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solved assignments semester 4 Q. Describe the different nonnumeric methods for project selection.


Answer: Nonnumeric Selection Methods
The Sacred Cow – In some of the cases, the Chief Executive Officer casually suggests a potential product or service that the organization might offer to its customers. Whatever be the selection process, the project suggested by the top authority is accepted and is shown technically feasible even if the project may not be feasible economically. In such cases, senior managements intelligence and valuable years of experience are ignored. It also overlooks the
value of support from the top of organization, a condition that is necessary for project success.
The Operating/Competitive Necessity – This method selects any project that is necessary for continued operation of a group or facility. If the answer to the question “Is it necessary ____?” question is “yes”, i.e., the project is needed for continuing the business in uninterrupted manner, the project is selected. The same questions can be directed toward the maintenance of a competitive position. A well-known MNC almost decided to sell a facility that manufactured the large, mercury vapor light bulbs used for streetlights and lighting large parking lots. The lighting industry had considerable excess capacity for this type of bulb and the resulting depressed prices meant they could not be sold profitably. The MNC, however, felt that if they dropped these bulbs from their line of lighting products, they might lose a significant portion of all light bulb sales to municipalities. The profits from such sakes were far in excess of the losses on the mercury vapor bulbs.

Comparative Benefits – Many organizations have to select from a list of projects that are complex, difficult to assess, and often non-comparable. Such organization often appoints a selection committee made up of knowledgeable individuals. Each person is asked to arrange a set of potential projects into a rank-ordered set. Typically, each individual judge may use whatever criteria he or she wishes to evaluate projects. Some may use carefully determined technical criteria, but others may try to estimate the projects probable impact on the ability of the organization to meet its goals. While the use of various criteria by different judges may trouble some, it results from a purposeful attempt to get as broad a set of evaluations as possible.

Rank-ordering a small number of projects is not inherently difficult, but when the number of projects exceeds 15 or 20, the difficulty of ordering the group

rises rapidly. The Q-Sort method proposed by Helin and Souder in 1974 is a convenient way to handle the task. First, the projects should be separated into three subsets – „good, „fair and „poor, using the desired criteria. If there are more than seven or eight members in any classification, the group should be divided into two subsets, for instance, “good-plus” and “good-minus”. Subdividing should be continued until no set has more than seven or eight members. After that the items should be ranked in each subset. The subsets should be arranged in order of rank and the entire list will be in order. The steps for the Q-Sort are mentioned below –
Step 1 – For each participant in the exercise, assemble a deck of cards, with name and description of one project on each card
Step 2 – Instruct each participant to divide the deck into two piles, one representing a high priority, the other a low-priority level. (The piles need not be equal.)
Step 3 – Instruct each participant to select cards from each pile to form a third pile representing the medium priority level.
Step 4 – Instruct each participant to select cards from the high-level pile to yield another pile representing the very high level of priority; select cards from the low-level pile representing the very low level priority.
Step 5 – Finally, instruct each participant to survey the selections and shift any card that seems out of place until the classifications are satisfactory.

The selection committee can make a composite ranking from the individual lists any way it chooses. One way would be to number the items on each individual list in order of rank, and add the ranks given to each project by each of the judges. Projects may then be approved in the order of their composite ranks.

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