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Vision and Transformational Flow Tutorial

Welcome to the vision and transformational flow tutorial offered by Simplilearn. The tutorial is part of the MSP® Foundation and Practitioner course.

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.

In the previous chapter, we learned about the first governance theme, that is program organization. We discussed the different roles and responsibilities required to make a program a successful venture. In this lesson, we will understand the second governance theme, which is the concept and importance of vision for an organization.

Let us begin with the objectives of this lesson in the next section.


By the end of this vision and transformational flow tutorial, you will be able to:

  • Describe the functions and qualities of a vision statement

  • Explain the differences between vision and mission

  • Describe the development of vision statement in transformational flow

  • Discuss the roles and their areas of focus in developing and achieving the vision

MSP Framework

The MSP® framework diagram is shown below. In the MSP framework diagram, we can observe that vision is placed in the second circle along with other governance themes. Vision is the theme that defines a program’s direction.

Vision becomes part of a program at an early stage and evolves completely in the ‘defining a program’ transformational flow. In the next section, we will look at the introduction to vision.

Vision Introduction

Vision is the picture of a better future. In terms of a program, it can be said that it is a snapshot of the future ‘to-be’ state of an organization, once all benefits and outcomes aimed by the program have been realized.

The features of a vision statement are as follows:

  • A vision statement encapsulates the vision and is used to communicate the desired future ‘to-be’ state to all stakeholders.

  • It is the outward-facing description of the future state following program delivery.

We will focus on the functions of a vision statement in the next section.

Vision Statement Functions

For any program, stakeholders’ commitment is one of the most important ingredients for success. However, if the stakeholders are not sure of what the program is going to achieve, it will be impossible to get support from them.

The functions of a good vision statement are as follows:

  • Vision shares the scenario where a successful outcome of the program will change things for the better. Thus it enables stakeholders to see the bigger picture, has a sense of belonging if they are involved and know towards what they are contributing.

  • In a program, all stakeholders may not intend to offer their support. Some might oppose and some might not, while there might be a few who would be unsure of their own intentions. The vision shows what can be achieved by supporting the program.

  • Vision also helps to get buy-in from stakeholders. Vision is not aimed at an individual or particular stakeholders; it is common for all.

  • The vision represents a future scenario and explains the benefits such as improving the current scenario or creating something new, unique and beneficial, once the program is completed successfully.

  • Other than sharing the ideas with stakeholders, vision also works as a tool that helps to align the program with the objectives. During the course of the program, there might be situations where the program may lose track of its purpose. In these scenarios, vision helps the program to align itself with organizational strategies.

  • The vision statement can undergo minor changes during the course of the program, but frequent and major changes in vision will show that the program is unsure of its own commitments. Thus, it is advised not to change the vision statement without a strong reason for doing so.

  • Vision also helps in getting inputs to develop a blueprint. In fact, if the vision is the destination of a program, then the blueprint will serve as the path to achieve it.

Let us discuss the qualities of a good vision statement in the next section.

Qualities of a Good Vision Statement

The qualities of a good vision statement are as follows:

  • A vision statement is written keeping the future state in mind.

  • It is a snapshot of an organization's status in the future.

  • The vision statement should use a simple language so that it becomes easy for people to grasp it.

  • The statement should be short and simple.

  • A vision statement should be verifiable; which means, it should not be too generic.

  • The vision statement should not include scenarios in order to impress stakeholders. The success of a program depends on what is delivered with respect to what was promised to be delivered.

  • Vision needs to be flexible to ensure that all opportunities that come up during the course of the program will be maximized.

  • Opportunities cannot be lost simply because they are not a part of the vision. If extra benefits to the organization can be achieved and are not yet part of the vision, they can be added to the vision. But this should be done only if it is a major benefit, else vision should not be changed.

  • Vision should not be aimed at a particular stakeholder. Often the focus is only on investors and political or legal impacts that might affect the program; instead, the focus should be on all those who are affected by the program and those who support the program.

  • A stakeholder map should be used to analyze the impacts and efforts to include benefits for each stakeholder. Also, a vision statement should describe a promising future.

  • Most successful vision statements are the ones that can stimulate positive emotions in people. These emotions are related to motivation, accomplishment, happiness, etc.

  • Too many details should not be included in the vision statement. Target dates should not be added unless it is absolutely necessary, as it will create confusion.

  • The vision statement should neither be too dry or factual nor should it be too emotional. Thus, using statistical and numerical targets in a vision statement should be avoided.

Let us review a few sample vision statements, in the next section.

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Sample Vision Statements

Here are a few sample vision statements:

First Vision Statement

The first vision statement given here is, ‘Our vision is to be earth's most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online’. This is the vision statement of the company Amazon.

The first thing that comes to our mind is, whether they are on their way to achieving the stated vision as is expected. From the latter part of the sentence, that is, “…find and discover anything they might want to buy online”, it is evident that the company is trying to achieve their vision.

Second Vision Statement

The second statement given here is: ‘To help people enjoy life, or offer an affordable solution to health care.’ This is a one-liner that manages to convey the vision effectively. So, there is no need for a whole paragraph to develop a vision statement, as sometimes a line is enough.

