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New Mexico State University Information Technology Strategic Plan

2013 – 2017

July 1, 2013

NMSU Information Technology Strategic Plan Innovation, IT Governance, and Fiscal Responsibility

Table of Contents

CIO Message ................................................................................................................................... 3

Introduction ..................................................................................................................................... 4

IT Mission ....................................................................................................................................... 5

IT Vision ......................................................................................................................................... 5

IT Values ......................................................................................................................................... 5

Strategic Goal Areas ....................................................................................................................... 5

Strategic Information Technology Goals within the context of Living the Vision ........................ 6

Academic Technology and Services ........................................................................................... 7

Information Security and Assurance ........................................................................................... 8

University-wide Technology Solutions ....................................................................................... 9

Network and Communication Services ..................................................................................... 12

Research Support and Advanced Technologies ........................................................................ 13

Innovation, Planning, and Partnerships ..................................................................................... 14

Innovation, Planning, and Partnerships (continued) ................................................................. 15

Appendix A: Glossary of Terms ................................................................................................... 16

July 1, 2013


CIO Message

Strategic Planning is an integral part of the management of higher education. As the world experiences a new set of global communities, institutions of higher education need to respond. Under the direction of executive administration, colleges, departments, and support units must prepare a coordinated effort to direct the assets of the institution towards a set of common goals. Information Technologies (IT) has become part of the foundation for many of the efforts of New Mexico State University. As part of the institution’s strategic planning process, IT continues to plan for the support of institutional goals.

In IT, we recognize that we have a heavy operational component. We are responsible for maintaining, programming, and upgrading the “core” computer and software systems. We are responsible for the telephones, networking, and classroom technology that directly impacts NMSU students. This includes the computing labs and various student-centric projects. And most importantly, we are responsible for these systems 24x7, 365 days a year. We know that without these IT services, the global business of NMSU would be harmed.

Even though we have a large operational task list, it is fundamental that IT have and maintain an IT strategic plan. By engaging faculty, staff, and students, we are able to tune our services to better meet the daily activities of the institution as well as deploy new resources to meet the stated needs for the future. With limited budgets, incremental investment is the only viable tool we have to meet future needs. We have to spend our funds wisely on activities that are strategic to the institution. By maintaining an IT strategic plan, we demonstrate that our investments are consistent with the strategic direction of the institution. Your input is very important!

In the following sections, you will find a living document crafted by many. This document is NMSU’s document, not an IT product. This document is “tuned” by engaging you via multiple outlets: surveys, meetings, and direct community input through suggestions and discussion. We want and need to know the needs of the institution. Whether you are an executive administrator or a research scientist in Clayton, NM, your input is valuable. How can we better serve our community if we do not know what is needed and what can be done?

NMSU’s IT strategic plan has, or will be, reviewed by the many governing bodies and committees that set direction for NMSU. These groups include the University President’s Council, the University Executive Council, the University Data Custodians, the two year campus Presidents and their leadership, Faculty Senate, student leadership, and many more. Our intention is to gather and maintain input from the many constituents who depend upon IT. I hope you will help fine tune this important institution document.

July 1, 2013


Introduction

Information Technology at New Mexico State University (NMSU) is an integral and strategic component in the university’s mission and vision.

NMSU Mission: New Mexico State University is the state’s land-grant university, serving the educational needs of New Mexico’s diverse population through comprehensive programs of education, research, extension education, and public service.

NMSU Vision (Living the Vision): By 2020, New Mexico State University will be a premier university as evidenced by demonstrated and quantifiable excellence in teaching, research, and service relative to its peer institutions.

While the mission and vision of NMSU remains relatively constant over time, the methods of achieving them continue to change. In a modern world, advancements in information technology are transforming the way almost everyone does almost everything. For NMSU, this means, among other things, expectations of students and other stakeholders for convenient and secure services driven by IT continue to increase.

The significant financial challenges facing the education sector have created a need for “out-of-the-box” thinking about how traditional university services are delivered. These changes will require careful research and analysis, so institutions can prioritize the strategic use of information technology and carefully invest their limited resources in those pursuits.

