utilization and the customers raised concerns about the product quality. The government agencies black listed most of our initiatives as proper mitigation efforts were not taken against environmental harm. There were numerous delays in project completion and ascertainment of resource allocation. Employees became gradually unmotivated and went on to increase on the employee turnover rates (Kloppenborg &…