DEVELOPING A MISSION, VISION, GOALS, AND

OBJECTIVES FOR THE PROJECT

DEFINING THE PROBLEM

Every project or challenge we face has a problem to solve, but it’s easy to overlook how we define that
problem. How we define a problem can affect how we solve it, so it's important to get it right from the start.
Example Case: The Broken Car
Let’s say your car stops working and you’re worried you won’t be able to get to work. The immediate
thought might be: "How do I repair my car?" But is that the real problem?
The core issue is that you can’t get to work, not just that the car is broken. The problem might have other
solutions: can you take the bus? Could you carpool with a co-worker? Could you ride a bike?
By focusing on the repair, you might miss other ways to solve the bigger issue.
Common Mistakes When Defining Problems
Many people make the following mistakes when defining a problem:
A. Defining the Problem in Terms of a Solution
Sometimes, we define the problem as "How do I solve X?" instead of focusing on the actual issue.
Example Mistake: "How do I fix my car?" Better Approach: "How do I get to work?"
By focusing too early on a specific solution, we might miss other possible options.
B. Blaming People for the Problem
Another common mistake is defining the problem as a people issue. For example, if salespeople aren’t
selling a product, it might be tempting to say, “The salespeople are the problem.” But is the problem really
the people? Maybe the product isn’t right for the market, or the competition is stronger.
Example Mistake: "The salespeople can’t sell."
Better Approach: "Why isn’t the product selling? Is it the market, the product, or something else?"
When we focus on people as the problem, we might overlook bigger, more important issues.
C. Confusing Goals with Problems
A goal is something you want to achieve, while a problem is something that’s preventing you from reaching
that goal. For example, if your goal is to increase sales, the problem isn’t the goal itself, but the obstacles
that are making it hard to reach that goal.
Example Mistake: "The goal is to increase sales" (without recognizing the obstacles).
Better Approach: "What is stopping us from increasing sales? Is it the product, marketing, or competition?"
Problem solving involves finding ways to deal with obstacles: they must be overcome, bypassed, or
removed.
CONFUSION OF TERMS
When solving a problem, people often confuse mission, vision, goals, and objectives because they sound
similar. However, understanding the difference between them is essential for effective decision-making and
planning. This outline will help clarify these concepts using a simple example of a person moving to a new
city and searching for a home.
Identifying the Problem
 A problem is a gap between the current state and the desired state.
 Example, the person is moving to a new city but has no place to live.
 The problem statement: "I have no place to live."
  Defining the problem correctly is the first step in finding a solution.
What is Vision?
 Vision is the desired future state or ultimate goal. It defines what success looks like.
 In this case, the person’s vision is to have a home that fits specific needs and preferences.
 The vision may include:
o Must-haves: 3 bedrooms, 2,500 sq. ft., a garage
o Wants: A home office, a large family room
o Nice-to-haves: A fireplace, a basement
 Vision is important because it provides a clear picture of what is needed.

What is Mission?

 A mission is the process or set of actions taken to achieve the vision. It focuses on how to close the
gap between the problem and the desired outcome.
 Mission Statement: "To find a place that meets all must-have requirements and as many of the
preferred features as possible."

In other words, the mission drives the process of searching, evaluating, and selecting a home that aligns
with the vision. It ensures that decisions are made systematically rather than randomly.

 Without a mission, a person may settle for any available home, even if it does not meet key needs.

