The mission to eliminate Osama Bin Laden had a clearly focused end point, but did not have a target goal date until the spring of 2011. A team with unity of purpose has everyone aligned—like a pack of wolves pursuing their prey. They are focused. Whether your team is a business project team or a Navy Seal Team, be certain that you understand what needs to be done—and by when. Seems simple, but the type of focus a team needs is not always present.
Before you can define a project goal, you and your team need to know WHAT needs to be accomplished. With the scope known, determine a specific goal to accomplish, and, if possible, establish a target date.
When is YOUR journey complete? How will you and the team know? What are the completion criteria? Sometimes, the ultimate destination cannot be defined in full at the outset. A system development and implementation project often will not have a fully defined end point at the beginning of the project. Technical specifications may need to be refined over time, in several iterations. As some of the work is completed, and some milestones are met, new dates for subsequent work and accompanying milestones can be estimated.
Sometimes your team will have a crystal clear goal, and a” brick wall” end date. At other times, you will simply have a list of tasks that, when accomplished, move you closer to achieving a mission, like conducting a variety of tests to measure learning.
When New Balance Athletic Shoe, Inc. launched the Apparel Accelerator Project, the project goal was to complete the installation of the new software system by April 2008. The new system would be a version of a commercial off-the-shelf product, with little or no customization.
Key members of the Apparel Accelerator Project team helped to plan the project. Some had done similar projects before, some had not. All team members were clear about the dates for completion. Teammates knew from the beginning when the project would be complete.
- Scope was defined in the form of a list of specific functions available to users.
- Cost and schedule were estimated.
- A risk workshop was held to define risks, and assign a risk owner. Risk owners had to specify how they would manage and mitigate a risk.
- Scope was managed and controlled using a change order form and approval process. Any suggestion for a change had to be analyzed for the impact on cost, resources, and schedule. Change orders were reviewed and approved by the Steering Committee, which included the business sponsor and finance.
To unify your team, and align yourself with your team’s purpose:
- Before you join a team, or when you join a team, find out the goal or mission. Ensure that you can align your personal goals with the team.
- Determine the requirements and scope of the effort.
- Help to plan the project and define the goal or mission.
- Find out the completion criteria and acceptance criteria for the effort.
- Help the team stay focused on the goal or mission.
- Update and revise the plan and goal as you go.
- Be sure there is a written agreement or formal contract with your client or customer.
Thomas Charles Belanger is the author of Teamwork in Ten Days: Building Successful Teams in the Arts, Sports, Business, and Government, available at Amazon.com and Barnes and Noble.
©2012, Thomas Belanger
