C H A P T E R 2
Project Selection and Prioritization
How does a truly global company with fewer than 200 associates achieve
noteworthy results and market leadership? Certainly strong and talented
people are a key part of the answer. A good set of leadership and
management tools and processes, and the discipline to use them, is
another key. A small, privately held company in Louisville, Kentucky has
been fortunate to use both talent and process to achieve success by any
measure. That company is D. D. Williamson.
D. D. Williamson was founded in 1865 and today is a global leader in
non-artificial colors. Operating nine facilities in six countries and supplying
many of the best-known food and beverage companies around the world,
D. D. Williamson has more complexity to manage than most companies,
regardless of their size.
C H A P T E R
O B J E C T I V E S
After completing this
chapter, you should
be able to:
• Describe the strategic
planning and portfolio
alignment processes.
• Itemize strengths and
weaknesses of using
financial and scoring
models to select
projects.
• Describe how to select
and prioritize projects as
anoutgrowthofstrategic
planning.
• Given organizational
priorities and several
projects, demonstrate
how to select and
prioritize projects using a
scoring model.
• From a contractor’s
viewpoint, describe how
to secure projects.
Ro
be
rt
Ll
ew
el
ly
n/
Im
ag
e
St
at
e/
A
la
m
y
26
Late in 2004, the company was embarking on a new vision to double
growth and profitability in five years and identified the need to improve
project management as a key strategy to achieve the vision. Our
weakness was twofold—we had too many projects that were
championed as important, and the projects that were active were
sometimes late, over budget, and not achieving the predicted results. We
began with prioritization, creating a prioritization matrix to select 16 “critical
projects” that would have senior leadership sponsors and be assigned
trained and capable project managers to improve our execution.
The prioritization matrix was a great initial step to narrow our focus and
improve our results—overall project completion improved. However, 16
projects meant that the scope and impact of projects still had wide
variation. Smaller, more simple projects were likely to be executed
brilliantly and improve our total percentage of “on time and on target”
projects, but if the project that was late or over budget was very high
impact, we were still leaving opportunities for growth and profitability “on
the table.”
In 2009, we made more changes to our prioritization process, selecting
no more than five “Vision Impact Projects” (VIPs) that would get high-level
focus and attention—monitoring and asking for corrective measures in
weekly senior management meetings, tracking online in our project
management system for our Continuous Improvement Manager, and
funneling time and resources to help when projects get off course.
The results are dramatic—large.
2 The Strategic Planning ProcessIngram PublishingThinksto.docxnovabroom
This document provides an overview of the strategic planning process for healthcare organizations. It defines strategic planning as matching an organization's capabilities with opportunities. The strategic planning process involves 6 steps: 1) defining vision and mission, 2) analyzing external and internal factors, 3) establishing objectives, 4) developing strategies, 5) creating operational plans, and 6) implementing controls and evaluations. The result is a strategic plan that is part of the larger strategic management process of developing, implementing, and evaluating plans over time based on changing conditions. Strategic planning helps organizations adapt to their environment and focus on achieving their goals.
2 The Strategic Planning ProcessIngram PublishingThinksto.docxeugeniadean34240
2 The Strategic Planning Process
Ingram Publishing/Thinkstock
“Cheshire Puss,” she [Alice] began . . . “Would you tell me, please,
which way I ought to go from here?”
“That depends a good deal on where you want to get to,” said the Cat.
—Lewis Carroll
Alice’s Adventures in Wonderland
Learning Objectives
After reading this chapter, you should be able to do the following:
• Define strategic planning.
• Describe the strategic planning process and differentiate between strategic planning and strategic
management.
• Identify stakeholder involvement in the development of strategic plans.
• Explain the reasons for viewing strategic planning as an ongoing process or planning cycle.
• Discuss the importance of effective strategic planning and implementation.
Section 2.1Strategic Planning Overview
Introduction
This chapter presents an overview of the strategic planning process. Each step of the stra-
tegic planning process discussed in this chapter is dealt with in more detail in later chapters.
The intention here is to provide an introduction to the major components of the process and
stress the importance of strategic planning.
Without a strategic plan, organizations can develop “organizational myopia.” Myopia is
a condition of the eyes that is referred to as nearsightedness or shortsightedness because
objects are seen clearly up close, but distant objects are blurred. Some organizations suffer
from organizational myopia because their focus is on short-term needs and goals, and they
fail to consider the long-term direction of their organization. Daily activities can consume so
much time that little time and effort is given to obtain a view of the organization from a long-
term perspective. This may result in an HCO being stuck in a situation that inhibits growth or
results in a decline in patient population over time.
Consider the case of a hospital that was built in the early 1920s in a downtown area with a
whole square block of land for expansion. As the city grew, the downtown area prospered and
buildings sprang up and surrounded the hospital. With a post office on one side and a city
park on the other side, the only way for the hospital to expand was to build over the parking
lot, which resulted in the need to build a multistory parking garage to handle the parking of
patients/family and the hospital staff. Land was available when the hospital was built but
now the hospital is “boxed in” by surrounding buildings and the city park, leaving no room
for growth in its present location. The hospital must stay in its present location with limited
opportunity for expansion or abandon the current historical location and move to the sub-
urbs where land is still available. Evidently, the hospital’s founders never envisioned growth
and the consequences of not buying available land when the hospital was first built. Of course,
hindsight is always 20/20, but the point is that the failure to consider growth and .
This document discusses why project managers need to understand their organization's strategy and strategic management processes. It provides three key reasons:
1. Project managers need to understand strategy to make appropriate project decisions and adjustments based on whether the organization prioritizes innovation, cost efficiency, speed to market, etc.
2. Project managers must be able to advocate for their projects and explain how each project contributes to the organization's mission and strategy to gain support from senior management.
3. Strategic management involves reviewing the organization's mission, analyzing external and internal factors, formulating strategies, setting objectives, and implementing strategies through projects. It provides focus and consistency across all levels of the organization.
Running head EVALUATION OF CLINICAL PRACTICE PROGRAM EVALUATIO.docxcharisellington63520
Running head: EVALUATION OF CLINICAL PRACTICE: PROGRAM EVALUATION
EVALUATION OF PRACTICE: PROGRAM EVALUATION
Title Page
Adhering to APA 6th Edition Standards
Abstract
This will be the summary for the paper.
Agency/Program
Provide a narrative description of the program and the agency (e.g., theoretical model/framework, agency mission, program goals, target population, community context, need being addressed by the program, length and duration, mode of delivery etc.).
Review of the Literature
Present a comprehensive review of the “best practice” literature associated with the target population’s identified need (e.g., best practices for preventing teen pregnancy among adolescent girls; best practices for intervening with substance using older adult veterans; best practices for improving parenting skills and family functioning). In this section, students must attend to the best practices associated with a given problem area (e.g. teen pregnancy, substance use, poor parenting skills), as well as relevant developmental (adolescence, adulthood, older adulthood) and cultural (e.g., race/ethnicity, immigration status, military/war culture) factors.
Program Assessment
Here you provide the finding of your assessment of program performance in the domains of service utilization and program organization. Be sure that you answer each of the following questions. NOTE: You can present these findings in question/answer format. Yes or No responses are not acceptable – you must be analytical in your assessment and provide deep well thought out responses.
How many persons are receiving services?
Are those receiving services the intended targets?
Are they receiving the proper amount, type, and quality of service? Students will evaluate the extent to which their agency’s program is consistent with best practices. This section requires specific examples of how the agency’s program is/is not supported by the best practice literature.
Are there targets who are not receiving services or subgroups within the target population who are underrepresented among those receiving services?
Are members of the target population aware of the program?
Are necessary program functions being performed adequately?
Is staffing sufficient in numbers and competencies for the functions that must be performed?
Is the program well organized? Does staff work well with each other?
Does the program coordinate effectively with the other programs and agencies with which it must interact?
Are resources, facilities, and funding adequate to support important program functions?
Are resources used effectively and efficiently?
Is the program in compliance with requirements imposed by its governing board, funding agencies, and higher-level administration?
Is the program in compliance with applicable professional and legal standards?
Is performance at some program sites or locales significantly better or poorer than at others?
Are participants satisfied with their.
Strategic management army 2015 chp2 (1)Opie Mohamad
The document discusses the importance of vision and mission statements in strategic management. It provides an overview of key concepts including:
- Vision statements answer "what do we want to become?" while mission statements answer "what is our business?".
- Developing a mission statement is as important as the final document, as the process allows managers to provide input and resolve divergent views.
- Well-crafted vision and mission statements that are communicated throughout the organization can provide clarity of purpose, direction, and higher performance.
- Ideal mission statements are broad in scope, customer-oriented, and incorporate key components like products/services, markets, and philosophy.
The document provides an overview of the key steps that companies follow to develop effective strategies. It discusses:
1) Defining the organization's mission, vision, and values to establish purpose and desired future state.
2) Setting strategic goals by quantifying the vision, identifying performance gaps between goals and current performance, and decomposing strategies to close those gaps.
3) Performing strategic analysis through external and internal assessments to understand industry trends, competitive positioning, and current value creation processes.
4) Formulating the strategy by determining where and how the organization will compete based on the analysis. These initial steps lay the groundwork for strategy execution.
This document discusses the differences between a Project Management Office (PMO) and a Strategic Program Office (SPO), and how an SPO can better enable an organization to execute its business strategy. It notes that while PMOs focus on supporting individual projects, an SPO takes a higher-level approach of identifying, prioritizing, and managing all related work needed to achieve strategic objectives. Effective strategy execution requires addressing organizational culture, capability maturity, project management practices, and the strategy itself in an integrated way. The document will explore models and approaches for assessing an organization's readiness and developing the right implementation approach to position a PMO as an SPO.
Rod Jones, CEO of Navitas, has commissioned an executive communications audit from Navitas. The audit assesses Rod Jones' current CEO communications and opportunities to build thought leadership. It analyzes areas like awareness, positioning, thought leadership fundamentals of interest, trust and visibility. It benchmarks Rod Jones against peers on brand and CEO awareness. The audit finds that Rod Jones scores moderately on interest but could improve on demonstrating vulnerability to build more trust. It provides recommendations to strengthen Rod Jones' narrative and thought leadership.
2 The Strategic Planning ProcessIngram PublishingThinksto.docxnovabroom
This document provides an overview of the strategic planning process for healthcare organizations. It defines strategic planning as matching an organization's capabilities with opportunities. The strategic planning process involves 6 steps: 1) defining vision and mission, 2) analyzing external and internal factors, 3) establishing objectives, 4) developing strategies, 5) creating operational plans, and 6) implementing controls and evaluations. The result is a strategic plan that is part of the larger strategic management process of developing, implementing, and evaluating plans over time based on changing conditions. Strategic planning helps organizations adapt to their environment and focus on achieving their goals.
2 The Strategic Planning ProcessIngram PublishingThinksto.docxeugeniadean34240
2 The Strategic Planning Process
Ingram Publishing/Thinkstock
“Cheshire Puss,” she [Alice] began . . . “Would you tell me, please,
which way I ought to go from here?”
“That depends a good deal on where you want to get to,” said the Cat.
—Lewis Carroll
Alice’s Adventures in Wonderland
Learning Objectives
After reading this chapter, you should be able to do the following:
• Define strategic planning.
• Describe the strategic planning process and differentiate between strategic planning and strategic
management.
• Identify stakeholder involvement in the development of strategic plans.
• Explain the reasons for viewing strategic planning as an ongoing process or planning cycle.
• Discuss the importance of effective strategic planning and implementation.
Section 2.1Strategic Planning Overview
Introduction
This chapter presents an overview of the strategic planning process. Each step of the stra-
tegic planning process discussed in this chapter is dealt with in more detail in later chapters.
The intention here is to provide an introduction to the major components of the process and
stress the importance of strategic planning.
Without a strategic plan, organizations can develop “organizational myopia.” Myopia is
a condition of the eyes that is referred to as nearsightedness or shortsightedness because
objects are seen clearly up close, but distant objects are blurred. Some organizations suffer
from organizational myopia because their focus is on short-term needs and goals, and they
fail to consider the long-term direction of their organization. Daily activities can consume so
much time that little time and effort is given to obtain a view of the organization from a long-
term perspective. This may result in an HCO being stuck in a situation that inhibits growth or
results in a decline in patient population over time.
Consider the case of a hospital that was built in the early 1920s in a downtown area with a
whole square block of land for expansion. As the city grew, the downtown area prospered and
buildings sprang up and surrounded the hospital. With a post office on one side and a city
park on the other side, the only way for the hospital to expand was to build over the parking
lot, which resulted in the need to build a multistory parking garage to handle the parking of
patients/family and the hospital staff. Land was available when the hospital was built but
now the hospital is “boxed in” by surrounding buildings and the city park, leaving no room
for growth in its present location. The hospital must stay in its present location with limited
opportunity for expansion or abandon the current historical location and move to the sub-
urbs where land is still available. Evidently, the hospital’s founders never envisioned growth
and the consequences of not buying available land when the hospital was first built. Of course,
hindsight is always 20/20, but the point is that the failure to consider growth and .
This document discusses why project managers need to understand their organization's strategy and strategic management processes. It provides three key reasons:
1. Project managers need to understand strategy to make appropriate project decisions and adjustments based on whether the organization prioritizes innovation, cost efficiency, speed to market, etc.
2. Project managers must be able to advocate for their projects and explain how each project contributes to the organization's mission and strategy to gain support from senior management.
3. Strategic management involves reviewing the organization's mission, analyzing external and internal factors, formulating strategies, setting objectives, and implementing strategies through projects. It provides focus and consistency across all levels of the organization.
Running head EVALUATION OF CLINICAL PRACTICE PROGRAM EVALUATIO.docxcharisellington63520
Running head: EVALUATION OF CLINICAL PRACTICE: PROGRAM EVALUATION
EVALUATION OF PRACTICE: PROGRAM EVALUATION
Title Page
Adhering to APA 6th Edition Standards
Abstract
This will be the summary for the paper.
Agency/Program
Provide a narrative description of the program and the agency (e.g., theoretical model/framework, agency mission, program goals, target population, community context, need being addressed by the program, length and duration, mode of delivery etc.).
Review of the Literature
Present a comprehensive review of the “best practice” literature associated with the target population’s identified need (e.g., best practices for preventing teen pregnancy among adolescent girls; best practices for intervening with substance using older adult veterans; best practices for improving parenting skills and family functioning). In this section, students must attend to the best practices associated with a given problem area (e.g. teen pregnancy, substance use, poor parenting skills), as well as relevant developmental (adolescence, adulthood, older adulthood) and cultural (e.g., race/ethnicity, immigration status, military/war culture) factors.
Program Assessment
Here you provide the finding of your assessment of program performance in the domains of service utilization and program organization. Be sure that you answer each of the following questions. NOTE: You can present these findings in question/answer format. Yes or No responses are not acceptable – you must be analytical in your assessment and provide deep well thought out responses.
How many persons are receiving services?
Are those receiving services the intended targets?
Are they receiving the proper amount, type, and quality of service? Students will evaluate the extent to which their agency’s program is consistent with best practices. This section requires specific examples of how the agency’s program is/is not supported by the best practice literature.
Are there targets who are not receiving services or subgroups within the target population who are underrepresented among those receiving services?
Are members of the target population aware of the program?
Are necessary program functions being performed adequately?
Is staffing sufficient in numbers and competencies for the functions that must be performed?
Is the program well organized? Does staff work well with each other?
Does the program coordinate effectively with the other programs and agencies with which it must interact?
Are resources, facilities, and funding adequate to support important program functions?
Are resources used effectively and efficiently?
Is the program in compliance with requirements imposed by its governing board, funding agencies, and higher-level administration?
