The document summarizes the prioritizing process used at D.D. Williamson Company. It has a 4-step process: 1) establish criteria for prioritizing projects, 2) evaluate projects against each criteria, 3) list all projects, 4) select projects based on their ratings. The process aims to increase project success rates by focusing on the most important projects first. However, the document notes some scenarios where this process may not be effective, such as when a high priority project does not align with company goals. It recommends improving data collection and comprehensive cost/risk analysis to strengthen the prioritization of projects.

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Tonya Palmer
Running Head: Williamson Prioritizing Case Study

3. 1
Prioritizing Projects at D. D. Williamson
Tonya Palmer
Dr. Stephen Castellese
Managing Human Resource Project
October 22, 2017
Case Analysis
Established in 1865, D. D. Williamson
Company has
played its role globally. Although, effective
implementation of someproject management
strategies has
increased the success rate. Yet, the company has been
facing the issueof managing different projects at a
time.
Therefore, the company exceeded its budgets due to
missed
out opportunities. Another breakdown is that
communication process of the company is not
effective
among all stakeholders. The company had launched a

4. new
plan to resuscitate, in 2004. It matter of
the fact is that
during threeyears of analysis, executives
pinpoint that the
main issuelies in the prioritizing projects in line,
i.e. the
company does not enlist and work on the projects
according to their importance.
Thus, the company implemented a prioritizing
management
process for increasingthe success and completion
rate of
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its projects. The primary purpose of this case
analysis is to
review and analysis the prioritizing process of
Williamson
Company. On the basisof this evaluation, two
recommendations will be given to increase the
affectivity
and productivity of the process. The next investigation
dealswith the scenario in which implementation of
this
process will not work. Lastly, this review
highlights
weaknesses and strengthens of prioritizing process
of
Williamson Company and suggest that whether, this
process will be applicablefor next five years or
not, and

6. will give logical justification of it. This case
analysis will
be divided into following sections.
Analyze the prioritizing process at D. D.
Williamson.
After reviewing the case study of Williamson,
we can find
out that the company has failed to handle
deadlines of
projects and similarly, its management team also failed
to
fulfill its individual projects . So, the established
process
to tackle the lacksof efficiency further weakens
the
position of the company. There is a number of
projects in
line which consider as grave importance due to
lack of
organization. Thus, not having organization cause
delayed
in projects' fulfillment, extrabudgeting, and burden
on the
workforce. These causes ultimately lead the

7. company
towards little growth, low-profit margins and put the
company at risk in the market.
The prioritizing process of Williamson consisted of
four
step. This four-step method is used to evaluate,
organize
and select the most important project. These
four steps
are following;
• Establishment of criteria for
prioritizing projects
• Evaluate the single criteria
• Enlist all projects
• Lastly, select projects according to
their ratings and
criteria evaluation
These four stepswork in a systematic order to
accomplish
its goals. For delegating the power of project
evaluation to
each team member, each team member is asked to

8. write
threedifferent criteria for each project. Thus, three
criteria's were written on threedifferent papers and
later
distributed to the same group of items. At
the end, each
group was assigned a name. Thus, the
establishment of
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Overused word: important
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criteria is completed through this project. Thus ,
chosen
criteria will be used to measure the adaptability
and fitness
of each project according to principle and policy of
the
company (PAGE, 2010).
In the next step, a criterion groups were allotted a
group
name by managers and scores each criterion on a
rating
scalefrom 1-10. The higher the number, each
criterion

11. achieved on the scale, it determines the
importer of a
project. It is important to state that a group
who achieve a
rating of 10 or 9, it gives preference to
assess each project.
On the otherhand, projects achieving 5 or
less the 5
considered for assessment later in the prioritizing
process.
According to each rating and criteria selected, all
projects
will be redefined in order to place orders
according to
their importance and urgency (Kloppenborg, 2012).
Thus, after the formation of criteria and their weight,
the
list of projects must be redefined. Projected listed as
individual projects but they are in operation in
different
sites, each project should be assessed and reduces
from the
list according to its criteria and weighting. While

12. formulating the list of projects, it is necessary to
include all
otherprojects as well who formally will not include in
the
prospective projects of the company. However, the
criterion is a source of selection and rejection of
a project
from the list. On the otherhand, the most important
point
is to review the most important project among
others
and rank others according to same criteria.
Suggest two (2) recommendations to improve the
prioritizing process.
There are many internal and external issues
which create
the hurdle for organizations to meet their requirements
at
one time.Internal issues like mentioned in D. D.
Williamson's case, lack of communication increases the

13. likelihood to miss opportunities and reduce the growth
of
the company. Therefore, companies adopt
different
prioritizing methods to pick up the important
projects
first. A common observation is that selection of a
project
having maximum importance is oftenrank by
force. All
executives get together and forcefully select
projects. This
use of power ultimately reduce the profit and
puts the
company at risk. Therefore, we recommend two
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suggestions to improve the prioritizing process of
D. D.
Williamson.
The existence of an adequate amount of data is
vital to the
success of a project. In this way, it is
important for
stakeholders to define a project data requirements
in
concise and clear manner. This clarity gives
benefit to
proponents of the proposal to understand the
required
information and thus, enable them to provide
accurate data.
Therefore, data collection templates must be simple,
comprehensive and precise. Another important pointis
that
proponents propose accurate data based on their
correct
estimation and analysis. They must do their homework

