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Unformatted text preview: untries, whether or not it best meets the needs
of the country’s industry and whether or not the infrastructure necessary to support it exists.
Concurrent Project Management gets all workers affected by a project involved from concept through
completion so that they are informed and can participate in issues that affect them. THE MISSION IDENTIFICATION PROCESS
A mission statement should answer three questions:
1. What do we do?
2. For whom do we do it?
3. How do we go about it?
The first question requires that we focus on objectives, deliverables, or end-results. The second asks us to
identify our customers. The third makes us think about how we are going to achieve the desired results—what
kind of processes or methods we will employ. Naturally, the answer to this question will be very broad.
As an example, suppose a project team is set up to develop a funding program for a local public television
station. The team members see their mission as follows:
Our mission is to develop a program to solicit donations from area viewers to support the
operation of WXYZ during the coming year. This is to be achieved through advertising, public
relations campaigns, the aid of local clubs and service organizations, and special fund-raising
programs aired by WXYZ.
It is not necessary to answer the second question explicitly in this case, since it is obvious who the client is.
This is not always true, so it is generally a good idea to be explicit in identifying the customer.
www.erpvn.net It is also a good idea to get the entire team to participate in developing the statement. By doing so, you get
better buy-in, understanding, and commitment to the mission than is possible when the team leader develops
the statement unilaterally.
Developing a mission statement that can be accepted by an entire team takes time—anywhere from an hour to
months, with a day being fairly typical. Managers often think that they cannot afford to spend so much time
on a mission statement; much better just to draft a statement and communicate it to everyone, they think.
I have found that this is not true. Either you pay now or you pay later. I believe you are better off paying now.
If everyone does not understand the mission of the team, you are in for major problems later on.
Some managers also fall into the trap of thinking that it is almost impossible to gain consensus with groups. It
is true that it takes a lot of time. However, consensus means that everyone is able to support the majority
position, even if each person does not entirely agree with it. Where full support is needed, it is a good idea to
take the time in the beginning to get everyone aligned with the direction in which the team is going. Failure to
do so means that individual contributors will go off on tangents (or even at right angles to the desired
direction), and their work will have to be done over. Most projects cannot afford such waste. EXAMPLE OF PROBLEM AND MISSION STATEMENTS
Suppose you were managing the...
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- Fall '13