United Screen Printers: Project Portfolio Process
Professor Walter Bunch
November 16, 2014
The Project Portfolio Process (PPP) attempts to link the organization’s projects directly to the goals and strategy of the organization (Meredith, Shafer, Mantel & Sutton, 2014, p. 22, paragraph 3). This linkage to the goals and strategies of United Screen Printer’s to its project portfolio, not only occurs in the project’s initiation and planning phases, but throughout the life cycle of the project. The first order of business is to place projects into categories of project as they relate to the goals and strategies of United Screen Printers. As illustrated in the analysis of this paper, I’ve developed an Aggregate Project Plan that accomplishes this by assigning the projects into four different project categories. These four categories are: 1) Derivative Projects – these projects are often meant to replace or augment current offerings, 2) Platform Projects – major departures from existing products/service, 3) Breakthrough Projects – typically newer technology and 4) R&D Projects – the projects are “blue-sky,” visionary endeavors (Meredith, Shafer, Mantel & Sutton, 2014, p. 24, paragraph 2). I then created a weighted score card to further categorize, analyze and aligns the projects with the goals and strategies of United Screen Printers. Utilizing these analytical tools I have been able to place the proposed projects for United Screen Printers into their requisite categories, recommend criteria for selecting projects for this year and made recommendations for moving forward with projects.
By analyzing the data provided for the six proposed projects for United Screen Printers, I was able to create an Aggregate Project Plan. An Aggregate Project Plan is one way to position many of the projects (particularly product/service development projects) in in terms of the extent of product and process changes (Meredith, Shafer, Mantel & Sutton, 2014, p. 23, paragraph 4). Here is how I categorized the projects into four project categories: Derivative Projects:
a. ISO 9000 – this project is meant to replace and improve process currently in place. b. Four Color Printers – This project is meant to insource a process and shortens the lead time for four-color proofs. 2. Platform Projects
a. New Large Press – this will become the platform for future offerings and will shorten the lead time on one of the most used machines. 3. Breakthrough Projects
a. Mixing Inks – this project will develop formulas for the mixing of inks so that anyone will be able to perform the task. b. Ink Jet Printers – this projects proposes adding capacity based on newer technology. 4. R&D Projects
a. New Headquarters – this Sacred Cow project would slightly improve operating efficiency
Aggregate Project Plan (source: Google Docs)
The criteria I would use in recommending projects to United Printers would be to use a weighted score card approach. The criteria that I would use for the weighted score card analysis would be Simple Payback, Cost and Process Improvements on a scale from 1 to 4. We would also have to keep in mind that we roughly have $700,000 to spend on projects this year. Payback is the most important of the three criteria and would be weighted at .05 whereas Cost and Process Improvement would be weighted at one half of the importance of payback or .025. Here is the weighted score card represented graphically:
By estimating the highest, lowest and most likely values that costs, revenues and other relevant variables may have and by making some other assumptions about the world, we can estimate outcomes among which we are trying to make selections (Meredith, Shafer, Mantel & Sutton, 2014, p. 22, paragraph 1). Based upon my recommended criteria and the Aggregate Project Plan I would recommend the following projects: 1. New Large Press – the...
Please join StudyMode to read the full document