Running head: PRIORITIZING PROJECTS 1 PRIORITIZING PROJECTS 2 D.D. Williamson has changed the process for project management. The first step to improving was identifying the problem. The problem came about because they had several different ideas without a vision. Also, too many project designs without completion dates. The company seemed unorganized, but over time they adapted to change. D.D. Williamson also changed the prioritization matrix to get them focused. Since the organization has seen many changes over the years, one would highly recommend them to view their past accomplishments and failures to get a better grasp at what went wrong and the harm it caused the organization. Another recommendation would be to assess the company’s vulnerabilities such as risk, shortcomings, and quality. After the changes D.D. Williamson made, there will not be a need to change the procedures. The only way to get better is to improve the process as innovations continue to happen. Analyze the prioritizing process at D. D. Williamson. According to Kloppenborg (2015), D. D. Williamson was the world pioneer in caramel shading and normal coloring for sustenance and drinks with worldwide operations on five landmasses since it the establishment in 1865. The organization has figured out how to be efficient in numerous business attempts and additionally withstanding the trial of time by being in presence for nearly 150 years. In this time, Williamson encountered various troubles however it has not yet figured out how to defeat them all, and their concern with organizing was the same. For this situation pondering, Williamson experienced difficulty overseeing ventures that were effective, so they made a stride back and pinpointed the reason for this issue. There were tasks of incredible significance being pushed to the side while good for nothing ventures started. Kloppenborg (2015) states that ventures went over the spending plan and there were several missed open doors due to certain complications. Opportunities were later set aside to devise an arrangement that would enable them to choose better the undertakings that were more valuable to the association. The procedure took around three years to settle on a methodology that would convey accomplishment to their essential ventures (Kloppenborg, 2015). The administration was one of the major devices required for management. Williamson's first approach placed senior administration to choose a most extreme undertaking for every senior support by an arrangement of criteria and asset estimations. The organizing procedure at D. D. Williamson pivots the process of venture administration that included different components to do an efficient organization practice in view to the related activities ...

1. Running head: PRIORITIZING PROJECTS
1
PRIORITIZING PROJECTS
2
D.D. Williamson has changed the process for project
management. The first step to improving was identifying the
problem. The problem came about because they had several
different ideas without a vision. Also, too many project designs
without completion dates. The company seemed unorganized,
but over time they adapted to change. D.D. Williamson also
changed the prioritization matrix to get them focused. Since the
organization has seen many changes over the years, one would
highly recommend them to view their past accomplishments and
failures to get a better grasp at what went wrong and the harm it
caused the organization. Another recommendation would be to
assess the company’s vulnerabilities such as risk, shortcomings,

2. and quality. After the changes D.D. Williamson made, there will
not be a need to change the procedures. The only way to get
better is to improve the process as innovations continue to
happen.
Analyze the prioritizing process at D. D. Williamson.
According to Kloppenborg (2015), D. D. Williamson was the
world pioneer in caramel shading and normal coloring for
sustenance and drinks with worldwide operations on five
landmasses since it the establishment in 1865. The organization
has figured out how to be efficient in numerous business
attempts and additionally withstanding the trial of time by being
in presence for nearly 150 years. In this time, Williamson
encountered various troubles however it has not yet figured out
how to defeat them all, and their concern with organizing was
the same. For this situation pondering, Williamson experienced
difficulty overseeing ventures that were effective, so they made
a stride back and pinpointed the reason for this issue. There
were tasks of incredible significance being pushed to the side
while good for nothing ventures started.
Kloppenborg (2015) states that ventures went over the spending
plan and there were several missed open doors due to certain
complications. Opportunities were later set aside to devise an
arrangement that would enable them to choose better the
undertakings that were more valuable to the association. The
procedure took around three years to settle on a methodology
that would convey accomplishment to their essential ventures
(Kloppenborg, 2015). The administration was one of the major
devices required for management. Williamson's first approach
placed senior administration to choose a most extreme
undertaking for every senior support by an arrangement of
criteria and asset estimations.
The organizing procedure at D. D. Williamson pivots the
process of venture administration that included different
components to do an efficient organization practice in view to
the related activities. The procedure planned was too upset or
destroy the fizzled or small tasks. D. D. Williamson confronted