Is the program in compliance with applicable professional and legal standards?
Is performance at some program sites or locales significantly better or poorer than at others?
Are participants satisfied with their.
Strategic management army 2015 chp2 (1)Opie Mohamad
The document discusses the importance of vision and mission statements in strategic management. It provides an overview of key concepts including:
- Vision statements answer "what do we want to become?" while mission statements answer "what is our business?".
- Developing a mission statement is as important as the final document, as the process allows managers to provide input and resolve divergent views.
- Well-crafted vision and mission statements that are communicated throughout the organization can provide clarity of purpose, direction, and higher performance.
- Ideal mission statements are broad in scope, customer-oriented, and incorporate key components like products/services, markets, and philosophy.
The document provides an overview of the key steps that companies follow to develop effective strategies. It discusses:
1) Defining the organization's mission, vision, and values to establish purpose and desired future state.
2) Setting strategic goals by quantifying the vision, identifying performance gaps between goals and current performance, and decomposing strategies to close those gaps.
3) Performing strategic analysis through external and internal assessments to understand industry trends, competitive positioning, and current value creation processes.
4) Formulating the strategy by determining where and how the organization will compete based on the analysis. These initial steps lay the groundwork for strategy execution.
This document discusses the differences between a Project Management Office (PMO) and a Strategic Program Office (SPO), and how an SPO can better enable an organization to execute its business strategy. It notes that while PMOs focus on supporting individual projects, an SPO takes a higher-level approach of identifying, prioritizing, and managing all related work needed to achieve strategic objectives. Effective strategy execution requires addressing organizational culture, capability maturity, project management practices, and the strategy itself in an integrated way. The document will explore models and approaches for assessing an organization's readiness and developing the right implementation approach to position a PMO as an SPO.
Rod Jones, CEO of Navitas, has commissioned an executive communications audit from Navitas. The audit assesses Rod Jones' current CEO communications and opportunities to build thought leadership. It analyzes areas like awareness, positioning, thought leadership fundamentals of interest, trust and visibility. It benchmarks Rod Jones against peers on brand and CEO awareness. The audit finds that Rod Jones scores moderately on interest but could improve on demonstrating vulnerability to build more trust. It provides recommendations to strengthen Rod Jones' narrative and thought leadership.
The document discusses effective management of large projects in the automobile industry. It begins with acknowledgments and prefaces the importance of project management. It then outlines the following key points:
1. It defines projects and their characteristics, and discusses how to classify projects based on complexity.
2. It explains the need for program and project management to execute projects on time, budget and scope, and minimize costs.
3. It proposes a 7 step approach to project management: initiating, planning, executing, monitoring and controlling, closing, analysis and feedback.
4. For each step it provides details on the activities and goals, such as developing a project charter, managing risks, communications, and procurement.
Beyond Strategic Planning for your OrganizationVetter1944
Partners of the Americas is a non-profit organization founded in 1964 to connect people and organizations across borders through partnerships to serve communities. It has 75 chapters in 33 countries, 23 campus locations, and 10 development programs in 20 countries serving issues like food security, youth, and the environment. Partners utilizes a strategic issue management approach to identify key challenges and develop targeted projects to address them, focusing on continuous learning and adaptation over rigid long-term planning.
2 days agoShravani Kasturi DiscussionCOLLAPSETop of Form.docxherminaprocter
2 days ago
Shravani Kasturi
Discussion
COLLAPSE
Top of Form
The organization projects have a different strategical plan that can help in enterprise goals achievements. There are some of the projects that require some of the bulky of the activities that will help the business management to achieve the implemented goals and objectives using different ideas. There is a uniqueness of the project that can be detected to show some of the differences in the process and ensuring there is goals achievement in the completion of the project process. It is important to consider timelines when expecting the completion of the project.
The projects and daily activities have some of the differences since the projects take too long for its completion while daily activities take a short period. The implementation of the daily activities requires the business to have a continuous operation as deployed by business management. Moreover, the daily activities have no indicated date or schedule plans which are implemented in the project process to help in achieving the business goals.
The organization should create group management to help in making better decisions that will lead to effective practices that will increase the effectiveness of the project management by considering the team members' support and idea-sharing. The organization project should be recorded to make a comparison in some of the areas such as members' roles and responsibilities. Moreover, business management is recommended to focus on some of the areas where they consider the quality of the project's goals achievements. According to Jissink, Rohrbeck, & Schweitzer (2017), the implementation of the group or project team requires effective leadership skills to help in influencing the members for the project successful completion.
Ultimately, some of the challenges occur due to the use of information technology in some areas. The cybersecurity has been issued that interferes with most of the projects since there are some of the members that can leak the information to other business competitors thus exposing the business project planning. Moreover, the budget allocation can also be affected by the use of IT thus creating difficulties in project management, Papke-Shields, & Boyer-Wright (2017). The project's uniqueness should consider some of the needs in planning and having effective preparation for successful project completion.
Bottom of Form
22 hours ago
Nikesh Bantu
Discussion 7
COLLAPSE
Top of Form
The organization is progressively setting out for massive scope change projects to adjust to a continually changing business condition. An assortment of elements impacts the multifaceted nature of projects along these lines making their extension hard to characterize and oversee. For these projects to accomplish their key objectives, it can't be essential to break down their degree into controllable constituents, yet additionally to line the pieces back again into a durable entirety.
As ass.
Implementing Change in the Capacity Planning GroupFrank Isham
The Capacity Planning Group at Kellogg was using outdated tools that would no longer work with an upgraded ERP system. A project was initiated to implement new planning tools and create standard processes. Key steps in the change process included establishing urgency around the need for new tools, creating a guiding coalition of leadership, developing and communicating a vision, empowering the team to take action, generating short-term wins, and maintaining momentum over the long term. The project successfully implemented new modeling tools and standard processes for the Capacity Planning Group.
This document discusses the role of a business analyst and leadership in business analysis. It covers several topics related to business analysis including facilitative leadership, collaboration between business analysts and project managers, stakeholder management, and facilitation. The key responsibilities of a business analyst are to understand business needs, discover opportunities, and help realize business benefits and values. Effective leadership in business analysis requires taking a holistic and systemic approach while facilitating collaboration.
This document discusses vision and mission statements, including their importance, components, and characteristics. It provides examples of vision statements from various organizations and evaluates their components. An effective vision statement is short and answers what the organization wants to become, while an effective mission statement is an enduring statement that distinguishes a company and declares its purpose and customers. Key components of mission statements include customers, products, markets, technology, survival, growth, philosophy, self-concept, and concerns for public image and employees. Research shows organizations with formal vision and mission statements have higher returns and performance.
04 an expanded mc kinsey’s 7s framework prospective cosimo gualanoNevion
Able to see the big picture from the balcony is not an easy task, especially when managers are busy with day-to-day operations. The balcony‟s view plays an important role in the process of lifting a manager in a leadership position. If for a moment you compare the day-to-day operational to a dance floor, you will notice that while spending the whole evening to the dance floor, you will be aware of what happens in your immediate vicinity. Much energy will be spent on dancing and avoiding other people dancing.
The document provides an overview of strategic planning for an educational institution. It defines strategic planning and discusses the types, concepts, steps, characteristics, scope, approaches, techniques/tools, and importance of strategic planning. Specifically, it outlines the goals and process of educational planning, including pre-planning, planning, diagnosis, policy formulation, needs assessment, costing, target setting, feasibility testing, plan formulation, plan elaboration, implementation, and evaluation/revision stages. Finally, it notes that strategic planning in education effectively organizes a school, defines success, aids governance, articulates shared vision/mission/values, increases communication, and keeps everyone connected to the school's top priority of students.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
This presentation provides an introduction to strategic management. It discusses the nature and value of strategic management, including defining it as the set of decisions and actions to formulate and implement plans to achieve company objectives. It also outlines the strategic management process, including developing a mission statement, performing internal and external assessments, establishing objectives and strategies, and evaluating performance. Finally, it discusses the importance of having a clear mission statement and the difference between a mission statement and vision statement.
The document discusses strategic planning approaches for non-profit organizations. It describes the Peter Drucker, Amherst Wilder, and Strategic Change Cycle models of strategic planning. The Peter Drucker model focuses on mission, customers, results, and planning. The Amherst Wilder model is very detailed and thorough. The Strategic Change Cycle model connects mission to mandates and allows flexibility. Effective strategic planning is a process, not an event, that gives leadership a way to assess the present and plan for the future.
Planning involves selecting objectives, determining ways to achieve them, and providing a rational approach. There are various types of plans like strategic, tactical, operational, long-range, intermediate, and short-range plans.
The planning process involves 8 steps - analyzing the business environment, establishing objectives, setting planning premises, identifying alternatives, evaluating alternatives, choosing an alternative, formulating secondary plans, and quantifying plans by making budgets.
There are different types of organizational structures like functional, divisional, matrix based on different factors. Planning and decision making are important management functions that help organizations achieve their goals effectively.
De-risking Projects and Setting up for High Performance DeliveryCraig Bihari
The document discusses establishing a high performance culture and operating context to improve project success rates. It notes that over 60% of project success factors relate to human behaviors and culture, not technical skills. Most project failures are due to softer aspects like leadership, mindset, and management processes. The document advocates intentionally designing an operating culture aligned with desired performance, and outlines a process to: 1) establish a project vision and culture, 2) define success conditions, 3) align on challenges, 4) identify gaps and pitfalls, 5) invent actions to address them, and 6) establish accountability reporting. This is intended to de-risk projects and drive performance beyond benchmarks through strong leadership, integration, and ownership of goals.
Strategic Planning for Successful International ExpansionWalter Adamson
1. The document discusses lessons learned from failed international expansion attempts by Asian companies, particularly related to unclear strategic intent, underestimating risks, and poor linkage between strategy and actions.
2. It identifies the top six sins as unclear strategic intent, underestimating risk, lack of linkage between strategy and actions, poor balance between tight and loose management, poor project reviews, and poor alignment between strategy and structure.
3. The route to success is to have a clear strategic intent, understand risks, link strategy to actions, balance tight and loose management, review key projects, and align structure and culture with strategy.
This document discusses organizational change and developing a common vision. It begins with a quote about how quickly technology changes. It then discusses organizational lifecycles, causes of decline, and models of change. The next sections cover reframing organizations using different lenses and highlights from a 2014 retreat focused on developing a single vision and conclusion for each college and the whole community college system. Exercises are presented to discuss organizational identity, purpose, values, and developing a shared vision statement. The purpose is to transform the culture and align the organization through a strategic planning process.
Question 11. A term for continuous improvement in an organizat.docxmakdul
Question 1
1. A term for continuous improvement in an organization is?
Total Quality Management.
Kaizen.
Empowerment.
Honne.
5 points
Question 2
1. When a group of workers who meet on a regular basis to discuss ways of improving the quality of work, it is called:
All hands meeting.
Division meeting.
Quality control circle.
Board of Directors.
5 points
Question 3
1. There has been an emergence of new beliefs about quality, quality is everyone's job, not just a special department and training in quality ___________.
Saves money.
Is very costly.
Is unnecessary for any employees.
Is too special for most employees to be trained.
5 points
Question 4
1. The term for doing the right thing according to the societal norm is called?
The Status Quo.
Political correctness.
Social Politics.
Tatemae.
5 points
Question 5
1. The process of evaluating results in relation to plans or objectives and deciding what action, if any to take is __________ and it is combined with __________?
Global strategy and quality.
Control and quality.
Controlling and decision making.
Decision making and quality.
5 points
Question 6
1. Ways to recognize a neutral culture from an affective culture include all but which one of the following items?
Physical contact, gesturing, and/or strong facial expressions are not used.
Emotions are dammed up, although occasional explosions occur.
Do not reveal what they are thinking or feeling.
People express goodwill and respond warmly to all comments and ideas.
5 points
Question 7
1. The process of influencing people to direct their efforts toward the achievement of some particular goal or goals, is called?
Leadership.
Management.
Charismatic.
Socially responsible management.
5 points
Question 8
1. Efficiency in operations results from arranging conditions of work in such a way that human elements interface to a minimum degree is considered what on the Managerial Grid?
High Concern for people and relationships; Low concern for production and task.
Low Concern for people and relationships; High concern for production and task.
High Concern for people and relationships; High concern for production and task.
Low Concern for people and relationships; Low concern for production and task.
5 points
Question 9
1. Transformational leaders that can get their followers to question old paradigms and to accept new views of the world and how things should be done now and for the future are known as?
Idealized influential leaders;
Inspirational motivational leaders;
Intellectually stimulating leaders;
Idealized Influential leaders.
5 points
Question 10
1. Different countries have different managerial beliefs about work different than the U.S. When thinking about Russian managerial beliefs about work with regard to Marxist related beliefs, free enterprise has been embraced by some, but not all because?
A person can learn better on the job in a traditional facto ...
The document discusses the importance of vision and mission statements for businesses. It provides examples of vision statements from companies like Tyson Foods, General Motors, and PepsiCo. It also provides examples of mission statements from companies like Fleetwood Enterprises, Procter & Gamble, Dell, and L'Oreal. The document outlines the key benefits of having a clear mission statement, including better financial results, unanimity of purpose, and establishment of company culture. It emphasizes that developing vision and mission statements requires participation from managers to get commitment. The statements should balance specificity and generality to guide the company while allowing for growth.
The document discusses planning and project management in the context of corporate and organizational development. It defines the relationships between corporate planning, programming, and project management. Corporate planning involves strategic, tactical, and annual planning to achieve organizational goals. Programming breaks long-range plans into intermediate programs, and project management identifies specific projects to implement programs. Projects have defined life cycles from initiation to evaluation. Project management ensures projects meet goals on time and within budget.
Calculus Quiz 2 (Derivatives)Covers Units 9-13. This is a 10 quest.docxclairbycraft
Calculus Quiz 2 (Derivatives)
Covers Units 9-13. This is a 10 question, 10 point quiz consisting of multiple choice and calculated numeric answers.
You should complete the homework over these units before beginning the quiz.
You should complete the by
Thursday, November 12.
YOU MAY ATTEMPT THE QUIZ up to 3 timesIF YOU WISH to improve your score.
.
Calculus IDirections (10 pts. each) Answer each of the followin.docxclairbycraft
Calculus I
Directions: (10 pts. each) Answer each of the following questions below. In order to receive ANY credit for a question, you must SHOW YOUR WORK using proper notation and clear and concise logic. You're graded on both the accuracy of your answers AND your explanations that sufficiently support your answers. Unless otherwise stated, you're to give the EXAXCT VALUES of answers instead of decimal approximations. In order to receive ANY credit for any applied/word problem (i.e. Problems #29 - ), you MUST declare a variable (unless the variable(s) have already been declared in the problem) and set up and solve an appropriate mathematical expression that can be used to answer the question. Proper units must also be included in answers to applied problems. NO CREDIT WILL BE GIVEN FOR EITHER GUESSING OR CHECKING POSSIBLE ANSWERS WITHOUT SOLVING THE PROBLEM. YOU CANNOT USE CALCULUS TO SOLVE THESE PROBLEMS.
Finally, write ONLY FINAL ANSWERS ON THESE PAGES; you must show your work both according to homework guidelines and on YOUR OWN PAPER.
SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.
Multiply or divide as indicated. Write your answer in factored form.
1) x22 - 9x + 14 · xx22 -- 1618x x ++ 4877 1)
2)
x
-
12
x
+
32
Simplify the complex rational expression.
4
x
2
-
4
x
-
32
-
1
x
-
8
2)
1 + 1 x + 4
Find the difference quotient for the function and simplify it.
3) g(x) = 6x2 + 14x - 1 3)
Find the domain and range of the function. Write your answers using interval notation.
