<Project Name> - Vision

1. <Project Name> - Vision The Vision for <Project Name> This should be a succinct statement of what the future state will look like after the project is delivered. Objectives Guiding Principles Key Performance Indicators • List 3 – 5 objectives that will drive towards achieving the vision • Start with an action verb • See slide 3 for further details • List 3 – 5 guiding principles that will serve as foundation and guide rails for the project. • See slide 4 for further details • For each objective describe how you will measure success? What metrics or KPIs will be used to confirm that the objective has been met? • Every objective should have a KPI. • See slide 5 for further details

2. VISION GUIDELINES: Delete this slide after you have completed slide one. • The vision should clearly and succinctly describe the desired future state from an academic or administrative perspective. • Try to summarize your vision using a powerful phrase. A simple memorable phrase to capture the essence will add to the effectiveness of the vision statement. This phrase will serve as a trigger to the rest of the vision in the minds of everyone who read it. For example, “A personal computer running Microsoft software in every home.” • The vision statement should not describe details of advantages, benefits or features of the solution. Nor should it include the implementation details, what technology will be used, who is responsible, schedule or costs. • A clear vision becomes particularly important in multi-stakeholder efforts when partners may have radically different ideas of what they would like to accomplish. A clear, effectively communicated vision can prevent many problems and help project teams negotiate stakeholder contention. Without a clear vision the guide rails blur causing confusion among project team and stakeholders about the project scope. • A well-crafted vision statement grabs and directs the project team’s attention, sets their agenda, and energizes their work. This statement becomes the common starting point for discussion about more specific activities and outcomes. • Ideally, the vision should come from the project sponsor or the product owner – after all they should have some idea about what outcome they expect. However, in practice, it is frequently the business analysts and the project manager who are responsible for writing the vision statement and then gaining the endorsement of the sponsor.

3. Strategic Objectives Guidelines - Delete this slide after you have completed slide one. • Strategic Objectives are key deliverables or accomplishments the project will complete in order to achieve the vision. • Objectives are the HOW of the project definition. They are actions that will be taken to achieve the project vision. • Objectives start with an action verb: start, improve, create, establish, and inventare examples. • Objectives should be specific, measurable actions that will be undertaken to achieve the vision. • Objectives should be outcome focused. • To avoid multiple interpretations of “done” any ambiguity should be eliminated. • Keep objectives simple • Good objectives are SMART (specific, measurable, action-driven, realistic, time-bound) • Every objective should have a KPI (see next page)

4. Guiding Principles – Delete this slide when slide one is complete • Guiding principles are the “rules of the road” that the project team will follow as the project progresses. • These are foundational principles or behaviors that the team believes will help ensure success. • Examples: • No gold plating • Keep it simple • No core code customization • Frequent, small releases of working product are preferred • User interface design will be consistent with project xyz • Lead by example • Ensure organizations are ready for change • No superfluous paper

5. Key Performance Indicators Guidelines– Delete this slide when slide one is done. • Limit the number of key performance indicators (KPIs). A good rule of thumb is a one KPI for each objective. • Know what you are going to measure and HOW you are going to measure it. • A Quantifiable Indicator. A KPI must be measurable. "Make faculty more successful" is not an effective KPI without some way to measure the success of your faculty. "Be the most convenient drugstore" won't work either if there is no way to measure convenience. It is also important for KPI definitions to remain stable from year to year. For a KPI of "increase utilization rates," you need to address considerations like whether to measure by hours or by dollars. • Performance Measurement.KPIs are used to measure the performance of a project or organization, frequently through activities such as performance improvement derived from training, labor utilization rates, or customer satisfaction. KPIs are often tied to strategy through techniques such as the Balanced Scorecard, but they don't have to be as complicated as that to be useful and effective. As with most things, simplicity increases efficacy. • KPIs can differ depending on strategy. They help an organization to measure progress towards their organizational goals, such as increased penetration of existing customers or markets, on-time delivery or reduced scope creep. • Examples: • Improved cycle time from course website request to fulfillment • Reduced number of invoice payment errors. • Reduced average recruitment time for new IT employees