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Project Portfolio Analysis

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Introduction Riordan Manufacturing roots and core competency stem from Dr. Riordan’s research and development (R&D) focused business model. The focus on R&D has forged a reputation as a partner of any organization with a need for plastic, polymer, and fan component products. Due to the wide variety of applications of these products Riordan has developed long term relationships in several industries including beverage, medical, and manufacturing. The special focus on research allows Riordan to maintain a strategic advantage over competitors due to the scarcity of knowledge related to the creation of materials that support customer requirements. Riordan’s strategic goals are to: * We will strive to be a solution provider for our customers and not be a part of our customer’s challenges. * Long-term relationships will be sought by maintaining rigorous quality controls, innovative solutions, a responsive business attitude and reasonable pricing * We are industry leaders in using polymer materials to provide solutions to our customer’s challenges. * We must be focused in achieving and maintaining reasonable profitability to assure that the financial and human capital is available for sustained growth. While broad in scope the goals outline the focus on helping customers achieve their goals as well as maintaining long term profitability for the organization. The current project portfolio provided by Riordan will be evaluated to ensure alignment to the corporate goals and minimize the likelihood of misdirected investment on projects that do not compliment these goals. The evaluation will help to clarify the role projects have in achieving goals however, the benefits will still need to be appropriately communicated. As ... ... middle of paper ... ... as excellent communication tools an effective means to link strategic operations, collaborative ventures, and business plans.” (Smith, 2005). A second strategic roadmap should be developed to support the network and information security projects. This roadmap will need to compliment the Core Systems roadmap however, independent resources should be dedicated to achieve this goal. References MacIntyre, J. (2006, November). The right fit: Executives should enlist project managers as powerful allies when aligning projects with strategy. PM Network, 20(11), 30. Sarbanes-Oxley Act Basics. (2003-2006). Sarbanes-Oxley Essential Information. Retrieved April 7, 2008, from http://www.sox-online.com/basics.html Smith David, (2005). Strategic Roadmaps. Technology Futures Incorporated. Retrieved April 7, 2008, from http://www.tfi.com/pubs/w/pdf/ti_sroadmaps.pdf
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