Goals vs. Objectives

While mission and vision set the direction, goals and objectives help achieve them.
 Goals are general statements that support the mission. Example:
o "Search for available homes in the new city."
o "Compare housing options within a budget."
 Objectives are specific, measurable steps to accomplish goals. Examples:
o "Visit five houses within the next two weeks."
o "Finalize a rental agreement by the end of the month."
 Goals provide direction, while objectives make them actionable.
By setting clear goals and objectives, the mission becomes actionable and measurable, ensuring that
progress is made toward achieving the vision.
Chevron Model
 A structured diagram can help visualize
the relationship between the problem,
mission, and vision.
 It categorizes requirements into three
groups: must-haves, wants, and nice-to-
haves.
 This method helps in prioritizing what is
essential versus optional.
Understanding the difference between mission, vision, goals, and objectives is crucial for solving problems
effectively.
 Vision defines the ideal future state.
 Mission focuses on the actions needed to achieve that vision.
 Goals set the direction, and objectives make them measurable.
Real World
In theory, we define a problem, establish a vision, and then develop a mission to solve it. However, in the
real world, this process often happens in reverse. Employees and project teams are frequently assigned a
mission without a clear problem statement or vision.
In practice, organizations rarely define problems first. Instead, they assign missions based on assumed
problems.
Common Real-World Scenarios:
 A manager assigns a project to improve customer service without identifying what the specific
problem is.
 A company launches a new product without clarifying what gap it fills in the market.
 A government agency funds an infrastructure project without assessing actual community needs.
Example:
A company’s CEO assigns a mission: “Develop a new e-commerce platform.”
 Is the problem a lack of online presence?
 Is it poor customer engagement?
 Is the goal to compete with a rival?
 Is there even a real demand for this platform?
If the team does not clarify the underlying problem, they might build the wrong solution.
A mission must be grounded in a clearly defined problem. A successful project aligns all three
components—mission, vision, and problem statement.
Sometimes, sponsors define the wrong problem, leading to wasted resources.
Understanding the Real Mission of Every Project
A project’s mission is not just about completing tasks—it’s about achieving the customer’s vision. The true
mission of any project is to satisfy the customer’s needs, whether they are explicitly stated or need to be
interpreted.
The mission of the project can be written by answering two questions:
1. What are we going to do?
2. For whom are we going to do it?
The mission is always to meet the customer’s needs, not just to complete a task.
Example Scenario:
A company is launching a mobile banking app. The assigned mission is:

 Develop a secure and user-friendly mobile banking application.

But what is the real mission? It should focus on the customer’s needs:

 Provide a seamless and secure mobile banking experience that allows customers to manage their
finances easily.
The second statement puts the customer's needs at the center, ensuring the project is outcome-focused, not
just task-driven.
Customers don’t always know what they need. It’s the project team’s job to translate their desires into clear
requirements.
The mission statement defines what you are doing; how you are going to do it is project strategy and
should be dealt with separately
DEVELOPING PROJECT OBJECTIVES
Once a mission statement has been developed, the next step is to create specific objectives that define the
desired end results necessary for achieving the mission. Unlike the mission statement, which provides a
broad purpose, objectives are more precise, measurable, and action-driven.
Objective:
 A desired outcome or result that must be achieved (e.g., "Develop a one-minute commercial").
Task:
 An activity performed to achieve that objective (e.g., "Write a script," "Hire a production team").
Objectives are usually nouns, while tasks are verbs (indicating action).
The SMART Criteria for Setting Objectives
To ensure objectives are clear and effective, they should follow the SMART framework:
1. Specific – Clearly defined with no ambiguity.
2. Measurable – Can be quantified or evaluated.
3. Attainable – Realistic and achievable.
4. Realistic – Aligns with available resources and constraints.
5. Time-limited – Has a defined deadline.
Example SMART Objective:
Develop a one-minute commercial for WXYZ to solicit contributions and air it on local TV stations by June
5, 2016.
Dr. W. Edwards Deming raises concerns about quantifying objectives:
 If a system is stable, output is predictable, making quotas unnecessary.
 If a system is unstable, setting a quota is unreliable since performance varies.
 People’s performance has variability, making attainability hard to define.
Two key questions to set and monitor objectives effectively:
1. What is our desired outcome? This is called the outcome frame. It helps focused on the result trying
to achieve, rather than on the effort being expended to get there.

2. How will we know when we achieve it? Called the evidence question. This question is very useful
for establishing exit criteria for objectives that cannot be quantified
ASSESSING PROJECT RISKS: A STRATEGIC APPROACH
Once project objectives are set, the next step is to create a plan to achieve them. However, plans don’t
always go as expected, and unforeseen risks can threaten project success. Risk assessment helps identify
potential obstacles and develop contingencies to mitigate them.
It is a critical step in project management that helps teams anticipate and plan for potential challenges.
While not all risks can be predicted, identifying major risks and creating contingency plans improves the
chances of project success.
How to Conduct a Risk Analysis
The simplest way to assess risks is to ask:
“What could go wrong?”
“What could prevent us from achieving our objective?”
A structured approach involves:
1. Listing potential risks – Brainstorm all possible issues that could disrupt the project.
2. Developing contingencies – Identify solutions or preventive actions to manage each risk.
Risk Analysis in a Photography Project

It is helpful to assess risks of failure of the following:

1. The schedule
2. The budget
3. Project quality
4. Customer satisfaction
Benefits of Risk Analysis
Prevention & Preparedness: Identifying risks early can help avert potential problems.
Backup Plans: Even if a risk cannot be avoided, having a contingency plan minimizes its impact.
Positive Approach: Risk analysis focuses on solutions, rather than just identifying problems.
Efficiency: Avoids "analysis paralysis"—the tendency to over analyze and slow down decision-making.