I would like to share my understanding about Vision Mission and Objectives by showing how they are linked together.
Vision: A High level description of the desired state. Brief, concise and realistic.
This comes from the Board of directors, Executives, Owners etc. (the top level)
For this vision to come true, many things need to be done, some are inter-related. So, we need to know what is the role of each sub-organization or division (the second level) to enable making this vision real, these are our missions.
Mission statements are developed by communications and discussions between the top level and the second level.
Once agreed upon, each Division will have its Mission which is aligned with and contributes to achieving the Organizational Vision.
Then what? These mission statements are broad high level statements… Here comes the need to breakdown each mission statement into a ‘specific set of objectives’:
• Objectives are precise, clear, and include all the work needed to achieve the mission statement.
• Each objective can be ‘owned’ by a middle manager within the division.
• Each objective has its quantitative measures of success (10% cost savings in operations; new software implemented; Establishing a local office for division X in country Y, Expand workforce to include Z qualified civil engineers etc.)
• The owner can determine how to achieve this objective (develop a plan and determine required resources)
• Division Manager approves the resources based on the plan.
• The owner of the objective is responsible for executing the plan and accountable for realizing the measures of success.
Division Managers can then ‘coach and monitor’ while middle managers ‘plan, execute and report’.
This method presents an example of a top-down approach of the Vision-Mission-Objectives chain; and we should be ready for changes in the working environment as follows:
• Tuning the mission statements and objectives as response to small changes
• Reviewing our vision periodically (annually maybe) and update all the above.
Looking forward to see other views and learn from other experiences.
About The Author
- Eng. Samer el Barakeh, MPM, PMP
- Samer el Barakeh was born in Lebanon, 1973. He completed his Bachelor in Engineering-CCE at Beirut Arab University-Lebanon in 1996 with honours. Samer was granted Masters Degree in Project Management (MPM) from the University of Sydney-Australia with honours. He also gained the Project Management Professional (PMP) Credential from The Project Management Institute (PMI). Samer is a member of the Order of Architects and Engineers in Lebanon since 1996, The Project Management Institute (PMI), Arabian Gulf Chapter (AGC-PMI) and Lebanon Chapter-PMI. During his 13 years of professional experience in Lebanon, Australia and Saudi Arabia, Samer held many positions among them: Telecommunication Site Engineer, Site Manager, Low Current Service Head, and he is currently Senior Systems Analyst at the General Project Construction Division. Samer is a Project Management Consultant and Training Provider for universal organizations like Business Management Consultants (USA) www.bmc-online.com and PMCTQuest (Canada) www.pmctquest.com Samer is a Registered Training Provider for Project Management Professional (PMP), and he provides training in Program Management, Portfolio Management,PMO...
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- Practical Solutions 3 of 6: Leverage Organisational Culture Barrier (1)
- Practical Solutions 4 of 6: Organisational Cultural Alignment (1)
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- The Upper Hand… Leadership skills or Processes? (1)
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- Vision Mission and Objectives What and Why? (1)
- What is meant by Portfolio and Programme Management (1)
- Why Partnering in Organizations? (1)
June 22, 2008
Vision Mission and Objectives What and Why!?
Posted by Eng. Samer el Barakeh, MPM, PMP at 12:07 PM
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All Titles
A comparison between PMBOK and Prince2 Methodologies and reflection on case study examples
ABC to Avoid Project Failure
Business Case and Quantitative Benefits
Do we need more 'Planners' ?
Fasilitator in Partnering-A Coincise Shot
How to Ensure Stratgic Alignment of Our Projects?
Individual Dissimilarity and Team Work
Knowledge Management
Maturity Models-The Pros and Cons
Organizational Advantages from Partnering
Organizational Maturity: Lets Head Upwards...
Organizational Strategy and Project Alignement
Practical Solutions 1 of 6: Introduce RMMM
Practical Solutions 2 of 6: Facilitate Change to Perk up Maturity
Practical Solutions 3 of 6: Leverage Organisational Culture Barrier
Practical Solutions 4 of 6: Organisational Cultural Alignment
Practical Solutions 5 of 6: Defining a Unified Decision Making Tool
Practical Solutions 6 of 6: Understanding The Paradox of Control
Programme Management to Implement Strategy
Project Management and Construction Management
Project Managers relocated before Proper Project Closure and Learning Lessons
Project Managers' Power
Strategic Planning
Successful Project Management Office-PMO
System Thinking: Archetypes at Work...
The Partnering Change Process
The Upper Hand… Leadership skills or Processes?
Thinking about change needed? Maybe you should be more ‘worried’ about how to make it real
Vision Mission and Objectives What and Why?
What is meant by Portfolio and Programme Management
Why Partnering in Organizations?
Hi Samer,
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Thanks and I look forward to your submittal!
Ron
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