3. numerous issues that would push toward their venture
organization framework. Before the eventual actualization, they
made an organizing technique to administer their plans. In one
hand wherever its most recent organizing technique yielded
astounding results it caused a couple of issues as well, due to
the current shortcomings and qualities of the procedure. With
the goal to be a pioneer of the market, any organization has an
affinity to be measured through their massive plan or essential
undertakings. The capacity to create organization and
administration bolster were the real energy of the Prioritizing
procedure at D. D. Williamson (Kloppenborg, 2015). Besides,
D.D. Williamson showed propelled level demonstrable skill at
what time they contracted other specialists for their association.
Suggest two (2) recommendations to improve the prioritizing
process.
As shown over, the organizing procedure at D. D.
Williamson did not join the key examination as to the
shortcoming, quality, risk, and openings related to a particular
venture. It may have ensured the better assignment and also
utilizing the back and domains which were to be centered on in
efforts to decrease the clashing threat and secured the methods
for missing over the open doors. The recommendation made will
without a doubt be to teach the system to research the
shortcoming, quality, risk, and openings as for any venture
(Yang and Boehm, 2007). Subsequently, the change should be
made at the organization level, not at the gathering level since
the group tends to control the strings. It may help the
relationship to move the things in a generously more cautious
and gainful way.
There are various ways the company can foresee suitable HR
resources. Anticipating is one way if the association will
encounter a surplus or an insufficiency labor and supply from
present to what is to come. That way they would not care for
just the primary basis of getting the first projects as per the
priority and instead, it would be arranged and pre-meditated.
While these are for the most part incredible criteria appraisals

4. while choosing ventures, there are a few standards that are
feeling the loss of that could cause conceivable disappointment
of the actualized procedure (Yuen, 2010). To start with,
assuming immediate, indirect, variable, and settled expenses are
not a factor of the foundation system, the venture can wind up
going over spending along these lines making it unsuccessful or
causing it not to meet the proposed due date.
Another strategy that can be used in the prioritizing
process is through broad outlook and bolstering. A standout
amongst the most troublesome, yet most critical, lessons the
organization has learned at D. D. Williamson prioritization. It
took three years and two emphases of its prioritization
procedure to at last settle on an approach that significantly
expanded its prosperity rate on basic tasks (Kloppenborg,
2015). One of the keys to extending administration achievement
is essential government bolster. It's considered the first
approach at prioritization where the senior administration group
worked through an arrangement of criteria and asset estimations
to choose a most extreme of two projects per senior
management support 16 extends altogether (Weitzner and
Deutsch, 2015). Moreover, the company contracted a nonstop
change chief to fill in as both venture office and a key asset for
extending assistance. The prosperity rate enhanced to more than
60 percent of activities completing near the average dates,
money related speculation, and results (Weitzner and Deutsch,
2015).
Create a scenario where the implemented process at D. D.
Williamson would not work.
D.D. Williamson is in the process of expanding and moving
their main Head Quarters area to a different location. The
location it is projected to relocate to is overseas. The company
reasoning for expansion would be potential revenue, new
technological advances, and buildings. Several senior leaders
are not on board with the idea due to the lack of project
selections and prioritization. D.D. Williamson experienced
some poor decisions in the past and will like to learn from those

5. mistakes made. If the organization decided he plans to expand
and relocate their Head Quarters, then a lot of planning must
take place.
According to Kloppenborg (2015), in setting a strategic
direction, the organization will need to analyze both the internal
and external factors that will either enhance and limit the
organization's ability to perform. The company will need to
become familiar with the strategic analysis. Many organization
will need to remain open minded to conducting a SWOT
analysis because it consists of identifying the internal and
external strengths and weaknesses, whereas the company has
some control internally and lack of control externally. If D.D.
Williamson does not identify these environmental factors that
could be a liability will result in the loss of money. They could
even be subjected to a limited amount of available resources
such as funds and personnel. The organization will also have to
consider the lack of employees to assist the customers. D.D.
Williamson has made some improvements, but currently not in
the position to revamp their Head Quarters.
Project five (5) years ahead and speculate whether or not D. D.
Williamson will be using the same process. Justify your answer.
Over the next five years, D.D. Williamson will continue to
improve the same process. According to Kloppenborg (2015),
the prioritization matrix helped them focus and improve the
overall project completion. The changes projected to revamp the
procedure would be because of innovation or better practices. If
the organization run a SWOT Analysis when a new project is
introduced, then they would have identified their strengths and
weakness. The motivation behind D.D. Williamson using the
same procedure is because the organization is striving to serve
their consumers better. Also, the improvement of the
prioritization process, which allowed them to select no more
than five Vision Impact Projects (VIPs) that receives high-level
focus and attention during management meetings and their
online project management system for Continuous Improvement
Manager (Kloppenborg, 2015).