4)
g(z)
=
16
-
z
2
4)
Find a formula for the function graphed.
5) 5)
Determine if the function is even, odd, or neither. You must use algebra to justify your answer; otherwise, no full credit will be given. NO CREDIT is given for an answer without a mathematical explanation.
6) f(x) = x -+7 9 6)
State the domain of the composition.
7)
(
g
H
h)(x) with g(x)
=
x
+
5
and h(x)
=
8
x
+
7
7)
Compute
f(x
+
h)
-
f(x)
h
(h
J
0) for the given function
.
8) f(x) = 4x - 8 8)
9)
f(x)
=
5
x
2
+
6
x
9)
10)
f(x)
=
1
9
x
10)
Solve the equation by multiplying both sides by the LCD.
11) 32x - x 3+ 1 = 1 11)
12)
Solve the equation.
x
+
6
+
2
-
x
=
4
12)
13)
(
4
x
-
2
)
/
3
2
+
6
=
15
13)
14)
3
x
+
4
=
x
-
1
14)
Find the real solutions of the equation by factoring.
15) x3 + 8x2 - x - 8 = 0 15)
Solve the equation by making an appropriate substitution.
16) (x2 - 2x)2 - 11(x2 - 2x) + 24 = 0 16)
Solve the logarithmic equation.
17) log2(x + 7) + log2(x - 7) = 2 17)
Solve the exponential equation. Express the solution set in terms of natural logarithms.
18) 4x + 4 = 52x + 5 18)
Solve the inequality and express the solution in interval notation.
19) 7Ax - 1A L 2 19)
Solve the inequality. Write your answer using interval notation.
20) x 18- 5 > x 15+ 1 20)
Write the equation as f(x) = a(x - h)2 + k. Identify the vertex, range, and axis of symmetry of the function.
21) f(x) = x2 + 5x + 2 21)
23) log
F.
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Responsibility for assuring that leaders at all levels in
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Kaizen.
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Honne.
5 points
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1. When a group of workers who meet on a regular basis to discuss ways of improving the quality of work, it is called:
All hands meeting.
Division meeting.
Quality control circle.
Board of Directors.
5 points
Question 3
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Saves money.
Is very costly.
Is unnecessary for any employees.
Is too special for most employees to be trained.
5 points
Question 4
1. The term for doing the right thing according to the societal norm is called?
The Status Quo.
Political correctness.
Social Politics.
Tatemae.
5 points
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1. The process of evaluating results in relation to plans or objectives and deciding what action, if any to take is __________ and it is combined with __________?
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5 points
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1. The process of influencing people to direct their efforts toward the achievement of some particular goal or goals, is called?
Leadership.
Management.
Charismatic.
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5 points
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High Concern for people and relationships; Low concern for production and task.
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Idealized influential leaders;
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SHORT ANSWER. Write the word or phrase that best completes each statement or answers the question.
Multiply or divide as indicated. Write your answer in factored form.
1) x22 - 9x + 14 · xx22 -- 1618x x ++ 4877 1)
2)
x
-
12
x
+
32
Simplify the complex rational expression.
4
x
2
-
4
x
-
32
-
1
x
-
8
2)
1 + 1 x + 4
Find the difference quotient for the function and simplify it.
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Find the domain and range of the function. Write your answers using interval notation.
4)
g(z)
=
16
-
z
2
4)
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5) 5)
Determine if the function is even, odd, or neither. You must use algebra to justify your answer; otherwise, no full credit will be given. NO CREDIT is given for an answer without a mathematical explanation.
6) f(x) = x -+7 9 6)
State the domain of the composition.
7)
(
g
H
h)(x) with g(x)
=
x
+
5
and h(x)
=
8
x
+
7
7)
Compute
f(x
+
h)
-
f(x)
h
(h
J
0) for the given function
.
8) f(x) = 4x - 8 8)
9)
f(x)
=
5
x
2
+
6
x
9)
10)
f(x)
=
1
9
x
10)
Solve the equation by multiplying both sides by the LCD.
11) 32x - x 3+ 1 = 1 11)
12)
Solve the equation.
x
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6
+
2
-
x
=
4
12)
13)
(
4
x
-
2
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/
3
2
+
6
=
15
13)
14)
3
x
+
4
=
x
-
1
14)
Find the real solutions of the equation by factoring.
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Solve the logarithmic equation.
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Solve the inequality and express the solution in interval notation.
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M2 PRESSWIRE-August 14, 2012-Cadence Publishes Comprehensive Book on Mixed-Signal Methodology; The
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Implementation Challenges of Modern Mixed-Signal Designs
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CAHIIM Competencies Assessed:
Subdomain VI.D. Human Resources Management
Create and implement staff orientation and training programs (Blooms 6)
Instructions:
You are an HIM Supervisor at a hospital and you have been asked to create a new staff training on data compliance rules. Assume that the new staff has a wide variety of background, with some new staff knowing nothing about data compliance at all. The training should be basic and introductory.
Create an outline for your training.
Requirements:
Include an introduction and summary within your outline
Length of outline should be 3-4 pages
It should be an annotated outline. This means that it should include citations within the outline and a reference page.
Your training should include the topics of HIPAA and The Joint Commission and other data compliance topics that affect hospital staff
.
C8-1 CASE STUDY 8 CARLSON COMPANIES STORAGE SOLUT.docxclairbycraft
C8-1
CASE STUDY 8
CARLSON COMPANIES STORAGE SOLUTIONS
Carlson Companies (www.carlson.com) is one of the largest privately held
companies in the United States, with more than 171,000 employees in more
than 150 countries. Carlson enterprises include a presence in marketing,
business and leisure travel, and hospitality industries. Its Carlson Hotels
Worldwide division owns and operates approximately 1,075 hotels located in
more than 70 countries. Radisson, Park Plaza, and Country Inn & Suites by
Carlson are some of its hotel brands. The hotel loyalty program is named
Club Carlson. The Carlson Restaurants Worldwide includes T.G.I. Friday’s
and the Pick Up Stix chains. The company registered approximately $38
billion in sales in 2011.
Carlson’s Information Technology (IT) division, Carlson Shared Services,
acts as a service provider to its internal clients and consequently must
support a spectrum of user applications and services. The IT division uses a
centralized data processing model to meet business operational
requirements. The central computing environment has traditionally included
an IBM mainframe and over 50 networked Hewlett-Packard and Sun servers
[KRAN04, CLAR02, HIGG02]. The mainframe supports a wide range of
applications, including Oracle financial database, e-mail, Microsoft Exchange,
Web, PeopleSoft, and a data warehouse application.
C8-2
In 2002, the IT division established six goals for assuring that IT
services continued to meet the needs of a growing company with heavy
reliance on data and applications:
1. Implement an enterprise data warehouse.
2. Build a global network.
3. Move to enterprise-wide architecture.
4. Establish six-sigma quality for Carlson clients.
5. Facilitate outsourcing and exchange.
6. Leverage existing technology and resources.
The key to meeting these goals was to implement a storage area
network (SAN) with a consolidated, centralized database to support
mainframe and server applications. Carlson needed a SAN and data center
approach that provided a reliable, highly scalable facility to accommodate
the increasing demands of its users.
Storage Requirements
Prior to implementing the SAN and data center approach, the central DP
shop included separate disc storage for each server, plus that of the
mainframe. This dispersed data storage scheme had the advantage of
responsiveness; that is, the access time from a server to its data was
minimal. However, the data management cost was high. There had to be
backup procedures for the storage on each server, as well as management
controls to reconcile data distributed throughout the system. The mainframe
included an efficient disaster recovery plan to preserve data in the event of
major system crashes or other incidents and to get data back online with
little or no disruption to the users. No comparable plan existed for the many
servers.
C8-3
As Ca.
Caffeine intake in children in the United States and 10-ytre.docxclairbycraft
Caffeine intake in children in the United States and 10-y
trends: 2001–20101–4
Namanjeet Ahluwalia, Kirsten Herrick, Alanna Moshfegh, and Michael Rybak
ABSTRACT
Background: Because of the increasing concern of the potential
adverse effects of caffeine intake in children, recent estimates of
caffeine consumption in a representative sample of children are
needed.
Objectives: We provide estimates of caffeine intake in children in
absolute amounts (mg) and in relation to body weight (mg/kg) to
examine the association of caffeine consumption with sociodemo-
graphic factors and describe trends in caffeine intake in children in
the United States.
Design: We analyzed caffeine intake in 3280 children aged 2–19 y
who participated in a 24-h dietary recall as part of the NHANES,
which is a nationally representative survey of the US population
with a cross-sectional design, in 2009–2010. Trends over time be-
tween 2001 and 2010 were examined in 2–19-y-old children (n =
18,530). Analyses were conducted for all children and repeated for
caffeine consumers.
Results: In 2009–2010, 71% of US children consumed caffeine on
a given day. Median caffeine intakes for 2–5-, 6–11-, and 12–19-y
olds were 1.3, 4.5, and 13.6 mg, respectively, and 4.7, 9.1, and 40.6
mg, respectively, in caffeine consumers. Non-Hispanic black chil-
dren had lower caffeine intake than that of non-Hispanic white
counterparts. Caffeine intake correlated positively with age; this
association was independent of body weight. On a given day,
10% of 12–19-y-olds exceeded the suggested maximum caffeine
intake of 2.5 mg/kg by Health Canada. A significant linear trend
of decline in caffeine intake (in mg or mg/kg) was noted overall for
children aged 2–19 y during 2001–2010. Specifically, caffeine in-
take declined by 3.0 and 4.6 mg in 2–5- and 6–11-y-old caffeine
consumers, respectively; no change was noted in 12–19-y-olds.
Conclusion: A majority of US children including preschoolers con-
sumed caffeine. Caffeine intake was highest in 12–19-y-olds and
remained stable over the 10-y study period in this age group. Am J
Clin Nutr 2014;100:1124–32.
INTRODUCTION
Caffeine is a commonly consumed stimulant present naturally
in or added to foods and beverages. Caffeine consumption in
children has received considerable interest because of the con-
cern of adverse health effects. Caffeine intake of 100–400 mg has
been associated with nervousness, jitteriness, and fidgetiness
(1, 2). Because of the continued brain development involving
myelination and pruning processes, children may be particularly
sensitive to caffeine (3, 4). There has been some evidence that
has linked caffeine intake in children to sleep dysfunction, el-
evated blood pressure, impairments in mineral absorption and
bone health, and increased alcohol use or dependence (1, 5–7).
In addition, the routine use of caffeinated sugar-sweetened
beverages may contribute to weight gain and dental cavities (8).
Caffeine toxicity in children has also.
Cabbage patch hip dance move, The running man hip hop dance move, th.docxclairbycraft
Cabbage patch hip dance move, The running man hip hop dance move, the humpty dance hip hop move and the butterfly hip hop dance move. Describe each using the attachment in the assignment which provides certain words and descriptions. each style of dance ( cabbage patch, running man, the humpty dance, butterfly) has to have description or analysis using B.A.S.T.E See the attachment
use the attachment to describe each hip hop dance move
.
CA4Leading TeamsAre we a teamHi, my name is Jenny .docxclairbycraft
CA4:
Leading Teams
Are we a team?
Hi, my name is Jenny McConnell. I am the newly appointed CIO of a medium-sized technology company. Our company recruits top graduates from schools of business and engineering. Talent, intellect, creativity – it’s all there. If you lined up this crowd for a group photo, credentials in hand, the “wow” factor would be there.
Our company is spread over a dozen states, mostly in the Northwest. The talent pool is amazing across the board, both in IT and in the rest of the company. But when the CEO hired me, he said that we are performing nowhere near our potential. On the surface, the company is doing fine. But we should be a
Fortune 500
organization. With this much talent, we should be growing at a much faster rate. The CEO also said that I was inheriting “a super team with disappointing performance.” His task for me was to pull the IT stars into a cohesive team that would meet company needs for new IT systems and services much faster and more effectively.
Without making our superstars feel that they were being critiqued and second-guessed, or indicating “there’s a real problem here,” I wanted to gather as much information and feedback as possible from the 14 team members (regional CIOs and department heads) who report to me. I held one-on-one meetings in order to give a voice to each person, allowing each individual to provide an honest assessment of the team as well as areas for improvement and a vision for the future of team efforts.
I was surprised by the consistency of remarks and opinions. For example, a picture emerged of the previous CIO, who was obviously awed by the talent level of the team members. Comments such as “Bob pretty much let us do what we wanted” and “Bob would start the meeting and then just fade into the background, as if he found us intimidating” were typical. The more disturbing comment, “Bob always agree with
me
,” was expressed by most of the team members at some point in our conversation. It was as if the regional heads believed that the CIO wanted them to succeed by doing as they thought best for themselves.
I queried members about the level of cooperation during meetings and uncovered areas of concern, including the complaint that others at the table were constantly checking their iPads and smartphones during meetings. One department head told me, “You could turn off the sound while watching one of our meetings, and just by the body language and level of attention, tell who is aligned with whom and who wishes the speaker would just shup up. It would be comical if it weren’t so distressing.”
Such remarks were indicative of a lack of trust and respect and a breakdown of genuine communication. One team member told me, “I recently encountered a problem that a department head from another region had successfully solved, but the information was never shared, so here I am reinventing the wheel and wasting valuable time.” It was apparent that these so-called high performers were .
C7-1 CASE STUDY 7 DATA CENTER CONSOLIDATION AT GUARDI.docxclairbycraft
Guardian Life, a large life insurance company, has undertaken two major data center consolidation initiatives. The first in the early 2000s consolidated 4 data centers into 2 locations and reduced servers by 40% while cutting staff by 60%. A second initiative in 2010 consolidated the remaining 6 data centers into a primary owned center and leased modular pod, while moving applications to cloud services. This reduced costs while improving business continuity and efficiency.
C9-1 CASE STUDY 9 ST. LUKES HEALTH CARE SYSTEM Hospitals have been .docxclairbycraft
C9-1 CASE STUDY 9 ST. LUKE'S HEALTH CARE SYSTEM Hospitals have been some of the earliest adopters of wireless local area networks (WLANs). The clinician user population is typically mobile and spread out across a number of buildings, with a need to enter and access data in real time. St. Luke's Episcopal Health System in Houston, Texas (www.stlukestexas.com) is a good example of a hospital that has made effective use wireless technologies to streamline clinical work processes. Their wireless network is distributed throughout several hospital buildings and is used in many different applications. The majority of the St. Luke’s staff uses wireless devices to access data in real-time, 24 hours a day. Examples include the following: • Diagnosing patients and charting their progress: Doctors and nurses use wireless laptops and tablet PCs to track and chart patient care data. • Prescriptions: Medications are dispensed from a cart that is wheeled from room to room. Clinician uses a wireless scanner to scan the patient's ID bracelet. If a prescription order has been changed or cancelled, the clinician will know immediately because the mobile device displays current patient data. C9-2 • Critical care units: These areas use the WLAN because running hard wires would mean moving ceiling panels. The dust and microbes that such work stirs up would pose a threat to patients. • Case management: The case managers in the Utilization Management Department use the WLAN to document patient reviews, insurance calls/authorization information, and denial information. The wireless session enables real time access to information that ensures the correct level of care for a patient and/or timely discharge. • Blood management: Blood management is a complex process that involves monitoring both patients and blood products during all stages of a treatment process. To ensure that blood products and patients are matched correctly, St. Luke’s uses a wireless bar code scanning process that involves scanning both patient and blood product bar codes during the infusion process. This enables clinicians to confirm patient and blood product identification before proceeding with treatment. • Nutrition and diet: Dietary service representatives collect patient menus at each nursing unit and enter them as they go. This allows more menus to be submitted before the cutoff time, giving more patients more choice. The dietitian can also see current patient information, such as supplement or tube feeding data, and view what the patient actually received for a certain meal. • Mobile x-ray and neurologic units: St. Luke’s has implemented the wireless network infrastructure necessary to enable doctors and clinicians to use mobile x-ray and neurologic scanning units. This makes it possible to take x-rays or to perform neurological studies in patient rooms. This minimizes the need to schedule patients for neurology or radiology lab visits. The mobile units also enable equipment to be brought to t.
