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Vision and Transformational Flow Tutorial

1 Vision and Transformational Flow

This lesson focuses on the vision statement in the transformational flow, and the roles and their areas of focus in developing and achieving the vision. Let us begin with the objectives of this lesson in the next screen.

2 Objectives

By the end of this lesson, you will be able to: ? Describe the development of vision statement in transformational flow ? Discuss the roles and their areas of focus in developing and achieving the vision Let us review the vision statement in the transformational flow, in the next screen.

3 Vision Statement Transformational Flow

The image on the screen explains the development of the vision statement in the transformational flow. Identifying the programme is the stage where the vision statement is drafted. Next step is ‘defining a programme’. Here, the vision statement is modified and a baseline for the same is developed. The Senior Responsible Owner or SRO (read as S-R-O) develops the vision statement with inputs from the Programme Manager and the Business Change Manager. The SRO also ensures that the other documents prepared in ‘defining the programme’, like blueprint, business case and benefits plan are in sync with the vision statement. The SRO then communicates the vision. The Sponsoring Group or SG contributes to the vision and when satisfied, they formally approve; thereby, committing to the vision and the programme. In ‘managing the tranches’, the vision acts as a guide to a programme. Each change in the programme is validated against the vision to ensure achievements in the planned benefits. Before ‘delivering the capability’, project teams are made aware of their contribution to the vision. This helps to ensure greater involvement from the project teams. To ‘realise the benefits’, it is ensured that all benefits are delivered as guided by the vision statement. Before ‘closing the programme’, it is verified if the vision has been achieved. It is where we decide if the programme has failed or succeeded. In the next screen, we will review the roles and areas of focus in developing and achieving the vision.

4 Rolesand Areas of Focus in Developing and Achieving Vision

We will start by discussing the role of the Senior Responsible Owner. The Senior Responsible Owner is responsible for engaging the Sponsoring Group in the development of vision statement. The Sponsoring Group will provide their inputs and help to understand what is expected from the programme. The SRO is also responsible for creating the vision statement document which is reviewed by the senior support team and finally approved by the Sponsoring Group. Once the vision statement is approved, it means that the programme has gained the endorsement and commitment of the Sponsoring Group and senior support team. Once the commitment is received, the SRO has to ensure that organisation is capable of achieving the transformation described. For this, they need to provide all resources and support to the selected programme team and guide them with clear and effective leadership. During the lifecycle of the programme, the SRO should maintain focus on the vision. The SRO can authorise any change or formal interpretations to the vision statement. The Programme Manager is responsible for developing the programme documentation such that it is aligned to the vision statement. Examples of such documents are blueprint, business case, projects dossier, etc. The Programme Manager also ensures that the vision statement supports the programme communications plan and is easy to communicate. They have to make sure that the development of the blueprint is based on the vision statement. They should also ensure that the final planned capability is reflecting the output promised in the vision statement document. In case of any changes or updates to the vision statement, the Programme Manager has to ensure that all other documents are edited to maintain alignment. The Business Change Managers should support the SRO in the development of vision statement by contributing information on their business area that will be changed by the programme. As they have more operational knowledge, they are in a better position to contribute to the vision statement. Once the vision statement is approved, the Business Change Managers will interpret the vision statement in context of their business operations. Then they will start preparing for the programme and its planned benefits. Other than that, they also assess the impact of the vision statement on business operations, which helps them plan for transition and highlight any risks or issues. It is their responsibility to communicate the vision statement to their area of business and get support from employees and related stakeholders. Once the programme delivers the planned capabilities, the Business Change Managers are responsible for delivering operational changes needed to achieve the desired end state. The Programme Office is responsible for configuration management of the vision statement document. This ensures that correct and updated versions are available to everyone. In the next screen, we will discuss the purpose and content of vision statement.

5 Vision Statement Information

As we have discussed during the course of this lesson, a vision statement is used to communicate the end goal of a programme. It is communicated repeatedly to stakeholders to ensure that they understand it and relate to it. A vision statement should include a clear statement of the goal which should be preferably short and easy to remember. It should also include any imposed constraints, for example timelines to deliver. It should provide a context for programme and project teams so that they feel involved to deliver the programme. In addition, it should include any relevant information to help set expectations and context within a broader business context. This is useful and helps to get buy-in from more stakeholders. A vision statement should also include any information to support justification for change that will help stakeholders understand its importance, and also emphasise on what they stand to lose, if the change is not supported. In the next screen, we will focus on an example based on the concepts discussed.

6 Vision Problem Statement

Kylie Honkele, the CFO of Nutri Worldwide Inc., is working with William Cooke, the EVP of the R&D department to build a vision statement for the Nutri Snack programme. They have proposed the following points to be included in the vision statement: ? Increase sales by 30% within 2 years of launch ? Aim to be the trendsetter in healthy evening snacks segment ? Health of the buyer is wealth for Nutri Worldwide Inc. ? Hiring the best R&D specialists ? ISO approved packaging units ? Launch in the next 14 months In the next screen, let us discuss the merits and demerits of including these points in the vision statement.

7 Vision Solution

The merits and demerits of including the points in the vision statement can be analysed as follows: Increase the sales by 30% within 2 years of launch is not a good choice for the vision statement as a good vision statement should avoid using detailed performance targets. Aim to be the trend setter in healthy evening snacks segment is a good choice as the statement is aimed at the broadest group of stakeholders including employees and shareholders. Health of the buyer is wealth for Nutri Worldwide is a good choice for the vision statement as it is aimed at consumers. Hiring the best R&D specialists has no relevance to a vision statement and therefore should not be included. ISO-approved packaging units are not related to vision and hence need not be included in a vision statement. A vision statement should avoid using target dates. So the point stating the programme launch plan should not be included.

8 Summary

Let us summarise what we have learnt in this lesson: ? The vision statement is drafted during the defining a programme transformational flow. ? The vision acts as a guide to a programme during the managing the tranche transformational flow. ? The SRO, the Programme Manager, the BCM and the Programme Office play an important role in realising the vision. ? The SRO helps in creating the vision statement document and authorises any change or formal interpretation to the vision statement. Next, we will look at a few questions based on the lessons covered so far.

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  • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

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