Project Charter

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Critique at D. D. Williamson

Elene M. Williams

Dr. Bobbie De Leon & Dr. John H. Carter

HRM 517Course/Number

October 27, 2013

Question # 1- Critique of the Prioritizing Process at D. D. Williamson

Company leadership had to first check their perspective. They took a serious look at all projects on the table and decided which of them had the most to offer the company in the least amount of time. Some projects had high priority and some had an adverse impact on the company’s growth and development. In this case company heads had a chance to take note of how they could turn such impact around. A new game plan had to be mandated.

Somewhere in the leadership circle there had to have been a vision of how to grow and improve the organization. Within five years the company showed significant growth. The leaders then made another assessment concerning projects that weren’t meeting deadlines or budget. In whatever cases these goals weren’t being met, meant that growth opportunities were being missed. A decision was then made to change the prioritization process in an attempt to capture a more favorable set of circumstances.

In 2009 five projects were selected to get special attention. They were tracked and monitored. Weekly meetings were held so that corrective measures could be implemented when necessary. A “ continuous improvement manager” was placed to shadow the utilization of both time and resources.

At the end of the day, all desired results had been achieved. D. D. Williamson positioned itself to satisfy its highest priority, serving customers well. The company continued to strengthen and improve until all desired results were achieved.

Question # 2- One Recommendation to Improve the Prioritizing Process

In 2009, D. D. Williamson made the decision to choose a maximum of 5 “vision import projects.” Whatever these 5 projects were – they should not have remained on the list of high...