C9-1 CASE STUDY 9 ST. LUKES HEALTH CARE SYSTEM .docxclairbycraft
C9-1
CASE STUDY 9
ST. LUKE'S HEALTH CARE SYSTEM
Hospitals have been some of the earliest adopters of wireless local area
networks (WLANs). The clinician user population is typically mobile and
spread out across a number of buildings, with a need to enter and access
data in real time. St. Luke's Episcopal Health System in Houston, Texas
(www.stlukestexas.com) is a good example of a hospital that has made
effective use wireless technologies to streamline clinical work processes.
Their wireless network is distributed throughout several hospital buildings
and is used in many different applications. The majority of the St. Luke’s
staff uses wireless devices to access data in real-time, 24 hours a day.
Examples include the following:
• Diagnosing patients and charting their progress: Doctors and
nurses use wireless laptops and tablet PCs to track and chart patient
care data.
• Prescriptions: Medications are dispensed from a cart that is wheeled
from room to room. Clinician uses a wireless scanner to scan the
patient's ID bracelet. If a prescription order has been changed or
cancelled, the clinician will know immediately because the mobile device
displays current patient data.
http://www.stlukestexas.com/
C9-2
• Critical care units: These areas use the WLAN because running hard
wires would mean moving ceiling panels. The dust and microbes that
such work stirs up would pose a threat to patients.
• Case management: The case managers in the Utilization Management
Department use the WLAN to document patient reviews, insurance
calls/authorization information, and denial information. The wireless
session enables real time access to information that ensures the correct
level of care for a patient and/or timely discharge.
• Blood management: Blood management is a complex process that
involves monitoring both patients and blood products during all stages of
a treatment process. To ensure that blood products and patients are
matched correctly, St. Luke’s uses a wireless bar code scanning process
that involves scanning both patient and blood product bar codes during
the infusion process. This enables clinicians to confirm patient and blood
product identification before proceeding with treatment.
• Nutrition and diet: Dietary service representatives collect patient
menus at each nursing unit and enter them as they go. This allows more
menus to be submitted before the cutoff time, giving more patients
more choice. The dietitian can also see current patient information, such
as supplement or tube feeding data, and view what the patient actually
received for a certain meal.
• Mobile x-ray and neurologic units: St. Luke’s has implemented the
wireless network infrastructure necessary to enable doctors and
clinicians to use mobile x-ray and neurologic scanning units. This makes
it possible to take x-rays or to perform neurological studies in patient
rooms. This min.
C361 TASK 2 2
C361 TASK 2 2
C361 Task 2
WGU
Evidence-Based Practice and Applied Nursing Research
C361
Eve Butler
July 28, 2019
Running head: C361 TASK 2 2
C361 Task 2
A.1 Healthcare problem
Worldwide estimates have shown that greater than 1.4 million patients have acquired nosocomial infections. Adherence to hand hygiene policies are shown to be the most effective way to help prevent these healthcare-associated infections; sadly research shows that healthcare workers have suboptimal compliance with their facilities hand hygiene policies due to lack of education and compliance monitoring. Patients in our healthcare settings are under the assumption that we are doing our best to promote their healing when in fact 7% of them will be subjected to a nosocomial infection with that rate climbing to 10% in developing countries (Finco et al., 2018).
A.2 Significance of the problem
The cost of care that is associated with nosocomial infections is estimated to be over ten billion dollars putting a burden on both patients and health organizations alike. It is estimated that 38% of all infections are caused by cross-contamination due to noncompliance with hand hygiene policies. These infections lead to approximately 99,000 deaths a year in the United States alone (Sickbert-Bennett et al., 2016).
A.3 Current healthcare practices related to the problem
Most healthcare facilities have an educational program that simply teaches how to achieve proper hand hygiene and use the WHO five moments of hand hygiene as their standard. However, this does not educate the healthcare workers on why it is important, nor does it address the far-reaching consequences for noncompliance. Along with the lack of foundational education, most facilities do not monitor for compliance.
A.4 How the problem affects the organization and patients’ cultural background
Inadequate hand hygiene leading to nosocomial infections can affect the organization's cultural background by leading to dissatisfaction in the workplace as staff becomes frustrated by their feelings of inadequacy and helplessness in dealing with patients getting sicker instead of better. The staff may also be feeling stress in the burden of caring for sicker patients. The patient's cultural background may be affected as they may be feeling despair or depression at their inability to get better, and some may feel it is punishment according to their cultural or religious beliefs.
B. Two research evidence sources and two non-research evidence sources considered
In searching for my research evidence sources, I start with the Western Governors University Library online. Once in the library, a boolean phrase was used, which allowed me to search for research articles that contain more than one topic in the same paper. Phrases I used in this search were “nosocomial infections,” “hand hygiene compliance,” and “ hand hygiene education.” With these phrases, thousands of articles were available to peruse.
One of the res.
C6-1 CASE STUDY 6 CHEVRON’S INFRASTRUCTURE EVOLUT.docxclairbycraft
C6-1
CASE STUDY 6
CHEVRON’S INFRASTRUCTURE
EVOLUTION
Chevron Corporation (www.chevron.com) is one of the world’s leading
energy companies. Chevron’s headquarters are in San Ramon, California.
The company has more than 62,000 employees and produces more than
700,000 barrels of oil per day. It has 19,500 retail sites in 84 countries. In
2012, Chevron was number three on the Fortune 500 list and had more than
$244 billion in revenue in 2011 [STAT12].
IT infrastructure is very important to Chevron and to better support all
facets of its global operations, the company is always focused on improving
its infrastructure [GALL12]. Chevron faces new challenges from increased
global demand for its traditional hydrocarbon products and the need to
develop IT support for new value chains for liquid natural gas (LNG) and the
extraction of gas and oil from shale. Huge investments are being made
around the world, particularly in Australia and Angola on massive projects of
unprecedented scale. Modeling and analytics are more important than ever
to help Chevron exploit deep water drilling and hydrocarbon extraction in
areas with challenging geographies. For example, advanced seismic imaging
tools are used by Chevron to reveal possible oil or natural gas reservoirs
beneath the earth’s surface. Chevron’s proprietary seismic imaging
http://www.chevron.com/
C6-2
technology contributed to it achieving a 69% discovery rate in
2011[CHEV12].
Supervisory Control and Data Acquisition (SCADA)
Systems
Chevron refineries are continually collecting data from sensors spread
throughout the facilities to maintain safe operations and to alert operators to
potential safety issues before they ever become safety issues. Data from the
sensors is also used to optimize the way the refineries work and to identify
opportunities of greater efficiency. IT controls 60,000 valves at Chevron’s
Pascagoula, Mississippi refinery; the efficiency and safety of its end-to-end
operations are dependent on advanced sensors, supervisory control and data
acquisition (SCADA) systems, and other digital industrial control systems
[GALL12].
SCADA systems are typically centralized systems that monitor and
control entire sites and/or complexes of systems that are spread out over
large areas such as an entire manufacturing, fabrication, power generation,
or refining facility. The key components of SCADA systems include:
Programmable logic units (PLCs) that and remote terminal units (RTUs)
connected to sensors that convert sensor signals to digital data and
send it to the supervisory system
A supervisory computer system that acquires data about the process
and sends control commands to the process
A human-machine interface (HMI) that presents process to the human
operators that monitor and control the process.
Process meters and process analysis instruments
Communication infrastructure connecting.
C125C126 FORMAL LAB REPORTFORMAL LAB REPORT, GeneralA f.docxclairbycraft
C125/C126 FORMAL LAB REPORT
FORMAL LAB REPORT, General
A formal lab report is required in conjunction with some of the experiments in each chemistry course. It is your chance to demonstrate to your professor or TA how well you understand the experiment and the chemical principles involved. A formal report is different than a term paper. It should be written in a scientific style, which is not the same style used for English or philosophy papers.
The keys to effective technical writing are organization, brevity, clarity, and an appreciation of the needs of the reader. You must write clearly and be thorough, but concise. Do not ramble. The best way to avoid rambling is to first prepare an outline of the report and stick to it. Always use complete sentences. Bulleted lists are okay in a lab notebook but are unacceptable in a formal report. Formal reports must be typed. Use 1.5 line spacing, 1-inch margins, 12 pt font and 8.5x11 inch paper. Only use third person, past tense. Also, proofread well.
The general structure of a formal lab report follows that of a scientific paper. It is:
Title and Author (s)
Introduction
Experimental Information
Data and Calculation
Results and Discussion
Conclusion
References
Results and discussion sections are combined into one single section. Different instructors may have specific formats that they want you to follow. You should always defer to the instructions given to you by your course. Presented here are general guidelines for writing formal lab reports and scientific papers.
Before writing your first report, visit the library and examine several journal articles. Pay close attention to the style of the prose and the contents of each particular section. Several common journals to investigate are:
The Journal of the American Chemical Society
The Journal of Physical Chemistry
Analytical Chemistry
Biochemistry
Initialed and dated laboratory notebook pages of the experiment must be submitted. While report sheets may be a joint effort, formal reports must be individually written. A schedule of reports and dates on which they are due is given in the course laboratory schedule. We highly recommend that reports be completed prior to the day of submission to allow time to proofread, and thus avoiding loss of points due to last minute problems. Lost data or the inability to print reports is not acceptable excuses for incomplete or missing reports. You will be informed when notebook pages will be collected before the report is due.
FORMAL LAB REPORT - Title and Author(s)
State the title of the experiment, your name, the date and your laboratory section number, if applicable. Also state the name of your lab partner(s). This information should be at the top of the first page.
FORMAL LAB REPORT – Introduction
The Introduction states the purpose of the study and introduces the reader with new ideas and topics. It also provides any background necessary to acquaint the read.
C10-1 CASE STUDY 10 CHOICE HOTELS INTERNATIONAL .docxclairbycraft
C10-1
CASE STUDY 10
CHOICE HOTELS INTERNATIONAL
Within the hospitality industry, there has traditionally been a division
between networks that serve guest functions and those that serve
operations and administration, both with respect to data transmission and
voice transmission. In recent years, most hotel and motel chains have
moved in the direction of consolidating multiple functions on networks that
used to be dedicated to one use. Tighter integration of voice and data and of
guest and operations/administration networking is a fast-growing trend.
Choice Hotels International (www.choice.com) is a good example of this
trend.
Choice Hotels International (NYSE: CHH) is one of the largest and most
successful lodging companies in the world. It franchises more than 6,100
hotels, representing more than 490,000 rooms, in the United States and
more than 30 countries and territories. The company's best known brands
include Comfort Inn, Comfort Suites, Quality, Sleep Inn, Clarion, Cambria
Suites, MainStay Suites, Suburban Extended Stay Hotel, Econo Lodge and
Rodeway Inn.
In-House Networking Functions
Choice supports two distinct networking functions. A central Web site
enables customers to reserve rooms at any Choice franchise
http://www.choice.com/
C10-2
accommodation. The central reservation system, known as Profit Manager,
automatically finds the most appropriate hotel based on location, price
range, or standard. Individual hotels also take bookings, so there needs to
be a way for hotels and the central system to remain synchronized.
Choice networks also support its franchisees. Choice is in fact a
relatively small company in terms of personnel (about 2000 employees) and
does not own or operate any hotels. All of the establishments under its brand
names are independently owned and pay Choice licensing fees and a royalty
on all sales. In return, they receive a variety of services, including
marketing, quality control, and inventory management. Many of these
services are offered via network, such as allowing managers to order
supplies online and check booking status. This support network is similar to a
corporate intranet but has a higher reliability requirement. The 6100 hotel
managers are, in effect, Choice's customers, not employees. Thus, the
standards for reliability and performance of the network are high.
In the late 1990s, Choice began to focus on providing a state-of-the-art
global reservation system. At this point, the synchronization of local and
online reservations was done manually. Each hotel provided Choice with a
fixed block of inventory to sell over the central reservation system, with an
average of 30% of capacity. Once that 30% was sold, Profit Manager listed
the hotel as fully booked, even though there might be plenty of rooms
available from the other 70%. The reverse problem also occurred: If the
local reservation system had so.
C11-1 CASE STUDY 11 CLOUD COMPUTING (IN)SECURITY .docxclairbycraft
This document discusses security issues and concerns regarding cloud computing. It outlines how cloud computing allows businesses to access applications and infrastructure over the internet as utility services. However, migrating systems to the cloud raises security risks around unauthorized access, data loss, and availability. The document recommends that businesses research cloud providers' security mechanisms like encryption, authentication, and virtualization to protect data before moving critical systems to the cloud. National Institute of Standards and Technology (NIST) guidelines also provide best practices for selecting cloud providers that can adequately address security risks.
C1-1 CASE STUDY 1 UNIFIED COMMUNICATIONS AT BOEING .docxclairbycraft
C1-1
CASE STUDY 1
UNIFIED COMMUNICATIONS AT BOEING
The Boeing Company (http://www.boeing.com/), headquartered in Chicago,
Illinois, is the world’s largest manufacturer of military aircraft and
commercial jetliners. Boeing has more than 159,000 employees working in
70 different countries who require effective communication to develop and
build some of the world’s most complex products using components from
more than 22,000 global suppliers.
The company’s workforce is one of the most highly educated in the
world. Most employees hold a college degree and many hold advanced
degrees. Collectively Boeing employees have very broad and deep
knowledge that can be harnessed to solve problems and design next
generation products.
Like many major corporations, Boeing has experienced an uptick in the
number of employees who work remotely or travel the majority of each work
week. Boeing’s engineers number in the thousands and are purposely
scattered worldwide to support the company’s global operations.
Boeing organizes its employees into work and project teams. Given the
company’s size and geographic footprint, many of Boeing work’s teams
include globally dispersed members. Engineers on the same team may be
separated by multiple time zones and thousands of miles. Time zone
differences and distance frequently present teams with communication
challenges when they are faced with time sensitive issues that must be
resolved quickly.
http://www.boeing.com/
C1-2
Additional communication issues are associated with the sheer breadth
and depth of Boeing’s knowledge base. When faced with questions about a
particular part included in one of Boeing’s new airliners, an engineer can be
challenged to identify the right person in the company to contact for
answers.
Collaboration Technologies
Boeing knows that continual innovation is important to its long term success.
It also recognizes that effective communication among its employees,
customers, and suppliers is an important enabler of continual innovation.
Boeing has traditionally relied on a variety of systems to facilitate
collaboration among its employees and business partners. As illustrated in
Figure C1-1a, Web conferencing, audio conferencing, desktop sharing, and
mobile voice and data services have been used by Boeing employees to
facilitate communication among geographically dispersed team members.
Historically, these capabilities have been provided by different third-party
providers who were selected on the basis of their ability to provide high-
quality communication services at competitive rates.
By the mid-2000s, Boeing had begun its migration toward unified
messaging and unified communications. At that time, instant messaging (IM)
was one of the more popular messaging services used Boeing employees. At
Boeing, IM has traditionally been supplemented by Web and audio
conferencing services as well as by de.
C09 07222011 101525 Page 88IT leader who had just been.docxclairbycraft
C09 07/22/2011 10:15:25 Page 88
IT leader who had just been hired and would be focused on developing a long-term IT
strategy for the company.