Guidance and Prioritization

This strategic plan provides a guide for prioritizing information technology resources. However, the plan is only a high-level snapshot of priorities. The plan will continue to evolve as the IT operational status reports and other inputs provide basis for the need for revision. Additionally, the plan will be revisited as required by shifts in university priorities.

This plan seeks to feature the people who are at the heart of any service and information technology. To maintain a technically competent staff with the ability to constantly learn new skills as technologies change will require a managerial commitment to professional development and training.

Finally, the goals of this plan cannot be completed without ongoing interaction between the IT staff and other groups inside and outside of the university. This positive interaction should be expected and encouraged.

July 1, 2013


IT Mission Through collaborative leadership and technical expertise, Information Technology (IT) services will provide reliable, contemporary, and integrated technology to enable education, research, extension education, and public service.

IT Vision Information Technology services at New Mexico State University will provide and enable the university community to collaboratively and strategically accomplish the vision of becoming a premier university as outlined in the NMSU Living The Vision strategic plan.

IT Values

x Adaptability x Accessibility x Collaboration x IT Governance x Fiscal Responsibility x Innovation

Strategic Goal Areas

x Academic technology and services x Information security and assurance x University-wide technology solutions x Network and communication services x Research support and advanced technologies x Innovation, planning, and partnerships

July 1, 2013


Strategic Information Technology Goals within the context of Living the Vision

NMSU Strategic Information Technology Goals

NMSU Living the Vision Goals

To be nationally and internationally recognized for its academic programs at all academic

levels

To have high

quality, diverse faculty, staff, and student

body at all academic levels

To be nationally and internationally recognized in research and creative activity

To serve as an engine for economic, social,

educational, and

community development

in New Mexico

To be an excellent steward of

all resources

Academic Technology and Services

1. Establish and maintain a state‐of‐the‐art teaching and learning environment enhanced through the use of technology.

x x

Information Security and Assurance

2. Effectively secure the integrity of the University’s information assets and technology environment in a consistent manner without limiting academic and research freedoms.

x x

University‐wide Technology Solutions

3. Support enterprise systems with tools and applications that are flexible; responsive; permit real‐time web access; facilitate self‐help; and ensure information integrity.

x

Network and Communication Services

4. Provide a network and communications infrastructure that is accessible, dependable, secure, flexible, and scalable with services and tools that are integrated to meet the teaching, learning, research, and organizational needs of the university.

x x

x

Research Support and Advanced Technologies

5. Support research through broad focus on basic collaboration technologies, a continued commitment to high performance computing and computation, and the implementation of more advanced technologies.

x x

Innovation, Planning, and Partnerships

6. Strengthen and build upon partnerships that support planning for innovative system‐wide solutions to meet the needs of individuals, organizations, business, industry, local and state government, as well as the global market.

x x

July 1, 2013


Academic Technology and Services

GOAL 1: Establish and maintain a state-of-the-art teaching and learning environment enhanced through the use of technology.

Objective Strategy Assessment

Continuously update online, mobile and campus based technologies that enhance teaching and learning

Stay current on national and international technology trends related to higher education

Feedback from students, faculty, and staff through advisory groups, surveys, and focus groups

Review implementations and identify service improvements from last implementation

Appropriate statistics related to service delivery (usage, uptime, transactions counts, etc.)

Conduct peer comparisons against LTV peers

Maintain and update a Learning Management System (LMS) that supports the academic needs of the university (reliable, responsive).

Research, pilot, and implement technologies that support the online services offered by NMSU as well as appropriate technologies in high-traffic student areas on campus such as public computer stations in eating areas, digital signage, campus bus tracking..

Improve web-based information and services to remove the requirement that students attend a physical campus and can, instead, attend a virtual one.

Work with the University organizations and departments to facilitate access to electronic academic and administrative resources.

Continue to improve classroom webcasting, classroom recording, online class archives, public events, and mobile webcasting for the NMSU community based on feedback from stakeholders.

Feedback from advisory groups

Peer comparison

July 1, 2013


Information Security and Assurance

GOAL 2: Effectively secure the integrity of the University’s information assets and technology environment in a consistent manner without limiting academic and research freedoms.


Reduce unauthorized access to NMSU networks, computer systems and electronic data.