Third Vision Statement

The third vision statement that we find here is: ‘Develop, deploy and manage a diverse set of scalable and strategic knowledge management tools to serve our customers, improving the possibility of overall satisfaction among our diverse customer profiles.’

This statement is lengthier, but no matter how many times it is read, we can only come across some general terms. This is an example of a vague vision.

Fourth Vision Statement

The last vision statement that we will discuss is, ‘There will be a personal computer on every desk running our software.’ This statement is short, ambitious and motivating as it aims to be universal. It comes from Microsoft, and this vision statement was devised at a time when personal computers were not so prevalent and the idea of the same was considered to be ridiculous.

In the next section, we will discuss the differences between organizational vision and mission.

Vision vs. Mission

The differences between vision and mission are given below:



A vision statement is written in the future tense and focuses on a better future for an organization.

The mission focuses on answering why an organization exists.

It presents the idea of where the organization wants to reach in the future.

It shares how the organization will reach where they want to be.

The focus is more on what the organization wants to do going forward, when they want to do it and how they want to do it.

It also focuses on the work that the organization does today, for whom they work and the benefits they bring through their work.

Vision Statement Transformational Flow

The development of the vision statement in the transformational flow is given here:

Identifying a Program

Identifying the program is the first stage where the vision statement is drafted.

Defining a Program

Next step is ‘defining a program’. 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 Program Manager, and the Business Change Manager.

The SRO also ensures that the other documents prepared in ‘defining the program’, like the 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 program.

Managing Tranches

In ‘managing the tranches’, the vision acts as a guide to a program. Each change in the program is validated against the vision to ensure achievements in the planned benefits.

Delivering Capability

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.

Realizing Benefits

To ‘realize the benefits’, it is ensured that all benefits are delivered as guided by the vision statement.

Closing a Program

Before ‘closing the program’, it is verified if the vision has been achieved. It is where we decide if the program has failed or succeeded.

In the next section, we will review the roles and areas of focus in developing and achieving the vision.

Roles and Areas of Focus in Developing and Achieving Vision

The roles and their areas of focus in developing and achieving vision are as follows:

Senior Responsible Owner

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 program.

  • 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 program 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 the organization is capable of achieving the transformation described. For this, they need to provide all resources and support to the selected program team and guide them with clear and effective leadership.

  • During the lifecycle of the program, the SRO should maintain focus on the vision.

  • The SRO can authorize any formal interpretations or change to the vision statement.

Program Manager

The Program Manager performs the following functions:

  • The Program Manager is responsible for developing the program documentation such that it is aligned with the vision statement. Examples of such documents are the blueprint, business case, projects dossier, etc.

  • The Program Manager also ensures that the vision statement supports the program 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 Program Manager has to ensure that all other documents are edited to maintain alignment.

Business Change Manager

The Business Change Manager (BCM) performs the following functions:

  • 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 program. As they have the 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 the context of their business operations.

  • Then they will start preparing for the program 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 program delivers the planned capabilities, the Business Change Managers are responsible for delivering operational changes needed to achieve the desired end state.

Program Office

The Program Office performs the following functions:

  • The Program 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 section, we will discuss the purpose and content of the vision statement.

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 program. It is communicated repeatedly to stakeholders to ensure that they understand it and relate to it.

The composition of a vision statement can be described as:

  • 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 program and project teams so that they feel involved to deliver the program.

  • 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 emphasize on what they stand to lose if the change is not supported.

In the next section, we will focus on an example based on the concepts discussed.

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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 program.

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

  • The 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 section, let us discuss the merits and demerits of including these points in the vision statement.

Vision Solution

The merits and demerits of including the points in the vision statement are given here:

Increase sales by 30% within 2 years of launch

This is not a good choice as a good vision statement should avoid using detailed performance targets.

Aim to be the trendsetter in healthy evening snacks segment

This is a good choice as the statement is aimed at the broadest group of stakeholders including employees and shareholders.

The health of the buyer is wealth for NutriWorldwide Inc.

This is a good choice as it is aimed at consumers.

Hiring the best R&D specialists

This statement has no relevance to a vision statement and therefore should not be included.

ISO-approved packaging units

This statement is not related to vision and hence need not be included in a vision statement.

Launch in another 14 months

Vision statement should avoid using target dates. So the point stating the program launch plan should not be included.


Let us summarize what we have learned in this vision and transformational flow tutorial:

  • Vision is the basis for the outcomes and benefits delivered by the program.

  • The most important quality of a vision statement is that it should be short and simple so that it becomes easy for people to grasp it.

  • The focus of a vision statement is on what the organization wants to do going forward. The mission focuses on answering why an organization exists.

  • The vision statement is drafted during the defining a program transformational flow.

  • The vision acts as a guide to a program during the managing the tranche transformational flow.

  • The SRO, the Program Manager, the BCM and the Program Office play an important role in realizing the vision.

  • The SRO helps in creating the vision statement document and authorizes any change or formal interpretation to the vision statement.


With this, we come to an end with the tutorial on Vision and Transformational Flow. In the next chapter, we will focus on MSP Overview of Leadership and Stakeholder Engagement Tutorial.

  • Disclaimer
  • 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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