Project Management Plan of VIZIO

Project Management Plan of VIZIO

Introduction

In the era of 21st century where the world has done much advancement in globalization and technology, the operations of the businesses have affected and changed drastically. The businesses are expanded to international markets that has emerged fierce competition in the respective industries they belong to. In such conditions, businesses are needed to develop effective business strategies that help them to maintain their positions in the marketplace and to fight with the competition. Therefore, the following essay is the analysis of a company called Vizio. The essay will cover the company's Strategic Capacity Plan and Portfolio Management Process.

Discussion

Vizio Company Profile

Visio 1.0 was the first product of the Seattle Shapeware Corporation, released in 1992 (from 1990 to 1992 the company was known as Axon Corporation).

In 1995 the company changes its name to Visio Corporation, which remains until 2001

The company's activities associated with the development, sale and support of software for business graphics. The goal was to become the only global standard for creating, storing and sharing of business graphics and charts (both were listed on the main website www.visio.com).

In 1999-2000, company occupies a leading position in the business of computer graphics. In a press release in 1999, Visio Corporation had more than 3 million installations of the product line of Visio in 45 countries in 12 languages. The headquarters of Visio Corporation was in the same place where the headquarters of the Aldus Corporation - Seattle, WA, USA (Seattle, Washington, USA). (www.vizio.com)

The purpose was almost achieved, but this was manifested the attention of more powerful firms. Since 2001, the former chief site of the short sentence sends visitors on www.microsoft.com; products are Visio prefix MS Visio, and the name of the firm ceases to practice.

Strategic Capacity Plan

The problem of production planning plays a major role in manufacturing operations. The problem is deciding what type of product to produce and how much to produce in future periods. Such decisions are based on many factors, including machine hours and man-hours available per period, the desired profit margins, costs of storage, etc.

The capacity planning is critical to the long-term success of an organization. Excess capacity can be as fatal as insufficient capacity, which is demonstrated in administrative practice. When choosing a strategy for capacity, managers must analyze questions like: How much "cushion" needed to handle uncertain and variable demand? Should we expand capacity before the demand is clearly manifest or wait until the last is profiled with greater certainty? It requires a systematic approach to answer these and similar questions and to develop a capacity strategy that is appropriate for every situation. (www.brighthub.com)

Therefore, when a company is running large operations, there are many considerations to make. The biggest factor to consider is the availability of the resources. The biggest role of the company is to effectively match the resource requirement with the available resources. It simply means the company should be efficient enough to meet its resource requirements with the resources it has or it ...