Deploy and maintain an intrusion detection and prevention system. Hire sufficient NMSU security personnel to manage and monitor the system.

The number of intrusions The number of systems deemed sensitive enough to require encrypted access from an no premise IP using VPN The number of reported/detected phishing emails The number of reported/detected email viruses The number of reported/detected spam emails The percentage of employees and student that received training Number of audit findings

Increase the use of the NMSU virtual private network for accessing administrative applications and resources.

Reduce successful phishing attacks with more sophisticated detection technologies and advanced strategies.

Provide a virus free NMSU email system.

Reduce the amount of spam emails reaching end users

Enhance information security through implementation of a security education program for the NMSU population.

Continually review and update NMSU data security policy, practice, and technologies to reflect best practices for higher education institutions.

Review, update, and develop IT security policies.

Conduct security audits to monitor compliance.

Implement and review policy governing vendor contracts for NMSU Cloud based services.

Improve IT disaster recovery capabilities.

Improve DR infrastructure

Revise disaster recovery document by 2016

July 1, 2013


University-wide Technology Solutions

GOAL 3: Support enterprise systems with tools and applications that are flexible; responsive; permit real-time web access; facilitate self-help; and ensure information integrity.


Formalize a process for quick evaluation of new enterprise-wide solutions based on a business need.

Define process for analyzing a business need, identifying options for implementation and determining feasibility of each option.

Percentage of project requests for which analysis reports are not available.

Track project changes and timeline

Is a product selection process in place?

How many departments are using the product selection process?

Number of enterprise software purchases that did not follow acquisition policy.

Define a University wide product selection process.

Refine policy for acquisition of software

Provide reliable, effective, and efficient enterprise computer and data systems that support the mission and day-to-day operations of NMSU.

Implement a reliable web portal service that provides one-stop access to all online services.

User surveys.

Establish feedback channels.

Nagios Reports.

Automate services and workflows to reduce human intervention and promote green practices.

Upgrade to the latest supported version to keep enterprise software in compliance.

Deploy new redundant servers for critical enterprise systems.

July 1, 2013



Automate outage logs and notification.

Update inventory of current active hardware, primary applications, age of hardware, cost of maintenance and estimated replacement periods.

Automate and implement better processes for Banner database cloning and duplicate person records.

Maintain and enhance NMSU’s storage capabilities

Install and deploy new SAN controller in Milton Hall. Increase in the number of

drives as well as the currency of drive technology

Development of agreements

with entities for disaster recovery and business

continuity

Finalize duplication and LAN free backups.

Deploy new Nagios tools.

Deploy a state of the art storage technology.

Formalize a process to evaluate current enterprise-wide solutions and their use.

Define process for annual tools assessment.

Number of process assessment reports completed.

Formalize and implement an enterprise-wide portfolio and project management methodology

Define a University wide process for gathering IT requests, prioritizing the requests and tracking all resulting IT related projects on a single portfolio.

Enterprise IT Portfolio.

Percentage of projects for which no estimations/resource planning document exists.

Percentage of projects that followed the Enterprise project management standard.

Central repository for project documents available across campus.

Define process for project estimation and resource planning. Resource planning should take into account the operational loads.

Define a project management standard for IT Projects with standard deliverables.

Create a central repository for project deliverables.

July 1, 2013


Objective Strategy Assessment Set operational efficiency targets, define metrics and formalize a data collection mechanism to ensure compliance.

Establish System Performance targets, define metrics and collect data to measure success/failure in achieving targets.

Identify gaps between performance targets and actual performance.

Introduce processes for preventative maintenance to enhance continuity.

Define Quality Assurance process, establish quality targets, define metrics and collect data to measure success/failure in achieving targets.

Identify gaps between quality targets and actual quality metrics.

July 1, 2013


Network and Communication Services

GOAL 4: Provide a network and communications infrastructure that is accessible, dependable, secure, flexible, and scalable with services and tools that are integrated to meet the teaching, learning, research, and organizational needs of the university.


Provide cost reliable and cost effective networking and transport services

Partner with other universities in the state to reduce costs and increase access (CHECS-Net, etc.)