17. before presenting the proposal for senior
management.
Similarly, it is also important for managers to
count each
information closely .
For making proposals strong and persuasive, we
need
skills, cross-cultural collaboration, and experience.
So, it is
necessary for a project team to make their
proposal
technically flawless and collaborated on all
grounds. Thus,
it gives credence to the proposal . Thus , it is
highly
recommended to Williamson team to evaluate every
inch
of information for evaluating the project.
Because project
evaluation is basically done on the basisof
data
presented (P. Belliveau,2002).
The second suggestion is to assess each project

18. on its
required cost, risk factors, and expected value. These
three
aspects are difficult to assess individually. For
example, in the case of cost estimation, the only
project
cost is not included. Another cost including opportunity
costsincluding the use of raw material, equipment,
and
othersources. Further, the future costsmust also be
estimated,included and calculated in the total cost.
Although, many companies do not follow
estimation of
cost at the project level. It is not good.
Estimation of a
project cost benefitted the true estimation of cost
which is necessary to monitor, make and review
the project
decisions. Another pointis that companies do not
only
estimate cost of a project but at the same time,it
should

19. also calculate the cost of the alternative project .
Thus,
this makes the process more difficult.
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Create a scenario where the implemented process
at D. D.
Williamson would not work.
This section of the report dealswith the analysis of
the
situation in which the prioritizing process of
Williamson is

22. not applicable. This evaluation gives insight on
the
technical merits of the process and gives high
management a final time to thinkabout the
importance of
the project as compared to otherprojects in the
list. An
example of such a scenario is that when a
project
contradicts with the vision and objectives of the
company.
If working on a project gives you a rank in
Forbes hundred
list although, the project is not related to the
vision of the
company ,this process will not work.
In this way, the company does not have a flexible
work
arrangement policy which becomes a cause to
avoid it's
from being in a list. But the issuearises that
CEO of the
company has someotherpointin his mind. He really

23. wants to pursue that project which rank it
high.Although,
thereare otherprojects in the pipeline which have
potential
to earn high rank to the company. Due to the
decision
making the power of the high officials, that project
may be funded but it will lack proper experience,
resources, and timeline to complete the project. The
possibility of its success would be minimal
because it
needs a special attention, work policy, and formal
working conditions. It will also have negative impacts
on
the global community of workers due to the
absence of
many workers. This process will not also apply in
the
countries where companies do not have same nature
and

24. quantity of resources.
Project five (5) years ahead and speculate
whether or not
D. D. Williamson will be using the same
process. Justify
your answer.
There is not a hard and fast rule to use the
same process
within a time period of five years. The process
of
improvingas stated by the company may or may
not be
used in the same manner. It depends on the
needs and
requirements of the time and project. The main
purpose
behind any improvement process is to highlight
the
weaknesses and strengthens of a process. Thus,
it will lead
removal of unwanted things and enhancement of
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supporting ideas. Further, this process will not
stop at a
time.It requires evaluation and review periodically
to bring
somedesirable changes.

28. Thus, continuity in the improvement process makes
it
possible for the company to assess its position
and bring
describable changes. Another important pointis that
the
technology and hardware involve in the production
of a
specialized product need improvement as well. So,
we can
say that process of improvement is a continuous
process.
Therefore, prioritizing the projects by Williamson
is a
continuous process.
Conclusion
The primary concern of this assignment is to
review the
prioritizing process of D. D. Williams. It is
assessed that
a multi-stage model of prioritizing is a
complex one which
requires intense supervision and resources at every

29. stage.
Hiring of an improvement manager and required
support,
many efforts are required to continue this
process. It is
suggested that to fulfill the data set for each
project. In
this way, data collection methods, presentation, and review
of data are also important . Additional exploration
deals
with the application of this improvement process. It
is not
applicablewhen a project is not harmonious
with the
company's goals and visions. Lastly, it
important to bring
somechanges over time to meet the needs and
requirements of that time.It is not the end of a
process. It is
a continuous process (Grant, 2002).
References
Grant, R. M. (2002). Contemporary Strategy

30. Analysis:
Concepts, Techniques, Applications. New Jersy:
Blackwell
Publishers, .
Kloppenborg, T. (2012). Human Resource Management
.
Mason: : Cengage Learning.
P. Belliveau,A. G. (2002). The PDMA ToolBook
for New
Product Development . London: Wiley.
PAGE, S. (2010). The Power of Business Process
Improvement: 10 Simple Steps to Increase
Effectiveness,
Efficiency, and Adaptability. New York: AMACOM
Div
American Mgmt Assn.
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