This chapter shows how to develop a strategy for your IT organization and avoid
getting overwhelmed with day-to-day issues. Many CIOs get caught up in tactical
issues and never take the time to establish a future strategy for the organization. The
process is not new or difficult, but many CIOs fail to devote the time to this area and
end up like Fred.
OVERVIEW
Developing an IT strategy is critical for IT leaders. Unless your organization has
developed an understanding of your future goals and objectives, you will not be
successful in leading it forward. In the same manner that you must first decide where
you want to live and build your dream house before engaging the architect and building
contractors, you need to develop a future strategy in order to successfully build your
IT organization.
This chapter is written for someone who has never developed an IT strategy in the
past or needs to revise an existing strategy to align with the company’s future direction.
We first review the methodology you can use to develop your strategy and then go
through the actual steps necessary to complete the strategy. It is important to note that
this is a collaborative process between the IT organization and its business partners. You
must actively engage them during the process and solicit their input during the
development of the strategy. The IT strategy should be considered a component of
an effective business strategy. Finally, we recommend that your strategy is a living
document that is updated on a regular basis to support the evolving nature of your
business. If you decide to enter a new market, offer new products or services, or change
your business model, the IT strategy must be revised to support the business.
IT STRATEGY METHODOLOGY
The methodology for creating your IT strategy consists of three steps, and development
of your improvement road map encompasses three critical elements, as shown in
Figure 9.1.
The first step is to understand the current state of the IT organization. Key questions
for determining current state include:
& Has the organization been successful in meeting the needs of the business?
& Are the relations between the IT organization and its business partners collaborative?
& Does the business feel that investments in the IT organization are providing the
desired benefits?
It is important to take an objective view of how the organization is operating today
and not assume that things are going great.
88 & Process
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C053GXML 10192012 214425 Page 131cC H A P T E R.docxclairbycraft
C053GXML 10/19/2012 21:44:25 Page 131
c
C H A P T E R
5
Privacy and Cyberspace
Of all the ethical issues associated with the use of cybertechnology, perhaps none has
received more media attention than concern about the loss of personal privacy. In this
chapter, we examine issues involving privacy and cybertechnology by asking the
following questions:
� How are privacy concerns generated by the use of cybertechnology different from
privacy issues raised by earlier technologies?
� What, exactly, is personal privacy, and why is it valued?
� How do computerized techniques used to gather and collect information, such as
Internet “cookies” and radio frequency identification (RFID) technology, raise
concerns for personal privacy?
� How do the transfer and exchange of personal information across and between
databases, carried out in computerized merging and matching operations,
threaten personal privacy?
� How do tools used to “mine” personal data exacerbate existing privacy concerns
involving cybertechnology?
� Can personal information we disclose to friends in social networking services
(SNS), such as Facebook and Twitter, be used in ways that threaten our privacy?
� How do the use of Internet search engines and the availability of online public
records contribute to the problem of protecting “privacy in public”?
� Do privacy-enhancing tools provide Internet users with adequate protection for
their online personal information?
� Are current privacy laws and data protection schemes adequate?
Concerns about privacy can affect many aspects of an individual’s life—from
commerce to healthcare to work to recreation. For example, we speak of consumer
privacy, medical and healthcare privacy, employee and workplace privacy, and so forth.
Unfortunately, we cannot examine all of these categories of privacy in a single chapter. So
we will have to postpone our analysis of certain kinds of privacy issues until later chapters
in the book. For example, we will examine some ways that medical/genetic privacy issues
are aggravated by cybertechnology in our discussion of bioinformatics in Chapter 12, and
131
C053GXML 10/19/2012 21:44:25 Page 132
we will examine some particular employee/workplace privacy issues affected by the use
of cybertechnology in our discussion of workplace surveillance and employee mon-
itoring in Chapter 10. Some cyber-related privacy concerns that conflict with cyberse-
curity issues and national security interests will be examined in Chapter 6, where
privacy-related concerns affecting “cloud computing” are also considered. In our
discussion of emerging and converging technologies in Chapter 12, we examine
some issues that affect a relatively new category of privacy called “location privacy,”
which arise because of the use of embedded chips, RFID technology, and global
positioning systems (GPS).
Although some cyber-related privacy concerns are specific to one or more spheres or
sectors—i.e., employment, healthcare, and so f.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
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C H A P T E R 2Project Selection and PrioritizationHow d.docx
1. C H A P T E R 2
Project Selection and Prioritization
How does a truly global company with fewer than 200
associates achieve
noteworthy results and market leadership? Certainly strong and
talented
people are a key part of the answer. A good set of leadership
and
management tools and processes, and the discipline to use them,
is
another key. A small, privately held company in Louisville,
Kentucky has
been fortunate to use both talent and process to achieve success
by any
measure. That company is D. D. Williamson.
D. D. Williamson was founded in 1865 and today is a global
leader in
non-artificial colors. Operating nine facilities in six countries
and supplying
many of the best-known food and beverage companies around
the world,
D. D. Williamson has more complexity to manage than most
companies,
regardless of their size.
C H A P T E R
O B J E C T I V E S
After completing this
chapter, you should
2. be able to:
• Describe the strategic
planning and portfolio
alignment processes.
• Itemize strengths and
weaknesses of using
financial and scoring
models to select
projects.
• Describe how to select
and prioritize projects as
anoutgrowthofstrategic
planning.
• Given organizational
priorities and several
projects, demonstrate
how to select and
prioritize projects using a
scoring model.
• From a contractor’s
viewpoint, describe how
to secure projects.
Ro
be
rt
Ll
ew
el
ly
3. n/
Im
ag
e
St
at
e/
A
la
m
y
26
Late in 2004, the company was embarking on a new vision to
double
growth and profitability in five years and identified the need to
improve
project management as a key strategy to achieve the vision. Our
weakness was twofold—we had too many projects that were
championed as important, and the projects that were active were
sometimes late, over budget, and not achieving the predicted
results. We
began with prioritization, creating a prioritization matrix to
select 16 “critical
projects” that would have senior leadership sponsors and be
assigned
trained and capable project managers to improve our execution.
The prioritization matrix was a great initial step to narrow our
focus and
improve our results—overall project completion improved.
However, 16
projects meant that the scope and impact of projects still had
4. wide
variation. Smaller, more simple projects were likely to be
executed
brilliantly and improve our total percentage of “on time and on
target”
projects, but if the project that was late or over budget was very
high
impact, we were still leaving opportunities for growth and
profitability “on
the table.”
In 2009, we made more changes to our prioritization process,
selecting
no more than five “Vision Impact Projects” (VIPs) that would
get high-level
focus and attention—monitoring and asking for corrective
measures in
weekly senior management meetings, tracking online in our
project
management system for our Continuous Improvement Manager,
and
funneling time and resources to help when projects get off
course.
The results are dramatic—large and complicated projects are
getting
the attention and resources and are hitting our strategic target of
“on
time, on budget and on target” regularly. Our successes have
positioned
D. D. Williamson to continue to do what we do best—serve
customers
effectively, grow our business, and return strong financial
results to
ensure a solid future for the business.
5. Elaine Gravatte, Chief People Officer and North American
President, D. D. Williamson
Selecting
& Initiating
Charter Kick-off Project
result
Planning Executing
Closing &
Realizing
P M B O K ®
G U I D E T O P I C S
• Portfolio management
• Program management
• Projects and strategic
planning
• Source selection criteria
• Project statement
of work
• Business case
27
2.1 Strategic Planning Process
6. One of the tasks of a company’s senior leadership is to set the
firm’s strategic direction.
Some of this direction setting occurs when an organization is
young or is being re-
vamped, but some needs to occur repeatedly. Exhibit 2.1 depicts
the steps in strategic
planning and how portfolio management should be an integral
part.
Strategic Analysis
The first part of setting strategic direction is to analyze both the
external and internal
environments and determine how they will enhance or limit the
organization’s ability
to perform. This strategic analysis is often called strengths,
weaknesses, opportunities,
and threats (SWOT). The internal analysis (elements within the
project team’s control)
consists of asking what strengths and weaknesses the
organization possesses in itself. The
external analysis (elements over which the project team has
little or no control) consists
of asking what opportunities and threats are posed by
competitors, suppliers, customers,
regulatory agencies, technologies, and so on. The leaders of an
organization often need to
be humble and open to ideas that are unpleasant when
conducting this analysis. Per-
formed correctly, a strategic analysis can be very illuminating
and can suggest direction
for an organization. An example of SWOT analysis for the Built
Green Home at Sunca-
dia is shown in Exhibit 2.2. (The Built Green Home at Suncadia,
Washington, was devel-
oped using advanced sustainability concepts and a large degree
of stakeholder
7. involvement. A more detailed description of this house appears
in Chapter 5.)
Guiding Principles
Once the SWOT analysis is complete, the organization’s
leadership should establish
guiding principles such as the vision and mission. Some
organizations break this step
into more parts by adding separate statements concerning
purpose and/or values. Often,
EXHIBIT 2.1
STRATEGIC PLANNING AND PORTFOLIO ALIGNMENT
Flow-Down Objectives
Strategic Objectives
Strategic Analysis
Guiding Principles:
Vision & Mission
Portfolio Alignment
28 Part 1 Organizing Projects
these sections are included in the mission. For simplicity’s
sake, they will be treated as
part of the mission in this book. It is more important to
understand the intent of each
portion and achieve it rather than worry about the exact format
8. or names of individual
portions.
VISION The vision should present a “vivid description of a
preferred future.”1 It should
be both inspiring and guiding, describing the organization as it
can be in the future, but
stated in the present tense. A clear and compelling vision will
help all members and all
stakeholders of an organization understand and desire to
achieve it. Visions often require
extra effort to achieve but are considered to be worth the effort.
Visions are often multi-
year goals that, once achieved, suggest the need for a new
vision.
One of the visions most often cited, because it was so clear and
compelling, was Presi-
dent John F. Kennedy’s goal of placing a man on the moon
before the end of the 1960s.
Kennedy set this goal after Russia launched Sputnik and the
United States found itself
behind in the space race. His vision was very effective in
mobilizing people to achieve it.
A more recent example was in 2009 when hundreds of
community leaders in Cleve-
land, Ohio, decided to use a systems approach to guide many
interrelated social and eco-
nomic efforts in their region. The vision they stated is to
become the “green city on the
blue lake.”2 They use this vision to guide regional leaders as
they choose where to invest
their time and resources in bettering the region and life for its
residents.
9. Increasingly companies are incorporating the triple bottom line
into their vision state-
ments. This approach emphasizes the social, environmental, and
economic health of all
of the company’s stakeholders rather than a narrow emphasis
only on the economic re-
turn for shareholders. This stated desire to be a good corporate
citizen with a long-term
view of the world can motivate efforts that achieve both
economic return for share-
holders and other positive benefits for many other stakeholders.
EXHIBIT 2.2
SWOT ANALYSIS FOR THE BUILT GREEN HOME AT
SUNCADIA
STRENGTHS WEAKNESSES
Green building has a buzz
Seattle has a strong green building community
support
Strong community support
Growth in green building projects that
demonstrate value
Need to provide numbers on green building value
Committed developer and builder
Green building has not reached mainstream
Limited project resources community
10. Distance away from Seattle
Green building is perceived to be costly
High cost of green projects
OPPORTUNITIES THREATS
Uniqueness of product
Location
Community surrounding house
Lack of data on green building (wealth) value
Existing thinking on green building and its
niche focus
Building schedule
Community (location)
Rumors
Source: Brenda Nunes, developer, BuiltGreen Home at
Suncadia.
Chapter 2 Project Selection and Prioritization 29
MISSION STATEMENT The vision should lead into the mission
statement, which is a
way to achieve the vision. The mission statement includes the
11. “organization’s core purpose,
core values,”3 beliefs, culture, primary business, and primary
customers. Several of these
sections may flow together in the mission statement and,
sometimes, an overall statement
is formed with expanded definitions of portions for illustration.
The rationale for including
each section (either as one unified statement or as separate
statements) is as follows:
• By including the organization’s purpose, the mission statement
communicates why
the organization exists.
• By including the organization’s core values, a mission
statement communicates how
decisions will be made and the way people will be treated. True
organizational va-
lues describe deeply held views concerning how everyone
should act—especially
when adhering to those values is difficult.
• By including beliefs, a mission statement communicates the
ideals for which its lea-
ders and members are expected to stand. Beliefs are deeply held
and slow to change,
so it is quite useful to recognize them as they can either help or
hinder an organi-
zation’s attempt to achieve its vision.
• By including the organization’s culture, the mission statement
instructs members to
act in the desired manner.
• By including the primary business areas, everyone will know
in what business the
12. organization wishes to engage.
• By identifying the primary customers, everyone will
understand which groups of
people need to be satisfied and who is counting on the
organization. The mission
needs to be specific enough in describing the business areas and
customers to set
direction, but not so specific that the organization lacks
imagination. An example of
a vision and mission statement from Cincinnati Children’s
Hospital Medical Center
is shown in Exhibit 2.3.
EXHIBIT 2.3
CINCINNATI CHILDREN’S HOSPITAL MEDICAL CENTER
VISION AND MISSION
Vision
Cincinnati Children’s Hospital Medical Center will be the
leader
in improving child health.
Mission Statement
Cincinnati Children’s will improve child health and transform
delivery of care
through fully integrated, globally recognized research,
education and
innovation. For patients from our community, the nation and the
world,
the care we provide will achieve the best:
• Medical and quality of life outcomes
• Patient and family experiences and
13. • Value
today and in the future.
Source: Cincinnati Children’s Hospital Medical Center,
http://www.cincinnatichildrens.org/about/corporate/mission.
htm, accessed June 28, 2007.
30 Part 1 Organizing Projects
Strategic Objectives
With the strategic analysis, mission, and vision in place, leaders
turn to setting strategic
objectives, which should be means of achieving the mission and
vision. For most organi-
zations, this strategic alignment of objective setting occurs
annually, but some organiza-
tions may review objectives and make minor revisions at three-
or six-month intervals.
While the planning is normally performed annually, many of the
strategic objectives
identified will take well over one year to achieve. The
objectives describe both short- and
long-term results that are desired along with measures to
determine achievement.
Organizations that embrace a triple bottom line in their guiding
values will have objec-
tives promoting each bottom line, and projects that are selected
will contribute toward
each. These objectives should provide focus on decisions
regarding which projects to
select and how to prioritize them since they are an expression of
the organizational focus.
Many writers have stated that for objectives to be effective,
they should be “SMART—that
14. is specific, measurable, achievable, results-based, and time-
specific.”4 An example of
strategic objectives from Midland Insurance Company is shown
in Exhibit 2.4.
Flow-Down Objectives
Once an organization’s strategic objectives are identified, they
must be enforced. Some
objectives may be implemented by work in ongoing operations.
However, projects tend
to be the primary method for implementing many objectives. If
the organization is rela-
tively small, the leaders may proceed directly to selecting
projects at this point. Larger or-
ganizations may elect a different route. If the organization is so
large that it is impractical
for the overall leaders to make all project selection decisions,
they might delegate those
decisions to various divisions or functions with the stipulation
that the decisions should
be aligned with all of the organization’s strategic planning that
has taken place to this
point. Regardless of whether the organization is small and the
top leaders make all project
selection decisions or whether the organization is large and
some of the decisions are cas-
caded one or more levels down, several methods of project
selection may be used.