Peer comparison

Continue to review commodity and research access and use results to improve services

Monitor concurrent wireless usage

Monitor network speed and review the new technologies to be implemented

Provide reliable cost effective voice services

Expand wireless networking

Continue to improve backbone speeds and implement network technologies to meet or exceed campus requirements. Develop an assessment tool to monitor speeds.

Ensure future telecommunication purchases that support sustainability

Research, pilot, implement connectivity technologies that is effective and efficient Results of pilot

Development of guidelines Establish guidelines to promote purchase of sustainable equipment

Provide life safety technologies support and processes that benefit the community.

Support life safety infrastructure that includes, but is not limited to, emergency notification, 911 services, central fire, security and siren alarm systems, and the outdoor siren fiber network

Implemenation of emergency phone messaging

Feedback from Emergency Notification Group

July 1, 2013


Research Support and Advanced Technologies

GOAL 5: Support research through broad focus on basic collaboration technologies, a continued commitment to high performance computing and computation, and the implementation of more advanced technologies.


Provide network engineering services to support unique and emerging technologies.

Conduct ongoing research concerning emerging technologies and required infrastructure support.

Assess needs of university departments and develop solutions to solve those needs.

Provide hosting services for research clusters computing systems.

Research and establish an approval process for grants and contracts that require technology solutions.

July 1, 2013


Innovation, Planning, and Partnerships

GOAL 6: Strengthen and build on partnerships that support planning for innovative system wide solutions to meet the needs of individuals, organizations, business, industry, local and state government, as well as the global market.


Establish excellent communications channels between ICT and end users.

Improve formal structure/procedures for communicating with, and gathering input from, students, faculty, staff, and other stakeholders.

Use surveys to gather feedback from advisory groups.

Survey the community to assess:

1. Improvements in websites related to IT Services.

2. Utility of NMSU’s digital signage and communication services.

3. Utility of a “Dash Board” service to provide stakeholders with a summary view of the performance of key IT services.

Encourage IT reps to participate in NMSU committees and other working groups to ensure that technology services are part of planning or technology-related discussions as appropriate.

Foster formal and informal communication and relationship with stakeholders. This includes recurring interaction with distributed IT support personnel.

Expand access to customer support services

Continue to improve Customer Service points of contact (Help Desk, Business Office, Student Services) through consideration and use of all forms of interaction, including web-based services, walk in, phone, and email. Use surveys to gather

feedback from advisory groups.

Investigate and implement new technologies like mobile devices.

July 1, 2013


Innovation,Planning,andPartnerships(continued)


Establish and maintain a shared decision making structure

Maintain the Student Technology Advisory Committee (STAC), Faculty Advisory Technology Committee (FACT) to provide valuable technology input. Use surveys to gather

feedback from advisory groups. Evaluate best practices for IT Governance through

external IT reviews and develop processes to foster effective and efficient IT planning.

Develop partnerships to improve technology services for NMSU and the State of New Mexico

Examine multi-campus and statewide opportunities to improve IT services for NMSU.

Use surveys to gather feedback from advisory groups.

Evaluate Training courses.

Gather email feedback.

Participate in the planning and development of proposals that can help fund information technologies at NMSU.

Participate in partnerships that advance the effective practice of using technology to improve educational opportunities.

Establish online tutorials for faculty, staff and students.

AppendixA:GlossaryofTerms

Action plan - A detailed description of the steps used to implement a strategic plan.

Assessment – Task needed to acquire quantitative or qualitative measurement of an objective relative to its effectiveness and/or efficiency. The assumption is that resulting measurements are used to improve performance.

Benchmarking - Gathering comparative information about practices of other organizations engaged in similar endeavors to help establish project targets and goals.

Capacity building - The development of an organization’s core skills and capabilities, such as leadership, management, finance and fund-raising, programs and evaluation, in order to build the organization’s effectiveness and sustainability. The process of assisting an individual or group to identify and address issues and gain the insights, knowledge, and experience needed to solve problems and implement change. Capacity building is facilitated through the provision of support activities, including coaching, training, specific technical assistance, and resource networking.

Capital - Assets that are available for on-going business needs to produce income.

Capital improvement - Addition to an organization’s fixed assets. Capital improvement is the result from an outlay of funds over a specific and finite period of time that results in a permanent addition to an organization’s fixed assets.

