ABSTRACT
This chapter discusses through a real case example, how to create and use a standard prioritization and project selection criteria that provides equity across all areas to allocate manpower and financial resources for implementing projects. Once the performance scorecards have been developed for all areas in the organization, teams brainstorm ideas to identify projects and initiatives to be undertaken for achieving measures chosen in their scorecards. The process ensures that the projects implemented in different areas are aligned to positively impact the big dot measures at the organization level. The project typically impacts more than one functional area and needs capital investment approval from the financial committee. Once the project fell under the continuous-improvement or organization-wide category, it had to compete against other projects to qualify for resource allocation. Filters for project selection were established, weights were provided for each criterion. Operational definitions for criteria were created to prioritize projects across the organization.
