Prioritizing it Projects
In business, new initiatives allow organizations to continually improve their operations, their products, and the various methods by which they hope to achieve and maintain the most competitive possible market position. In general, all new proposed initiatives are subject to a prospective evaluation to determine whether they are capable of achieving their intended objectives and to quantify the return on investment (ROI) that they represent (Robbins & Judge, 2009). Today, information technology (IT) projects typically dominate many aspects of new project initiatives, simply because those technologies are currently in the evolutionary stage where new business applications emerge and become technically and economically feasible. As is the case with other (i.e. non-IT-related) initiatives, the prudent procedure involves a systematic process whereby projects are first proposed in principle, and then designed in accordance with the fundamental objectives sought by the organization and with full consideration of any potential limitations they represent (George & Jones, 2008; Robbins & Judge, 2009). As a rule, that process consists of the identification of specific criteria that are objective and that lend themselves to quantifiable testing and prioritization to ensure that they will add value to the organization in the manner they are designed to do so (George & Jones, 2008; Robbins & Judge, 2009).
Background of the IT Proposal Evaluation Process
Some of the more important advances in contemporary consumer product marketing and sales functions include the application of digital technology to track consumer purchasing patterns, to target marketing efforts to consumer behavior, and to design product display strategies to maximize profitability. Pioneers in these areas include the largest and most dominant consumer product sellers such as Wal-Mart, Costco, and Target (Byrne, 20041; Byrne, 20042). They have already thoroughly incorporated high-technology mechanisms and systems such as radio frequency identification (RFID) tags in the areas of inventory tracking, product distribution, advance anticipation of...
organization used to manage its new initiatives -- especially new product developments. In the management of new product developments, the organization has to evaluate and understand various factors in relation to the external development. These factors include laws, regulations, economy, and stage of economic development, substitutes, cultural values, and market needs. The organization adopts and integrates the concept of product life cycle (PLC) focusing on incorporation of various stages from
Project Management prioritizing projects d.D. WILLIAMSON Prioritizing Projects at D.D. Williamson Prioritizing Projects at D.D. Williamson As seen from the second chapter, Williamson could have reaped more benefits from project management team through proper training. Miscommunication and disorganization appeared to be the significant issues bedeviling the project (Kloppenborg & Nkomo, 2012). Planning and research formed critical tools for success of the project coupled with the incorporation of strong management skills. Firms work on numerous
Project Management: Case Study in Managing a Complex Shipyard Project in Singapore Background of Complex Shipyard Construction Project Company background Project Overview and Objective Work Process of Building Construction Issue Analysis in Shipyard Construction Project Management Literature Review of Project Management Issues in Scope Management Methodology of Scope Management Lessons Learned from Scope Management Issues in Cost Management Methodology of Cost Management Lessons Learned from Cost Management Issues in Human Resources Methodology of HR Management Lessons Learned from Human Resource Management Case Study in Managing a
Making the IS department more teamed and accountable to their internal customers, the business departments, would need to also be accomplished quickly for IS to deliver value to TMS. The greatest challenge for the CIO to confront was to overcome the resistance to change and lack of accountability that had permeated the company's culture. Cultures are undergoing more transformation that ever before, creating exceptionally high levels of stress in many
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