How do you align your project with your organization's vision?

I recommend starting with the company's purpose, often much more compelling than the vision. The purpose is the first step in the hierarchy of purpose, a framework I developed to allow organizations a more effective and efficient prioritization.

Based on the vision of the organization the long term plans are evolved. The long term plans must be in line with the overall purpose as to why the organization was created by the founders. A framework must be developed for effective prioritization of long term & shot term goals.

I like to bring things into actionable insights and functions, so with that regard, here's how I see project alignment with an organization's vision as a must-have for impactful results. First, dig deep to understand the vision, not just as words on a wall but as the organization's true north. Identify where your project's goals sync with this vision; that's your alignment sweet spot. Engage stakeholders early on, not just for buy-in but for invaluable insights that can fine-tune this alignment. Next is articulating how your project will drive key KPIs like revenue growth or cost savings. I would also always remind myself, that alignment isn't static; it's pretty much a living, breathing thing that needs regular check-ins and adjustments.

1. The whole excerpt reads like a waterfall. Consider an agile approach instead where you first build something simple end-to-end very quickly, and then iterate on the functionality. This avoids that you build beautiful technology that cannot or will not be integrated in the existing biz processes. 2. A project should not need to be aligned out of a vision, it should emerge from the vision. This may sound like semantics, but it is a big difference whether I first decide what I want to do and then "align" (aka sell and market) my project, or if I *start* with my customer needs and let those needs define what my project is.

In my experience, We should aim to fully comprehend the vision by encompassing all three layers 1. Core Purpose or Mission:This represents the fundamental reason for an organization's existence, defining its primary function or service. 2. Vision Statement: This is an aspirational description of the organization's long-term goals and the future it aims to create, guiding stakeholders toward a common objective. 3. Strategic Objectives:These are specific, measurable, and time-bound goals that bridge the core purpose and vision, outlining the practical steps to achieve the desired future. Together, these layers provide a comprehensive framework for an organization's direction and guide decision-making and strategy development.

Same comment as above: this is one of the flaws in project management; not many people get engaged with a problem statement (if any at all). Instead, define the purpose of your project, which you can easily find by asking "why" we do this project 3 to 5 times.

Here are two techniques for defining the problem: 1. Root Cause Analysis: Dive deep into the issue to identify its underlying causes rather than just its symptoms. Tools like the "5 Whys" technique can help you systematically trace the problem back to its root causes. This method ensures that you're not merely addressing surface-level issues but tackling the core problems. 2. Problem Statements: Craft a concise and clear problem statement that encapsulates the issue your project seeks to address. A well-structured problem statement typically includes details like the current situation, the undesirable outcomes or challenges, and the desired state. This helps in framing the problem accurately.

One of the most important aspects of an initiative is understanding the 'why.' In project management, defining a problem offers only a partial understanding of this 'why.' While there are various methods to define a problem, it's worth noting that you may not always be looking to solve a specific problem. Often, the intent is to create, rather than to identify issues.

Defining the problem is the key and the most important part of any project. Any mistakes in this process can lead to undesired outcomes. Another crucial aspect of defining the problem is that it must be understood by everyone involved in the project in the same, correct way.

Defining the problem is akin to spotlighting a target in the dark. Sharpen its focus, ensure it mirrors the needs of your organization and its patrons, and employ the right tools to bring it to light. Always remember, a well-defined problem is half-solved!

You can employ various tools and methods for this: 1. Brainstorming: Encourages creative idea generation, fostering innovation and diverse solutions. 2. Design Thinking: Focuses on user needs and experiences, aligning solutions with empathy. 3. Optimization Models: Mathematical models help identify resource-efficient solutions. 4. Simulation Models: Useful for complex solutions, allowing prediction of performance under different conditions. 5. Decision Analysis: Offers a systematic approach to complex decision-making. Additionally, involving stakeholders and customers in testing and evaluation is vital. This iterative process ensures alignment with their specific needs, facilitating refinements and optimization.

It’s also important to include other solution options and be able to delineate why the proposed solution is the best choice for implementation.

At this stage, define "How" to approach the opportunity in terms of smart goals, methodology and benefit management that are going to increase the organization capacity to continue delivery value

In my experience, having co-creation sessions with all stakeholders involved in the project helps with alignment. Also, a human centered design approach should be considered to go about aligning a project to stated vision, mission, or purpose.

This step depends on the scope of your project. As I mentioned in my previous contribution, aligning the vision with the problem offers a limited perspective on what a project requires. While the potential solutions may vary, your project should aim to provide one. Additionally, the guardrails must be wide enough to allow the project to run smoothly.

Communicating the value of the project with both technical & non-technical audience is a critical matter for the success of the project. In light of an optimization model developed within a project, “A great model nobody knows about is not a great model”.

Once you have defined the purpose of your project, make it SMART - that is what you should be communicating with your key stakeholders

Maintain transparent communication with all stakeholders throughout the project. Regular updates can help ensure everyone remains aligned and informed about progress and challenges.

It is important to secure the buy-in of the organisation's leadership. Effectively communicating the value of your project to stakeholders (including leaders) makes it easier to secure their buy-in.

Sharing your project's value is like narrating an enchanting tale. Highlight the transformative impact, paint it with compelling data, and support it with vivid visuals or stories. Tailor your tale to the listener, ensuring they grasp the magic within.

Regular Monitoring and providing feedback on the change process send a message of transparency among the stakeholders in the company.

Using stakeholder analysis, the project manager has to develop a change management plan that has to be endorsed by the steering committee and the executive sponsor. Highly effective communication is the key to success : right message at the right time so that everybody can make a decision), right form, ...).

Upon completion, evaluate and report how well your project contributed to achieving organizational goals. This reflection will help in future projects and reinforce the importance of alignment.

Enacting change is like steering a ship through shifting seas. Navigate with precision, anticipate the winds, and sail collaboratively. Harness robust tools to stay the course, and always keep the crew – stakeholders and customers – onboard with every turn

Whilst we implement the change, do keep in mind the people who might be affected. Having a good channel of communications and a change management plan goes a long way to ensuring success of the project. In this regards, Kotter's 8-steps for leading change is a good reference point.

In modern project management, benefits become the main driver of your projects (not deliverables). An important change as well is that you should not wait till the end of the project to start brining benefits to your organization.

Once understand the "How", evaluate the benefit management plan and look for ways to continuously improve your capacity to continue delivery value during the project iterations.

Remember to share success stories. Communicate the success of your project and how it was aligned with the organization's vision. Share these success stories with colleagues and stakeholders to demonstrate the value of alignment.

One more aspect to consider is the documentation of both successes and failures. If the project's impact provides quantifiable, real, and lasting value within the scope, it's important to identify why this occurred. Preserve these lessons learned for future deployments of similar projects. Doing so will enhance your organization's long-term efficiency