Prioritizing D.D. Williamson

In order for an organization to remain successful, it must be able to fulfill its day-to-day operations without mistakes. If these demands cannot be met, a new project must be created in order to stay in business and ahead of the competition. If an organization has a problem, they can benefit from fixing it by following a formal process for identifying, selecting, initiating, and planning projects (Valacich, 2009).

First, by not conducting research before the kick-off meeting, or creating a project charter for stakeholders to sign, Ms. Briggs failed to gather all the information necessary for the meeting. She also will not have the benefit of lessons learned from similar projects (Dow and Taylor, p. 112). The case study reveals little effort on anyone’s part to setting up a repository for project documentation. Instead, Ms. Briggs intends to learn new software that may have some benefit for scheduling.

As each new project is started, a new team leader may be assigned. The reason for this is with each new project the area of expertise needed may change. These teamwork groups are helpful to the manager. By delegating the responsibility of a project to the designated group, it lessen

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

Larson, E., & Gray, C. (2010). Project management, the managerial process. (5th ed., p. 158).

Projects are used today as a way of achieving a variety of outcomes in local or international locations for new constructions, new product development, product improvement, process design, process improvement, utility installation, theory and technology development, and many more. Bringing a project to a successful conclusion requires the integration of numerous management functions like controlling, directing, team building, communication and others. It also requires cost and schedule management, technical and risk management, conflict and stakeholder 's management, and life cycle management.

Gray, C. F. & Larson, E. W. (2008). _Project Management: The Managerial Process_. Boston, MA: McGraw-Hills Companies, Inc.

In today’s competitive economic climate, most project managers and organizational leadership has concluded the importance of the positive impact that project management leadership has contributed to the organization and on their projects and programs. This positive impact has caused most organizations to implement Project Support Offices (PSO). Within the Project Support Offices (PSO) there will be an understanding of the importance of the as-is and the to-be process is to managing projects and programs. The Project Support Office (PSO) uses this very effective technique in transforming vision into results. This technique is used to develop and populate an As-Is and To-Be diagrams. The As-Is diagram depicts the present state of the organizations, project or program process, culture, and capabilities. The To-Be diagram depicts the desired future state of how the organizations process, culture, and capabilities will look in the future. This case study reviews the goals confronted by the Pizza Delivered Quickly (PDQ) business while further developing the multiple related sub-systems to achieve the Pizza Delivery Quick (PDQ) requirements and be able to manage the project (Wysocki, 2012).

Everyone on the team shares the processes for performing project work, communication, conflict resolution, and decision making. The projectized structure enhances project productivity and efficiency because more time can be devoted to doing work rather than creating systems to support doing the work.

As I participated in this project, I was put in the position of coaching leadership which was a new concept for me. If I was unable to make decisions for the team quickly, then my team would become unorganized very easily. As a result, I learned to take charge

There are four phases in the project life cycle: Initiation, Planning, Implementation, and project Closeout. In the Initiation stage, needs, problems, and opportunities are identified. In this phase, objectives of the project are stated, and ideas to address the problems is developed. In the initiation phase of the Chase Retail Complex project, the opportunity to construct a retail complex is identified, Chase Opportunity has a vision to construct four 10,000 square foot structures. This retail complex will generate adequate revenue to justify the expenditure of the project. This phase additionally involves recruitment of essential personnel such as the project manager, in which Chase has selected me as

D.D. Williamson’s prioritizing process started off not good but once they realized their mistakes they were able to sit down and rethink their prioritizing process. As mentioned, “We took three years and two iterations of our prioritization process to finally settle on an approach that dramatically increased our success rate on critical projects (now called VIPs, or “Vision Impact Projects”). ( Kloppenborg, Nkomo, Fottler, McAfee, 2012) Even though it took them a minimum of three years they realized their mistakes and were able to overcome their negatives results and turn those results into a negative. Not all projects will be successful or even start off successful, but D.D.

In this paper we will examine the process that Friar Tucker used to decide which project to implement that best supported their organizational goals. We will also use similar techniques to create a simple strategic plan outline to be used to guide us on a personal project.

Successful achievement in a project, requires detailed understanding and capabilities of project management. Implementing the given task in the most appropriate ways will result in a successful project.

might include whether or not the project is a mandate, the value it brings to the