Infusing Your Project With Vision
What do we mean when we say "vision"?
Vision = imagining an improved future state that the group will make a reality through its work*
Or even more simply: envisioning a future that does not currently exist*
It seems easy to infuse vision into our projects.
Every project, everywhere, is about putting something in place that currently does not exist.
So vision and projects should go hand in hand.
But we often make some common errors.
Error #1: We settle for caretaking versus vision casting.
Project managers are REALLY good at caretaking. In fact, stewardship is one of the 12 project management principles. It means that we excel at making sure all the elements of our project get the attention they need.
While important, it misses vision.
Stewardship needs to be combined with the project principle of Leadership.
It is Leadership that ensures our projects are infused with vision.
Error #2: The Myth of the Mountaintop*
As a project manager, you sit in the middle of the organization.
It is easy to be complacent and think that the vision needs to come from the top.
But vision is not just a C-Suite job. It is your job too.
In fact, I believe your project needs vision in order to survive.
Error #3: Vision just happens and people catch it
The truth is, vision doesn't just happen. And people don't immediately catch it.
This equates vision to catching a cold.
Rather, vision is purposeful. It is communicated. It is lived.
So how to avoid making these errors?
Two thoughts. One is about your mindset. The other is more practical.
I often use the analogy of a project manager being a race car driver. They sit behind the wheel of the car at the beginning of the race, with the goal of driving the car to the finish line.
Project managers drive the car.
There is no getting to the finish line without you. A car cannot drive itself.
So think of yourself as getting behind the wheel. You have the ability to steer the car through traffic and turns to get to that checkered flag.
You have to have vision to get to that checkered flag.
Second, take out a piece of paper. Draw two circles.
Now, think about your project.
Think about the problem the project solves. Your organization is currently "sitting" in the problem.
Write the problem in the first circle. This is where you are NOW.
Next, think about the end goal of the project. But this gets tricky.
It is easy to focus on deliverables:
- house or building completed
- software implemented
- social program created
Deliverables are GOOD and finishing them is indeed a goal of the project.
But vision is not about the deliverables. It is about outcomes.
So in that second circle, think about WHERE you want to take your organization.
If you are sitting in a problem NOW, what does the problem-solved state look like?
I will give you one quick example:
I implement 3rd party software for a living.
One department has a TON of documents they maintain. They currently use an outdated document control system. And they have difficulty finding documents even though they have a system.
We are implementing a new document control system for them. The goal is easily managed documents that are EASY to find.
First circle: Difficulty finding documents which leads to wasted time and alternative ways of managing documents outside the system.
Second circle: Relevantly tagged documents that are easy to find, saving time and allowing that team to focus on their core work.
That second circle is your final state.
Now draw an arrow from the first circle to your second circle.
In my example, the vision is NOT implementing new document control software.
The vision is to move people from wasting time to saving time.
So the question I leave you with today:
Are you infusing your project with vision?
If you are interested in learning more about Vision, check out the link below.
Become a Project Leader Who Delivers,
Paul