Prioritizing Projects at D. D. Williamson

Prioritizing Projects at D. D. Williamson

Geri M. Drewrey

HRM 517 – Managing Human Resource Projects

January 23, 2014

Dr. Lila Jordan

Prioritizing Projects at D. D. Williamson

Critique the prioritizing process D. D. Williamson.

D. D. Williamson is a small privately held company. Founded in 1865 in Louisville, Kentucky, D. D. Williamson has become a global leader in non-artificial colors (Kloppenberg & Nkomo, 2012). The company has grown to nine operating facilities in six countries and supplying many food and beverage companies around the world.

D. D. Williamson had too many projects that were all deemed important. Even though the project was ongoing, some projects were late, over budget, and not achieving the predicted results (Kloppenberg & Nkomo, 2012). With so many active and important projects, the company decided to implement a prioritization matrix. The prioritization matrix was an excellent way to prioritize the company’s projects and improve the budget and on-time rates.

As of 2009, the company made more changes to their prioritization process. They decided to choose no more than five “Vision Impact Projects” that would get high-level focus and attention (Kloppenberg & Nkomo, 2012). Projects are now receiving more in depth attention.

Suggest at least one recommendation to improve the prioritizing process.

Although D. D. Williamson has an effective prioritizing process, any method can be improved. The first thing D. D. Williams can do to improve the prioritizing process. Knowing that whatever process that is done the greatest impact will be on the stakeholder (“Prioritizing Management and Improvement”, 2010). D. D. Williamson could create focus groups to evaluate the success of the prioritizing process. Evaluating what works for the company versus what does not work for the company would be effective for years to come. Also, the focus...