2.2 Portfolio Alignment
Companies that use a strategic project selection process to
carefully align projects with
their organizational goals will find they tend to be more
successful at completing their
EXHIBIT 2.4
15. MIDLAND INSURANCE COMPANY STRATEGIC
OBJECTIVES
P
ro
fi
t
P
ro
fi
t
G
row
th
G
row
th
“COMPETE ON VALUE,
NOT ON PRICE”
“TARGET NICHES WHERE
COMPETITION IS FRAGMENTED
OR UNFOCUSED”
PeoplePeople
16. “ATTRACT, RETAIN, ALIGN, INVEST”
Source: Martin J. Novakov, American Modern Insurance Group.
Chapter 2 Project Selection and Prioritization 31
projects and deriving the expected benefits from them. Project
success at these compa-
nies is measured by how much the project contributes to the
organization’s objectives
(business needs) as well as the traditional measures of staying
within budget and sched-
ule and achieving the specific technical goals promised at the
start of the project so as to
obtain a desired return on investment.
This project portfolio alignment is very similar to financial
portfolio alignment from a
company’s perspective. In a financial portfolio, efforts are made
to diversify investments
as a means of limiting risk. However, every investment is
selected with the hope that it
will yield a positive return. The returns on each investment are
evaluated individually,
and the entire portfolio is evaluated as a whole.
For ease of understanding how various work is related, many
organizations utilize an
approach of classifying portfolios, programs, projects, and
subprojects. Not all companies
use all four classifications, but understanding how they are
related helps one see where
any particular portion of work fits in the organization.
17. Portfolios
Organizations require many work activities to be performed,
including both ongoing op-
erational work and temporary project work. Large organizations
often have many pro-
jects underway at the same time. A portfolio is “a collection of
projects or programs
and other work that are grouped together to facilitate effective
management of that
work to meet strategic business objectives. The projects or
programs of the portfolio
may not necessarily be interdependent or directly related.”5
Each project in the portfolio
should have a direct impact on the organization. Put another
way, an organization’s lea-
ders should identify the organization’s future direction through
strategic planning. Then
multiple possible initiatives (or projects) can be identified that
might help further the
organization’s goals. The leaders need to sort through the
various possible projects and
prioritize them. Projects with the highest priority should be
undertaken first. Organiza-
tions typically try to have a sense of balance in their portfolios.
That is, an organization
includes in its portfolio:
• Some large and some small projects
• Some high-risk, high-reward projects and some low-risk
projects
• Some projects that can be completed quickly and some that
take substantial time to
finish
Programs
18. A program is “a group of related projects managed in a
coordinated way to obtain ben-
efits and control not available from managing them
individually. Programs may include
elements of work outside of the scope of discrete projects in the
program.”6 Programs
often last as long as the organization lasts, even though specific
projects within a pro-
gram are of limited duration. For example, the U.S. Air Force
has an engine procure-
ment program. As long as the Air Force intends to fly aircraft, it
will need to acquire
engines. Within the engine program are many individual
projects. Some of these projects
are for basic research, some are for development of engines, and
others are for purchas-
ing engines. Each project has a project manager, and the entire
program has a program
manager. While the project managers are primarily concerned
with the tradeoffs of cost,
schedule, scope, and quality on their individual projects, the
program manager is con-
cerned with making tradeoffs between projects for the maximum
benefit of the entire
program. To avoid confusion, programs deal with a specific
group of related projects,
while a portfolio deals with all of an organization’s projects. A
portfolio can include mul-
tiple programs as well as multiple projects.
32 Part 1 Organizing Projects
While the leadership group of a company may make portfolio
decisions and delegate
19. the program management decisions to a program manager, both
portfolios and pro-
grams are managed at a level above the typical project manager.
For practical purposes,
project managers should attempt to understand how both
portfolio and program deci-
sions impact their projects and then spend most of their efforts
focused on their
project.
Projects and Subprojects
Just as a program is made up of multiple projects, a large
project may be composed of
multiple subprojects. A subproject is “a smaller portion of the
overall project created
when a project is subdivided into more manageable components
or pieces.”7 If the proj-
ect is quite large, individuals may be assigned as subproject
managers and asked to man-
age their subproject as a project. Some of those subproject
managers may even work for
another company. The project manager needs to coordinate the
various subprojects and
make decisions that are best for the overall project. Sometimes
this may require that a
particular subproject be sacrificed for the greater project good.
The relationships among
a portfolio, programs, projects, and subprojects are illustrated
in Exhibit 2.5.
Because projects are frequently performed in a fast-paced
environment, it is helpful if
they can be guided by organizational priorities. Some of the
most typical reasons for
project failure are:
20. • Not enough resources
• Not enough time
• Unclear expectations
• Changes to the project
• Disagreement about expectations
The first step in overcoming these problems is to carefully align
potential projects
with the parent organization’s goals. While many companies are
motivated to align pro-
jects with organizational goals for these benefits, an additional
reason for companies that
sell to the government is that the U.S. Federal Office of
Management and Budget in 2003
mandated that “federal agencies show that IT projects align with
top-level goals for
EXHIBIT 2.5
PORTFOLIO, PROGRAM, PROJECT, AND SUBPROJECT
RELATIONSHIPS
Company Portfolio
Program Alpha Program Beta
Project
A1
Project
A2
Project 3
Subproject 3.1
21. Subproject 3.2
Chapter 2 Project Selection and Prioritization 33
government efficiency and service.”8 This was the introduction
of the Sarbanes-Oxley re-
quirements. All publicly traded companies must now follow
certain guidelines that re-
quire some sort of financial decision model to be made in
deciding to do a project.
A project portfolio is a collection of projects grouped so they
can be collectively man-
aged. A project portfolio is similar to the set of classes a
student takes in a given term.
Each class contributes toward degree requirements. Most
students will choose to take a
mix of some easy and some hard classes rather than all hard
classes at the same time. In
the same way, all projects in a portfolio are selected to
contribute toward the organiza-
tion’s goals, and a mix of some high-risk, high-reward projects
and some easy projects is
normal.
When managers assess the organization’s ability to perform
projects and then iden-
tify, select, and prioritize a portfolio of projects and other work
that they believe will
help the organization achieve its strategic goals, they are
performing portfolio alignment.
Portfolio alignment helps an organization achieve its goals by
“removing duplicated proj-
ect efforts, ironing out inconsistencies between project scopes,
22. and improving the mix
and scheduling of projects.”9 While the majority of the
portfolio alignment activities
may be conducted by a team of senior executives, project
managers should understand
how their specific projects are aligned with the organization’s
objectives since they will
need to either make or provide input on many decisions.
When companies consider their entire portfolio of work, they
sometimes envision
projects as means of developing knowledge that can be
capitalized upon in ongoing
work processes to provide profit, as shown in Exhibit 2.6.
In times when the economy is poor, many companies straggle to
get enough business.
In such an environment, some firms might accept almost any
work they can get. Even
during bleak economic times, however, one should be careful
how internal projects are
selected since selecting one project limits resources (money,
people, etc.) available to
EXHIBIT 2.6
PORTFOLIO OF PROJECTS AND OPERATIONAL WORK
PROCESSES
Kn to $SKn to $S
Little Kn Reliable Kn
Knowledge ContinuumKnowledge Continuum
Examples:
Basic R&D;
23. Customer Research
M&A Due Diligence
Examples:
Competitive Strategy;
Product Development;
Market Entry;
Channel Strategy
In
c
re
m
e
n
ta
l
P
ro
c
e
s
s
I
m
p
ro
v
e
m
25. Customer Service
Manufacturing
Procurement
Human Resources
Processes
Projects PortfolioNew
Kn
Current Kn
Both projects and processes are intertwined to create
sustainable value.
Source: Chinta, Ravi and Timothy J. Kloppenborg, “Projects
and Processes for Sustainable Organizational Growth,”
SAM Advanced Management Journal 75 (3) (Spring 2010), p.
24.
34 Part 1 Organizing Projects
other projects. During good or bad economic times, people
should take the same care
with external projects—ensure that they are consistent with the
organization’s goals.
Assessing an Organization’s Ability to Perform Projects
Assessing an organization’s strengths and weaknesses is an
essential part of aligning
26. projects with the organization; if an organization does not have
the right capabilities, a
project that may otherwise support organizational goals may be
too difficult to success-
fully complete. Some questions to ask regarding a firm’s ability
to support projects are as
follows:
• Do we have a teamwork attitude, free and open
communication, creativity, and
empowered decision making?
• Do we have a clearly defined project management process?
• Do our associates have the right attitudes, skills, and
competencies to use the project
management process?
• Are our leaders at each level willing to take appropriate
personal risk?
• Does senior leadership establish a strong leadership
foundation?
• Do individuals and teams exhibit leadership at their respective
levels?
• Do we monitor and understand our external environment?
Identifying Potential Projects
The second part of aligning projects with the firm’s goals is to
identify potential projects.
These potential projects can be in response to a market demand,
business need, customer
request, legal requirement, or technological advance.10 Ideally,
this is accomplished in a
systematic manner—not just by chance. Some opportunities will
present themselves to
the organization. Other good opportunities will need to be
discovered. All parts of the
27. organization should be involved. This means people at all
levels, from front-line workers
to senior executives, and people from all functional areas need
to help identify potential
projects. For example, salespeople can uncover many
opportunities by maintaining open
discussions with existing and potential customers, and
operations staff may identify po-
tential productivity-enhancing projects. Everyone in the firm
should be aware of industry
trends. Many industries have trade journals such as Elevator
World or Aviation Week
and Space Technology that can be read regularly for potential
project ideas. One reason-
able goal is to identify approximately twice as many potential
projects as the organiza-
tion has time and resources to perform. Under close
examination, some potential
projects may not be a good fit. Any company that accepts
practically every potential
project will probably waste some of its resources on projects
that do not support its or-
ganizational goals.
Once potential projects are identified, the next step is to
develop a brief description of
each. The leadership team that will select and prioritize projects
needs to understand the
nature of the projects they are considering. While the level of
documentation different
firms require varies greatly, a bare minimum can be called the
elevator pitch. This is
when a person meets another waiting for an elevator and asks “I
hear you are on XYZ
Project. What is it all about?” The responder may have only a
brief time to give a reply
28. before the elevator arrives and must be prepared to answer
quickly with simple state-
ments about the project work and why it is important to the
organization. The work is
often summarized in a brief statement of work, which is a
“narrative description of pro-
ducts or services to be provided by the project.”11 Why the
project is important is often
summarized as a business case, which “provides the information
needed from a business
standpoint to determine if the project is worth the
investment.”12 The business case
Chapter 2 Project Selection and Prioritization 35
generally includes both why the project is needed and, if the
firm uses financial justifica-
tion as part of project selection, an estimate of costs and
benefits. Armed with this “ele-
vator pitch,” the series of processes that collectively are used to
select, prioritize, and
initiate projects begins as shown in Exhibit 2.7. The rectangles
represent work processes
and the documents represent inputs into and deliverables out of
the work processes.
Some of this work will be described in Chapters 4 and 5.
Methods for Selecting Projects
The people in charge of selecting projects need to ensure
overall organizational priorities
are understood, agreed upon, and communicated. Once this
common understanding is
in place, it is much easier to prioritize potential projects. The
degree of formality used
29. in selecting projects varies widely. In a small company, it can
be straightforward. The
prioritization should include asking questions such as these:
• What value does each potential project bring to the
organization?
• Are the demands of performing each project understood?
• Are the resources needed to perform the project available?
• Is there enthusiastic support both from external customers and
from one or more
internal champions?
• Which projects will best help the organization achieve its
goals?
There are several different methods of systematically selecting
projects. The methods
include both financial and scoring models. The primary reason
for including financial
analysis—either to make the project selection decisions directly
or to at least assist in
the decision making—is that, from management’s perspective,
projects are investments.
Therefore, proper selection should yield a portfolio of projects
that collectively contribute
to organizational success.
Three different approaches are commonly used to ensure both
financial and nonfi-
nancial factors are considered when selecting projects. First,
some organizations use fi-
nancial analysis as the primary means of determining which
projects are selected, and
management merely tempers this with informal inclusion of
nonfinancial factors. Sec-
ond, some organizations use financial models as screening
30. devices to qualify projects or
even just to offer perspective; qualified projects then go through
a selection process using
a scoring model. Third, at still other organizations, financial
justification is one factor
used in a multifactor scoring model. The common thread in all
three of these approaches
EXHIBIT 2.7
PROJECT SELECTION, PRIORITIZATION, AND INITIATION
Elevator
Pitch
Select &
Prioritize
Projects
(Ch. 2)
Develop
Project
Charter
(Ch. 4)
Identify
Stakeholders
(Ch. 5)
Plan
Communications
(Ch. 5)
Draft Scope
Overview &
Business Case,
31. Project Priority
Signed
Charter
Stakeholder
Register
Communications
Plan
36 Part 1 Organizing Projects
is that both financial and nonfinancial factors are considered
when selecting projects. Let
us consider both financial and scoring models. Financial models
will be covered in con-
cept, but the calculations will not be shown since they are
explained in depth in most
required finance courses. Scoring models will be covered in
both concept and calculation
since many students might not have them in another course.
Using a Financial Model to Select Projects
Financial models generally compare expected project costs to
expected project benefits.
Several financial models can be used in making project
selection decisions.
NET PRESENT VALUE (NPV) Net present value (NPV) is the
most widely accepted
model and will be covered first. When using net present value,
the analyst first discounts
the expected future value of both the project costs and benefits,
32. recognizing that a dollar
in the future is worth less than a dollar today. Then the analyst
subtracts the stream of
discounted project costs from the stream of discounted project
benefits. The result is the
net present value of the potential project. If the net present
value is positive, then the
organization can expect to make money from the project. Higher
net present values pre-
dict higher profits. See the summary in Exhibit 2.8.
BENEFIT-COST RATIO (BCR) A second financial model
sometimes used is benefit-cost
ratio (BCR). The ratio is obtained by dividing the cash flow by
the initial cash outlay.
A ratio above 1.0 means the project expects to make a profit,
and a higher ratio than
1.0 is better.
INTERNAL RATE OF RETURN (IRR) The third financial
model is internal rate of return
(IRR). In this model, the analyst calculates the percentage
return expected on the project
investment. A ratio above the current cost of capital is
considered positive, and a higher
expected return is more favorable.
PAYBACK PERIOD (PP) The fourth financial model that is
sometimes used is the pay-
back period (PP). In this analysis, a person calculates how many
years would be required
to pay back the initial project investment. The organization
would normally have a stated
period that projects should be paid back within, and shorter
payback periods are more
desirable.
33. EXHIBIT 2.8
FINANCIAL MODELS FOR PROJECT SELECTION
NET PRESENT
VALUE (NPV)
BENEFIT-COST
RATIO (BCR)
INTERNAL RATE
OF RETURN (IRR)
PAYBACK
PERIOD (PP)
Calculation PV revenue � PV
cost
Cash flow/Project
investment
Percentage return on
project investment
Project costs/
Annual cash flows
Neutral Result NPV ¼ $0 Ratio ¼ 1.0 IRR ¼ Cost of capital
Payback period ¼
Accepted length
If used to screen
projects or to select
projects outright
34. NPV > Acceptable
amount
Ratio > Acceptable
amount
IRR > Acceptable
amount
Payback period <
Acceptable length
If used to compare
projects
Higher NPV better Higher ratio better Higher IRR better Shorter
payback
period better
Chapter 2 Project Selection and Prioritization 37
ADVANTAGES AND DISADVANTAGES OF EACH METHOD
Financial models are
useful in ensuring that selected projects make sense from a cost
and return perspective.
Several models have weaknesses that need to be understood
before they are used. For
example, payback period models do not consider the amount of
profit that may be gen-
erated after the costs are paid. Thus, two projects with a similar
payback period could
look equal, but if one has substantially higher revenue after the
payback period, it would
35. clearly be superior. BCR would not be acceptable unless all
costs and benefits were cal-
culated in present dollars (in which case it is similar to NPV
except it is a ratio of ben-
efits to cost instead of the difference between revenue and cost).