6. Over time the organization's vision and mission will change
from one direction to another and the result is culture change.
Culture change will impact the way they handle and manage
incoming projects. Organizational culture is comprised of the
formal and informal practices to include the values that are
shared among current members of the organization
(Kloppenborg, 2015).With over 150 years in the organization
has seen its share of changes in which impacted positively. At
the rate D.D. Williamson is going, changes will be made to
continue their success rate with their loyal customers.
In conclusion, D.D. Williamson has been in business for over
150 years and have seen a fair share of failures and success.
Through the process of trial and error, D.D. Williamson was
able to identify where the organization is lacking and ways to
change the outcome. The company was overloaded with
different projects that did not benefit the company and several
without completion dates. After much review the changes
needed to begin with the project management side, where senior
leaders manage incoming and future projects and the
prioritization process. After revamping those D.D. Williamson
was in a better position to satisfy the needs of the customers.
The organization can better benefit from lessons learned from
previous projects successes and failures. Being able to
acknowledge what worked and what did not work puts the
company in a better position to withstand failures. D.D.
Williamson set in place a Continuous Improvement Manager
that receives much attention from senior leaders. If D.D.
Williamson decided to expand their corporation and relocate
their Head Quarters they will be subjected to internal losses
such as funds. This implemented process would not work for
D.D. Williamson. Over the next five years the company would
not need to change their process, but continue to improve the
procedures.

7. References
Kloppenborg, T. (2015). Contemporary Project Management.
(3rd ed.). Stamford, CT: Cengage Learning.
Weitzner, D. G., & Deutsch, Y. (2015). Understanding
Motivation and Social Influence in Stakeholder Prioritization.
Organization Studies, 36(10), 1337-1360. Doi:
10.1177/0170840615585340
Yang, Y., & Boehm, B. (2007). Improving process decisions in
COTS-based development via risk-based prioritization.
Software Process: Improvement and Practice, 12(5), 449-460.
doi:10.1002/spip.334
Yuen, K. K. (2010). Analytic hierarchy prioritization process in
the AHP application development: A prioritization operator
selection approach. Applied Soft Computing, 10(4), 975-989.
doi:10.1016/j.asoc.2009.08.041
Assignment 08
MA240 College Algebra
Directions: Be sure to save an electronic copy of your answer
before submitting it to Ashworth College for grading. Unless
otherwise stated, answer in complete sentences, and be sure to
use correct English, spelling and grammar. Sources must be
cited in APA format. Your response should be four (4) double-
spaced pages; refer to the "Assignment Format" page located on
the Course Home page for specific format requirements.
a. Use the numbers shown in the bar graph below to find the
total cost of tuition and fees at public colleges for a four year
period from the school year ending in 2007 through the school
year ending in 2010.

8. b. The model an = 395n + 5419 describes the cost of tuition and
fees at public colleges in academic year n, where n = 1
corresponds to the school year ending in 2007, n = 2 to the
school year ending in 2008, and so on.
1) Use this model and the formula for Sn to find the total cost
of tuition and fees at public colleges for a four-year period from
the school year ending in 2007 through the school year ending
in 2010.
2) How does this compare with the actual sum you obtained in
part (a)?
This is the end of Assignment 8.
Average Cost of Tuition and Fees at Four-Year United States
Colleges
Public Institutions
2007 2008 2009 2010 5836 6185 6585 7020 Private Institutions
22,218
23,712
25,143

9. 26,273
2007 2008 2009 2010 22218 23712 25143 26273
Ending Year in the School Year
Tuition and Fees