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MISSION, VISION, PROBLEM STATEMENTI
MISSION, VISION, PROBLEM STATEMENT
If you refer to the first two steps of my model for managing projects, which I have extracted and show in Figure 17–1, you will see that a project almost always begins as a concept, which must be turned into a concrete definition of what the project is going to be. I have also found that most projects tend to fail at this step. The reason is that people want to “get on with it” and do not want to spend time on this step. As I have said, they usually think they all understand and agree on what they are going to do, so there is no need to waste time going over ground that they have already covered.
You will see in Figure 17–1 that three things must be done. A problem statement, vision, and mission statement must be developed. Why a problem statement? Because, as J. M. Juran has said, a project is a problem scheduled for solu- tion. That is, every project is done to solve a problem that the organization has. However, we do not mean problem in the negative sense necessarily. Developing a new product is a problem, albeit a very positive one.
If you refer to the first two steps of my model for managing projects, which I have extracted and show in Figure 17–1, you will see that a project almost always begins as a concept, which must be turned into a concrete definition of what the project is going to be. I have also found that most projects tend to fail at this step. The reason is that people want to “get on with it” and do not want to spend time on this step. As I have said, they usually think they all understand and agree on what they are going to do, so there is no need to waste time going over ground that they have already covered.
You will see in Figure 17–1 that three things must be done. A problem statement, vision, and mission statement must be developed. Why a problem statement? Because, as J. M. Juran has said, a project is a problem scheduled for solu- tion. That is, every project is done to solve a problem that the organization has. However, we do not mean problem in the negative sense necessarily. Developing a new product is a problem, albeit a very positive one.
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MISSION, VISION, PROBLEM STATEMENTIf you refer to the first two steps of my model for managing projects, which I have extracted and show in Figure 17–1, you will see that a project almost always begins as a concept, which must be turned into a concrete definition of what the project is going to be. I have also found that most projects tend to fail at this step. The reason is that people want to “get on with it” and do not want to spend time on this step. As I have said, they usually think they all understand and agree on what they are going to do, so there is no need to waste time going over ground that they have already covered.You will see in Figure 17–1 that three things must be done. A problem statement, vision, and mission statement must be developed. Why a problem statement? Because, as J. M. Juran has said, a project is a problem scheduled for solu- tion. That is, every project is done to solve a problem that the organization has. However, we do not mean problem in the negative sense necessarily. Developing a new product is a problem, albeit a very positive one.
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MISSION, VISION, PROBLEM STATEMENT
If you refer to the first two steps of my model for managing projects, which I have extracted and show in Figure 17–1, you will see that a project almost always begins as a concept, which must be turned into a concrete definition of what the project is going to be. I have also found that most projects tend to fail at this step. The reason is that people want to “get on with it” and do not want to spend time on this step. As I have said, they usually think they all understand and agree on what they are going to do, so there is no need to waste time going over ground that they have already covered.
You will see in Figure 17–1 that three things must be done. A problem statement, vision, and mission statement must be developed. Why a problem statement? Because, as J. M. Juran has said, a project is a problem scheduled for solu- tion. That is, every project is done to solve a problem that the organization has. However, we do not mean problem in the negative sense necessarily. Developing a new product is a problem, albeit a very positive one.
If you refer to the first two steps of my model for managing projects, which I have extracted and show in Figure 17–1, you will see that a project almost always begins as a concept, which must be turned into a concrete definition of what the project is going to be. I have also found that most projects tend to fail at this step. The reason is that people want to “get on with it” and do not want to spend time on this step. As I have said, they usually think they all understand and agree on what they are going to do, so there is no need to waste time going over ground that they have already covered.
You will see in Figure 17–1 that three things must be done. A problem statement, vision, and mission statement must be developed. Why a problem statement? Because, as J. M. Juran has said, a project is a problem scheduled for solu- tion. That is, every project is done to solve a problem that the organization has. However, we do not mean problem in the negative sense necessarily. Developing a new product is a problem, albeit a very positive one.
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