IRR and BCRs have
problems if used for choosing between mutually exclusive
projects because they can favor
smaller projects that create less total value for the firm but have
high percentage returns.
For example, a huge project with a medium rate of return would
create a lot of value for
a firm but might not be picked over a smaller project with a
higher return if only one
can be chosen. Additionally, it is sometimes quite difficult to
calculate an IRR if a project
has nonconventional cash flows. For the most part, the finance
field recommends using
net present value. The other measures can be calculated to
provide perspective on
whether a project passes a minimum financial return threshold
or to communicate with
people who might not understand NPV.
However, none of the financial models ensure alignment with an
organization’s stra-
tegic goals. Therefore, financial analysis, while very useful, is
normally not enough. Deci-
sion makers need to also consider how well a project fits
according to additional factors.
They will often use a scoring model for this purpose.
Sometimes, a scoring model used in
this fashion is called a project selection and prioritization
matrix.
Using a Scoring Model to Select Projects
36. In addition to ensuring that selected projects make sense
financially, other criteria often
need to be considered. A tool called a scoring model helps to
select and prioritize poten-
tial projects. It is useful whenever there are multiple projects
and several criteria to be
considered.
IDENTIFYING POTENTIAL CRITERIA These criteria should
include how well each
potential project fits with the organization’s strategic planning.
The criteria may also
include such items as risk, timing, resources needed, etc. A
normal practice is for the
company’s leadership team to jointly determine what criteria
will be used to select pro-
jects. Midland Insurance Company uses the three objectives of
profit, growth, and people
as shown in Exhibit 2.4. A list of questions executives may use
to develop their list of
criteria is shown in Exhibit 2.9.
DETERMINING MANDATORY CRITERIA Once the leadership
team agrees on a list of
criteria that are important, the next step is to determine whether
any of the criteria are
mandatory. That is, are there any situations that dictate a
project must be chosen regard-
less of any other considerations? Examples of this include
government mandates and
clear safety or security situations. This list of “must do”
projects should be kept as small
as possible since these projects automatically get selected and
can crowd out other
worthwhile projects.
37. WEIGHTING CRITERIA Next, the leadership team determines
the relative importance
or weight of each decision criteria. While more complex
methods of determining criteria
weights and project evaluations have been used in the past,
many firms now use the
simple methods described here for determining criteria weights.
See Exhibit 2.10 for an
example of project evaluations. First, executives determine
which criterion is most
38 Part 1 Organizing Projects
important and give that a weight of 10. Then they ask how
important in comparison
each of the other criteria is. For example, if the executives in a
consumer products com-
pany thought development of new products was most important,
it would be assigned a
weight of 10. If the customer relations factor was deemed
almost as important as new
product development, maybe it would be assigned 8. If the
factors of supplier relations
and probability of project success were each deemed to be half
as important as new
product development, each would be assigned 5. Perhaps other
criteria such as cost re-
duction, safety, and so forth were also considered but
determined to not be as important.
The resulting criteria with weights are shown in Exhibit 2.10 in
the top row of the selec-
tion and prioritization matrix. Most organizations will decide to
use about three to five
criteria. Lesser-rated criteria can be used as tie breakers if
38. needed.
EVALUATING PROJECTS BASED ON CRITERIA Now the
leadership team evaluates
each project on each criterion. The most efficient and accurate
method is to concentrate
on one criterion at a time, going down each column in turn. An
easy method for this is
to rate each project on that particular criterion with scores
ranging from 1 (potential
EXHIBIT 2.9
EXAMPLES OF PROJECT SELECTION CRITERIA
How well does this project fit with at least one organizational
objective?
How many customers are there for the expected results?
How competitively can the company price the project results?
What unique advantages will this project provide?
Does the company have the resources needed?
What is the probability of success?
Are the data needed to perform the project available or easily
collected?
Do the key stakeholders agree that the project is needed?
What is the expected return on investment?
How sustainable will the project results be?
How does this project promote (or hinder) our corporate social
responsibility?
What risks are there if we do not perform this project?
EXHIBIT 2.10
PROJECT SELECTION AND PRIORITIZATION MATRIX
Project A
39. Project B
Project C
Project D
Weighted
Total Score
New
Products
Customer
Relations
Supplier
RelationsProjectCriteria
& Weight
Success
Probability
55810
Chapter 2 Project Selection and Prioritization 39
project has very little or even negative impact on this criterion)
to 5 (project has excel-
lent impact on this criterion). The upper left portion of each cell
in the matrix can dis-
play the rating, representing how well that project satisfies that
criterion.
40. Once a project has been rated on a particular criterion, that
rating should be multi-
plied by the weight assigned to that criterion and displayed as
the weighted score in the
main body of each cell. The total for each project should be
added across the row. The
highest-scoring projects would ordinarily be selected. If several
projects have close scores
(virtual ties), either other criteria or discussion can be used to
break the tie. For example,
in Exhibit 2.11, there is a virtual tie between Projects A and B.
SENSITIVITY ANALYSES Scoring models allow leadership
teams to perform sensitivity
analyses—that is, to examine what would happen to the decision
if factors affecting it
were to change. Selection criteria may be added or altered.
Participants may decide that
some criteria are more important than others and weight them
accordingly. Missing cri-
teria or new alternatives can be added and the decision
revisited. For example, if the ex-
ecutive team evaluating the projects in Exhibit 2.11 had a bad
experience with an
unsuccessful project and decided to reevaluate their decisions
with success probability
now weighted a 9 for very important, the new project selection
and priority matrix
would be calculated as shown in Exhibit 2.12.
Decision makers can ensure that they use very solid ratings for
each potential project.
For example, if one criterion was the number of customers, the
marketing department
could interview some potential customers to gauge their level of
41. interest.
A company might want to select several projects. If so, the
scores from the selection
matrix could serve as one method of prioritizing the projects.
Prioritizing Projects
Once all projects have been selected, they will need to be
prioritized—that is, the deci-
sion makers will need to determine which ones will get assigned
resources and be sched-
uled to begin first. If a company selects a number of projects for
a year (or even for a
fiscal quarter), it cannot possibly expect to start all of them at
the same time. The scoring
models are very useful in providing input into the starting order
of projects. Most lead-
ership teams will consider the weighted scores of each project
as a starting point in
EXHIBIT 2.11
COMPLETED PROJECT SELECTION AND PRIORITIZATION
MATRIX
Project A
Project B
Project C
Project D
Weighted
Total Score
43. 5
4
4
5
3
1
5
5
3
2
119
114
80
67
40 Part 1 Organizing Projects
assigning resources to projects and determining their start dates.
The leadership team
members, however, also generally discuss other issues such as:
44. • The urgency of each project
• The cost of delaying the expected benefits from various
projects
• Practical details concerning the timing
For example, an important process improvement project may be
far less disruptive to
perform when the factory is shut down for routine maintenance.
One more discussion
frequently occurs in the prioritizing process—if there is a
conflict between resource needs
for two projects, which one gets the needed resources first?
Often, this is left to the proj-
ect sponsors to iron out; for especially important projects, it
may be formally decided by
the leadership team. In that way, the probability of the critical
project being held up by a
misunderstanding is greatly decreased.
Exhibit 2.13 shows how the Alternative Breaks (AB) planning
committee at a univer-
sity ranked spring break projects. This exhibit shows four of the
twenty-six projects that
were selected for trips. This book will include multiple
examples of the AB project to
illustrate how various project planning tools work together.
Each trip is a small project
while the combination of all twenty-six trips form the overall
project.
EXHIBIT 2.12
REVISED PROJECT SELECTION AND PRIORITIZATION
MATRIX
Project A
45. Project B
Project C
Project D
Weighted
Total Score
New
Products
Customer
Relations
Supplier
RelationsProjectCriteria
& Weight
Success
Probability
95810
45202450
45252440
27154010
1853220
5
47. 75
Source: Chris Bridges.
EXHIBIT 2.13
ALTERNATIVE BREAKS PROJECT SELECTION AND
PRIORITIZATION MATRIX
PROJECT/SELECTION
CRITERIA
ACTIVE SERVICE
OPPORTUNITY ISSUE ITSELF
ORGANIZATION
TO WORK WITH COST
9 10 6 5 Total
New York Vegan Farm 5
45
4
40
3
18
4
20
123
West Virginia Sustainability 4
36
49. 5
94
Chapter 2 Project Selection and Prioritization 41
2.3 Securing Projects
The discussion above pertains to projects that are internal to an
organization. This sec-
tion deals with projects a company (called the client) wants
performed, but for which it
may hire external resources (called contractors) to execute
significant parts or all of
the work. External projects can be viewed either from the
perspective of the client com-
pany that wants the project to be executed or from the
perspective of the contractor
company that wants to perform the work. Client companies may
first put prospective
external projects through a selection and prioritization process
as described above and,
if selected, then decide whether to perform the work internally
(make) or hire the project
to be performed by others (buy). If the decision is to buy, then
the client company needs
to plan and conduct the procurement.
Contractor companies need to identify potential project
opportunities, determine
which they will pursue, submit proposals, and be prepared to
either bid or negotiate to
secure the work. We consider the client company’s perspective
in Chapter 12, Project
Supply Chain Management. We consider the contractor’s
50. perspective next.
Identify Potential Project Opportunities
Contractors seeking external projects to perform should pursue
this in a fashion similar to
that of any company considering internal projects, as described
in the portfolio alignment
section on identifying potential projects earlier in this chapter.
Additionally, since they need
to look externally, contractor companies should have
representatives at trade shows, profes-
sional conferences, and anywhere information on the intentions
of potential customers and
competitors may surface. Contractor companies should also
actively practice customer rela-
tionship management by establishing and nurturing personal
contacts at various levels and
functions. Contractor companies can also practice customer
relationship management by
linking information systems to the extent practical so as to
identify any useful information
concerning potential future projects and improve management
of current projects.
Determine Which Opportunities to Pursue
Just as all companies should decide which internal
projects to select, as previously described in the meth-
ods for selecting projects, most contractor companies
are best served by targeting the projects they wish to
pursue. Some companies have a policy that they will
bid on every potential project, knowing that if they do
not bid, they will not be awarded the project. More
companies find that if they target their opportunities,
their “hit rate” or probability of securing the work on
any given proposal increases. It takes time and re-
sources to put together a good proposal, so it makes
51. sense to increase the acceptance rate by developing a
bid/no-bid decision strategy.
Each company has strengths and weaknesses com-
pared to its competitors. Hence, a quick SWOT anal-
ysis could be used to decide whether to pursue a
potential project, just as a more involved version of SWOT
analysis was described earlier
and depicted in Exhibit 2.2. Decision makers can also ask how
well a potential project will
help achieve their objectives. If they determine a project will
help achieve their objectives,
the next considerations are the cost to pursue the work and the
probability of successfully
Er
ic
A
ud
ra
s/
Ju
pi
te
r
Im
ag
es
Many companies find that
targeting their opportu-
nities is a better use of
their time and resources
than bidding on every
potential project.
52. 42 Part 1 Organizing Projects
securing the project given the likely competition. A company
frequently considers risks
both of pursuing and not pursuing a potential project. Finally,
does the company have the
capability to perform the work if it is awarded?
Prepare and Submit a Project Proposal
When a firm prepares to submit a proposal, it is really
conducting a small project with
the primary deliverable of the project being an accurate and
complete proposal. The con-
tractor should understand the source selection criteria the client
will use to decide to
whom they will award the project. While criteria will vary
extensively from one project
to another, generally four main areas will be considered—
technical, management, finan-
cial, and operational factors. In other words, a client will likely
want to be convinced that
the potential contractor is technically, managerially, financially,
and operationally com-
petent. Successful project managers try very hard to convince
potential clients that they
are capable on all three dimensions. A short list of these factors
is shown in Exhibit 2.14.
Negotiate to Secure the Project
Once all proposals have been delivered and evaluated, the client
company may elect to
either award the project or enter into negotiations with one or
more potential contrac-
53. tors. On more routine projects, the contract may be awarded at
this point. Further clar-
ifications and negotiations may follow for complex projects.
A client company and a contractor company may negotiate the
amount of money to
be paid for a project. They may also negotiate the contractual
terms, schedule, specific
personnel to be assigned to work on the contract, quality
standards, reporting mechan-
isms, and various other items. A project manager may need to
make arrangements with
potential suppliers to secure the products and services needed to
perform the project. All
of these considerations will be covered in subsequent chapters.
Successful project managers understand that they need to
prepare well for negotia-
tions. This starts with a clear understanding of what is most
important to their manage-
ment. Often, it includes fact-finding with the client company to
understand its needs and
abilities. Armed with understanding of both perspectives, a
project manager attempts to
find a solution that allows the organization to secure the project
work with enough profit
potential and with the start of a good working relationship with
the client. In the end,
the client company will select the contractor(s) and award the
contract(s).
Summary
Project selection does not occur in isolation. Ideally, it
begins with the organization’s strategic planning. This
planning begins with a strategic analysis of the organiza-
54. tion’s internal strengths and weaknesses as well as the
external threats and opportunities it faces. The organiza-
tion should then develop its guiding principles such as
EXHIBIT 2.14
TYPICAL SOURCE SELECTION CRITERIA
TECHNICAL MANAGEMENT FINANCIAL OPERATIONAL
Technical experience Management experience Financial
capacity Production capacity
Needs understanding Project charter Life cycle cost Business
size and type
Technical approach Planning and scheduling Cost basis and
assumptions Past performance
Risk mitigation Project control Warranties References
Chapter 2 Project Selection and Prioritization 43
mission and vision statements. Most companies will
have an annual planning session in which strategic ob-
jectives are developed. Larger organizations will continue
this effort with one or more levels of planning in which
the overall objectives are flowed down to determine ob-
jectives that are appropriate for each organizational level.
Once the strategic planning is accomplished, the or-
ganization’s leadership team engages in portfolio align-
ment. The first part of the organizational alignment is an
open and honest assessment of the organization’s ability
55. to perform projects. The decision makers need to under-
stand how many resources are available, the organiza-
tion’s overall capabilities, and the capabilities of the
individuals who will be assigned to projects. An ongoing
portfolio alignment activity is for everyone in the firm to
identify possible opportunities that they feel might help
the organization achieve its goals. Each potential project
should be described at least by stating in a sentence or
two what work is involved and how it would help the
organization achieve one or more of its goals.
Once potential projects are identified and briefly de-
scribed with statements of work and business cases,
they should be put through a process to determine
which will be selected and what their relative priorities
are. Both financial and scoring models are frequently
used to evaluate potential projects. Net present value is
the preferred financial method, although others are
sometimes used. Financial analysis tells the leadership
team how much each potential project is worth from a
benefits-versus-cost comparison, but does not tell how
each potential project may help to achieve the organi-
zation’s goals. Scoring models can incorporate various
goals and should also be used. Once a project list is
selected, the projects need to be prioritized so some
can start right away and others can start later.
Contractor companies need to be constantly on the
lookout for potential project opportunities. Once po-
tential projects are identified, companies need to decide
which ones they pursue. Just as for internal projects,
some external projects will be better at helping an or-
ganization reach its goals because they are a better fit.
The contractor needs to prepare and submit proposals
for desired projects and be prepared to follow up and
56. often negotiate in order to secure them.
Key Terms from the PMBOK ® Guide
statement of work, 35 business case, 35
Chapter Review Questions
1. List and describe each step in the strategic plan-
ning process.
2. Why are multiple-criteria project selection mod-
els preferred?
3. What happens to a project proposal that does not
meet a “must” objective in a project selection
system?
