MINI-CASE: BUDGETING AT PERFORMANCE BOARDS, INC.
1) What should you do next? What are some of the options at your disposal to ensure that you do not alienate your colleagues?
As the budget is limited and the number of projects in question is multiple, only the best projects which promise the maximum growth for the company can be selected. As the CIO of the firm, my job is to keep the functional manager’s happy and motivated at all times. At the same time I cannot create a void between the sponsors and myself. This type of situation creates a dilemma and needs to be dealt tactfully. As a next step I would:
a) Conduct meetings with my functional managers and explain the situation such that there is no communication gap created b) Create a plan with them to help effectively sell their project to the sponsors c) Explain to them what made the other projects get selected over their projects. d) Help him identify what his project proposal lacked.
2) Are there any structural problems with the budgeting process at Performance Boards, Inc.? What improvements would you suggest for next year—if any?
The performance board is tied down for budget and they need to allocate budgets to different projects. However, at a particular time, not all projects can be fulfilled. Thus only the projects best suited towards the organizations growth can be undertaken in the limited budget. However, the organization should undertake projects which will help sales. Since it is a manufacturing firm, “sales” is an important part of their business line. An increase in sales will lead help the organizations growth and increase in revenue. Performance Boards Inc. should prioritize their pillars when it comes to IT development. Since the industry is digitizing, IT priority in all departments should be created. As a strategy for next year, I would
a) Create a plan where the parked projects could be prioritized. b) The project plans that are parked should simultaneously be worked upon...
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