4. What does the strategic analysis acronym SWOT
stand for?
5. Which parts of SWOT are internal? Which parts
are external?
6. What are some examples of guiding principles an
organization’s leaders might develop after they
have completed strategic analysis?
7. In what tense should a vision be written?
8. Name at least four things a mission statement
should include.
9. Why should a mission statement be neither too
specific nor not specific enough?
10. In addition to short- and long-term results, what
57. should strategic objectives include?
11. What does the acronym SMART mean with re-
gard to goals?
12. What is the primary method of implementing
organizational objectives?
13. What is the first step in avoiding common rea-
sons for project failure?
14. Who should be involved in the second part of
aligning projects with the firm’s goals, which is
identifying potential projects?
15. How many potential projects should be identified
in comparison to how many the organization
plans to actually implement? Why?
16. What is the most common financial analysis
technique used in project selection? Why?
17. Which type of financial model would you nor-
mally use in project selection? Why?
44 Part 1 Organizing Projects
Discussion Questions
1. Describe how to prioritize projects to ensure top
management involvement.
2. Describe all of the issues management must
consider when determining priorities of projects.
58. 3. Tell why gaining top management support is
vital to project success.
4. List and describe the steps in strategic direction
setting.
5. Describe how to conduct each portion of a
SWOT analysis.
6. Describe what knowledge is gained from each
portion of a SWOT analysis and how it helps
project managers.
7. Describe the interaction between vision and
mission statements.
8. List and describe the steps in prioritizing projects
with a scoring model. Why are they performed in
this order?
9. Describe advantages and disadvantages of finan-
cial and scoring models in project selection.
10. Describe three different ways decision makers
might select projects while considering both
financial and nonfinancial factors.
PMBOK ® Guide Questions
1. Work that is grouped together to facilitate effec-
tive management of that work to meet strategic
business objectives is called a:
a. portfolio
b. program
c. project
59. d. subproject
2. Projects may be undertaken as a result of any of
the following strategic reasons except:
a. business need
b. customer request
c. executive preference
d. technological advance
3. Program management includes all of the follow-
ing except:
a. aligning organizational and strategic direction
b. managing shared client relationships
c. resolving issues and change management
d. resolving resource constraints
4. Typical source selection criteria for projects in-
clude all of the following capabilities except:
a. financial
b. management
c. marketing
d. technical
5. A narrative description of products or services to
be provided by the project is a:
a. business case
b. project proposal
c. project statement of work
d. subproject
Exercises
1. Complete the following scoring model. Show all
your work. Tell which project you would pick first,
second, third, and last. How confident are you with
60. each choice? If you lack confidence regarding any of
your choices, what would you prefer to do about it? Project A
Project B
Project C
Project D
Weighted
Total Score
Criteria 1 Criteria 2 Criteria 3
Project
Criteria &
Weight 4610
4
3
2
1
3
2
4
3
5
61. 3
3
4
Chapter 2 Project Selection and Prioritization 45
2. Complete the following scoring model. Show all
your work. Tell which project you would pick first,
second, third, and last. How confident are you with
each choice? If you lack confidence regarding any of
your choices, what would you prefer to do about it?
Project A
Project B
Project C
Project D
Weighted
Total Score
Criteria 1 Criteria 2 Criteria 3
Project
Criteria &
Weight 3710
1
3
62. 5
2
3
5
4
3
4
3
3
1
3. Pretend you are on the leadership team for a
pharmaceutical company that is in a difficult finan-
cial situation due to patents that have died on two
of your most profitable drugs. Brainstorm a list of
criteria by which you would select and prioritize
projects. Weight the criteria.
4. Pretend you are on the leadership team of a
manufacturing company that is currently chal-
lenged by low-cost competition. Brainstorm a list
of criteria by which you would select and prioritize
projects. Weight the criteria.
Example Project
63. Your instructor will probably bring example projects to
class and facilitate the assignment of students to the
various project teams. Therefore, you will probably
not be involved in the project selection. However, one
of the first things you should do when assigned to a
project is to learn about the company or other organi-
zation that wants the project to be completed. Why did
they select this project? Is it a “must do” project or did
it get picked over other competing projects? By under-
standing what makes the project so important, you will
make better decisions and will be more motivated
through the term. If your project is a “must do” project,
explain why. If it is not a “must do” project, explain
how it was selected. Explain where it fits in priority
with other work of the organization.
References
A Guide to the Project Management Body of Knowledge
(PMBOK® Guide) 4th ed. (Newtown Square, PA:
Project Management Institute, 2008).
Aldag, Ramon J. and Loren W. Kuzuhara, Mastering
Management Skills: A Manager’s Toolkit (Mason,
OH: Thomson South-Western, 2005).
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“Toward a More Practical Approach to Evaluating
Programs: The Multi-Objective Realization
Approach,” Project Management Journal 40 (4)
(December 2009): 74–93.
Brache, Alan P. and Sam Bodley-Scott, “Which
Imperatives Should You Implement?” Harvard
Management Update, Article reprint no. U0904B
64. (2009).
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2008 Leadership in Project Management 4: 34–40.
Caron, Franco, Mauro Fumagalli, and Alvaro Riga-
monti, “Engineering and Contracting Projects: A
Value at Risk Based Approach to Portfolio Balanc-
ing,” International Journal of Project Management
25 (2007): 569–578.
Chinta, Ravi and Timothy J. Kloppenborg, “Projects
and Processes for Sustainable Organizational
Growth,” SAM Advanced Management Journal 75:
2 (Spring 2010): 22–28.
Cooper, Robert G., “Winning at New Products: Path-
ways to Profitable Innovation,” Proceedings of PMl
Research Conference 2006 (Newtown Square, PA:
Project Management Institute, 2006).
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Daft, Richard L., Management, 9th ed. (Mason, OH:
South-Western Cengage Learning, 2010).
Eager, Amanda, “Designing a Best-in-Class Innovation
Scoreboard,” Technology Management
(January–February 2010): 11–13.
Essex, David E., “In Search of ROI,” PMNetwork 19
(10) (October 2005): 46–52.
Evans, R. James and William M. Lindsay, Managing for
65. Quality and Performance Excellence, 8th ed. (Mason,
OH: South-Western Cengage Learning, 2011).
Fretty, Peter, “Find the Right Mix,” PMNetwork 19(9)
(September 2005): 26–32.
Kenny, John, “Effective Project Management for Stra-
tegic Innovation and Change in an Organizational
Context,” Project Management Journal 34 (1)
(March 2003): 43–53.
Kloppenborg, Timothy J., Arthur Shriberg, and
Jayashree Venkatraman, Project Leadership (Vienna,
VA: Management Concepts, 2003).
Labuschagne, Les and Carl Marnewick, “A Structured
Approach to Derive Projects from the Organiza-
tional Vision,” Proceedings of PMI Research Con-
ference 2006 (Newtown Square, PA: Project
Management Institute, 2006).
Mais, Andy and Sam Retna, “Decision Time,”
PMNetwork 20 (3) (March 2006): 58–62.
Milosevic, Dragan Z. and Sabin Srivinnaboon,
“A Theoretical Framework for Aligning Project
Management with Business Strategy,” Project Man-
agement Journal 37 (3) (August 2006): 98–110.
Organizational Project Management Maturity Model
Knowledge Foundation, 2nd ed. (Newtown Square,
PA: Project Management Institute, 2008).
Reginato, Justin and C. William Ibbs, “Employing
Business Models for Making Project Go/No Go
Decisions,” Proceedings of PMI Research Conference
66. 2006 (Newtown Square, PA: Project Management
Institute, 2006).
Senge, Peter, Bryan Smith, Nina Kruschwitz, Joe
Laur, and Sara Schley, The Necessary Revolution:
How Individuals and Organizations Are Working
Together to Create a Sustainable World (New York:
Broadway Books, 2008).
Smallwood, Deb and Karen Furtado, “Strategy Meets
the Right Projects at the Right Time,” Bank Systems
& Technolgy 46 (4) (June–July 2009): 34.
Thamhain, Hans J., “Developing Winning Proposals,”
Field Guide to Project Management, 2nd ed., edited
by David I. Cleland (Hoboken, NJ: John Wiley &
Sons, Inc., 2004): 180–201.
The Standard for Portfolio Management, 2nd ed.
(Newtown Square, PA: Project Management
Institute, 2008).
Wheatley, Malcolm, “Beyond the Numbers”
PMNetwork 23 (8) (August 2009): 38–43.
Zhang, Weiyong, Arthur V. Hill, Roger G. Schroeder,
and Kevin W. Linderman, “Project Management
Infrastructure: The Key to Operational Performance
Improvement,” Operations Management Research 1
(1) (September 2008): 40–52.
http://en.wikipedia.org/wiki/Triple_bottom_line,
accessed February 2, 2010.
http://www.gcbl.org/
67. Endnotes
1. Aldag, Ramon J. and Loren W. Kuzuhara, Master-
ing Management Skills: A Manager’s Toolkit
(Mason, OH: Thomson South-Western, 2005): A10.
2. http://www.gcbl.org, accessed March 3, 2010.
3. Lussier, Robert N. and Christopher F. Achua,
Leadership: Theory, Application, Skill Development,
4th ed. (Mason, OH: Thomson South-Western,
2010): 425.
4. Lussier, Robert N. and Christopher F. Achua,
Leadership: Theory, Application, Skill Development,
4th ed. (Mason, OH: Thomson South-Western,
2010): 426.
5. PMBOK® Guide 441.
6. PMBOK® Guide 442.
7. PMBOK® Guide 450.
8. Essex, David E., “In Search of ROI,” PMNetwork
19 (10) (October 2005): 49.
9. Mais, Andy and Sam Retna, “Decision Time,”
PMNetwork 20(3) (March 2006): 60.
10. PMBOK® Guide 10.
11. PMBOK® Guide 75.
12. PMBOK® Guide 75.
Chapter 2 Project Selection and Prioritization 47
P R O J E C T M A N A G E M E N T I N A C T I O N
68. Prioritizing Projects at D. D. Williamson
One of the most difficult, yet most important, lessons
we have learned at D. D. Williamson surrounds project
prioritization. We took three years and two iterations of
our prioritization process to finally settle on an ap-
proach that dramatically increased our success rate on
critical projects (now called VIPs, or “Vision Impact
Projects”).
Knowing that one of the keys to project management
success is key management support, our first approach
at prioritization was a process where our entire senior
management team worked through a set of criteria and
resource estimations to select a maximum of two pro-
jects per senior management sponsor—16 projects in to-
tal. Additionally, we hired a continuous improvement
manager to serve as both our project office and a key
resource for project facilitation. This was a great move
forward (the year before we had been attempting to
69. monitor well over 60 continuous improvement projects
of varying importance). Our success rate improved to
over 60 percent of projects finishing close to the ex-
pected dates, financial investment, and results.
What was the problem? The projects that were not
moving forward tended to be the most critical—the
heavy-investment “game changing” projects. A review
of our results the next year determined we left signifi-
cant money in opportunity “on the table” with projects
that were behind and over budget!
This diagnosis led us to seek an additional process
change. While the criteria rating was sound, the num-
ber of projects for a company our size was still too
many to track robustly at a senior level and have re-
sources to push for completion. Hence, we elevated a
subset of projects to highest status—our “VIPs.” We
simplified the criteria ratings—rating projects on the
level of expected impact on corporate objectives, the
70. cross-functional nature of the team, and the perceived
likelihood that the project would encounter barriers
which required senior level support to overcome.
The results? Much better success rates on the big
projects, such as design and implementation of new
equipment and expansion plans into new markets.
But why?
The Global Operating Team (GOT) now has laser
focus on the five VIPs, reviewing the project plans
progress and next steps with our continuous improve-
ment manager in every weekly meeting. If a project is
going off plan, we see it quickly and can move to real-
locate resources, provide negotiation help, or change
priorities within and outside the organization to man-
age it back on track. Certainly, the unanticipated bar-
riers still occur, but we can put the strength of the
entire team toward removing them as soon as they
happen.
71. A couple of fun side benefits—it is now a develop-
ment opportunity for project managers to take on a VIP.
With only four to six projects on the docket, they come
with tremendous senior management interaction and
focus. Additionally, we have moved our prioritization
process into our functional groups, using matrices
with criteria and resource estimations to prioritize cus-
tomer and R&D projects with our sales, marketing, and
science and innovation teams, as well as IT projects
throughout the company. The prioritization process
has become a foundation of our cross-functional
success!
Following are excerpts from the spreadsheet
D. D. Williamson used to select and prioritize our VIP
projects last year. Exhibit 2.15 shows the five criteria
used to prioritize the projects. Exhibit 2.16 shows how
associate time when assigned to a project is not avail-
able for other projects. Projects can also be limited by
72. the amount of funds. Finally, Exhibit 2.17 defines
terms used in project selection.
48 Part 1 Organizing Projects
49
E
X
H
IB
IT
2
.1
5
P
R
O
J
E
C
T
P
R
IO
R
IT
104. ”
60
EXHIBIT 2.17
TERMS USED IN PROJECT SELECTION
DEFINITIONS OF
KEY TERMS
Project Ownership Defines the functional area with primary
responsibility for the project
Global vs. Local Global projects will be implemented or impact
on more than one location in the year defined;
otherwise projects are defined as local
Prioritization The five weighted criteria on worksheet one were
used to put projects in rank order—used to
assign resources and identify the cut off
CI Project An improvement effort which is not part of an
associate’s daily work requirements
Team Charter The plan for completing CI projects, often in
seven-step format for problem resolution, though
formats vary according to project type and complexity. Includes
the plan for communicating
progress and results
Project Roles The defined roles on an improvement team—not
all teams will have all roles, but each project
will have at least a project manager and sponsor
105. Project Manager (PM) The owner of a project—will be expected
to charter the team, ensure the forward movement of the
project, and report on progress, completion of the project, and
closure/celebration of successes and
learnings. Also responsible for the communication plan within
the charter. Must be a leadership
program graduate, and typically a functional manager, either
global or local
Sponsor (S) Typically a senior manager/GOT member—
responsible for ensuring assignment of appropriate
resources, clearing any barriers, and otherwise championing the
project
Team Member (TM) An associate who has a significant
contribution to make to the improvement effort, often a
representative of an involved function. Attends all team
meetings and shares responsibility for
completion of the project
Subject Matter Expert
(SME)
An associate with needed knowledge for project outcome—may
not be significantly affected by
changes. Attends only when knowledge is required, but commits
to sharing knowledge when it is
needed.
Level of Difficulty The estimated human resource effort that
will be required to complete a project (estimated on a
per quarter basis)
Level 1 Low investment of hours required (may require capital);
solution is known and implementation of
106. solution is predictable; likely only 2–3 people involved
Level 1 projects—estimated hours for resource allocation: PM:
10 hours; S: 2 hours; SME:
5 hours
Level 2 Medium investment of hours required; may require
upfront measurement and multiple solutions,
but solutions and implementation are still expected to be
simple. Probably requires 3–5 team
members
Level 2 projects—estimated hours for resource allocation: PM:
60 hours; S: 15 hours; TM: 30
hours; SME 15 hours
Level 3 High investment of hours required; trying to solve
complex and/or ongoing problems. Likely to in-
volve a behavior change in others—solutions or implementation
outcomes may be unknown or less
simple. Likely a team of 4–8 people, perhaps cross-
functional/cross location
Level 3 projects—estimated hours for resource allocation: PM:
120 hours; S: 30 hours; TM: 60
hours; SME: 30 hours
Source: Elaine Gravatte, Chief People Officer and North
American President, D. D. Williamson
Chapter 2 Project Selection and Prioritization 51