Capital plan - A plan for maintaining assets to continue programs.

Case study - A research approach using qualitative data (text) about a subject such as detailed observations notes or information recorded from interviews. This is in contrast to a quantitative (numeric) research which relies more on statistical methods. Case studies are typically based on what is termed anecdotal evidence but can provide useful detailed information that something of significance is happening that may merit further study.

Client - Anyone whose interests are served by an organization, or who is the target of the services of an organization. Clients are typically external to an organization, but sometimes can be internal to an organization, for example one department may be the client of another department.

Collaboration – Combining the efforts of two or more organizations, departments, or individuals to create synergies which would not be possible through individual efforts. This can be done for the purpose of planning or operational activities.

Committee - A body of persons delegated or assigned to consider, investigate, act on, or report on some matter.

Constituency – An identifiable group served by an organization or institution; a clientele.

Cost-benefit analysis - A classic management tool that involves calculating or estimating the monetary costs and potential benefits of a proposed course of action.

Data-Driven Decision-Making (DDDM) - Using contextually relevant and accurate data to assist in making informed decisions related to both planning and implementation. Data is typically obtained from operational processes or from valid research methods.

Demographics - The characteristics of human populations and population segments, especially when used to identify consumer markets.

Descriptive statistics - Numbers that describe or summarize information about a sample. Three basic descriptive statistics (generally known as measures of central tendencies), are the mode, median, and mean. The mode is the number, item, score or other value that occurs most often. It is the most frequent occurrence in the sample. The median is the middle or midpoint of a distribution. Therefore, it is the number, item, score, or other value that has 50 percent of the others above and 50 percent of the values below it. The mean, perhaps the most often used measure of central tendency, is the average number, item, score, or other value in the distribution.

Diversity - Difference, distinctness, variety.

Dynamic information - Information that is characterized by continuous change, activity, or progress.

Environmental scan - An analysis and evaluation of internal conditions and external data and factors that affect the organization. This analysis is often used to establish a framework for planning.

Evaluation - A study to determine the extent to which a program or project reached its goals.

External Assessment - Analysis of the elements or forces that affect the environment in which an organization functions—also called an “environmental scan.”

Facilitator - A person who makes it easier for other people to accomplish their objectives by offering advice and assistance in solving problems, either with technical issues or with people processes. Facilitators typically enhance a process without interjecting their bias unless their role is also meant to be consulting in nature.

Focus group - A qualitative research process designed to elicit opinions, attitudes, beliefs, and perceptions from a group of individuals taken from a larger group to gain insights and information about a specific topic. Focus groups are usually organized to represent various stakeholder groups such as students, employees, faculty, etc.

Gap analysis - The identification of the difference between the desired and current state.

Goal - A desired end result. Goals are typically not measurable but are usually supported by one or more measurable “objectives.” For example the goal may be to increase student employment opportunities and a supporting objective might be to increase the number of employer co-op positions by 30% over the next 3 years.

Inputs - The resources that are used to make the project happen (such as people and equipment).

Instrument - Research tool used to assess variables during an evaluation. Examples include surveys, questionnaires, telephone interview protocols, executive interview protocols, or focus group protocols.

Internal assessment interview - Analysis of an organization’s position, performance, problems, and potential. A research process that obtains structured information from an individual or group of individuals, usually based upon an established set of questions and/or probes.

Meeting notes - A written record of topics discussed, issues raised, decisions made or resolutions adopted in a meeting. Notes might include a list of meeting participants, as well as the purpose, place, date and time of the meeting. Meeting Notes are typically less formal than Meeting Minutes which provide more of a verbatim record of individual statements created by an official recorder in a meeting. Meeting Notes may also have follow-up information and clarifications added. Both are typically reviewed and approved by the chair and/or the participants.

Mission statement - A brief, comprehensive statement of purpose. A mission statement simply describes why an organization or program exists, its calling or its specific tasks. A mission statement states a common direction to focus the individual and group efforts within an organization or group. It is generally longer and more operational than a vision statement.

Needs assessment - A structured process to determine the needs of a designated individual, group, or organization.

Objectives - Specific and measurable targets for accomplishing goals.

Operating costs - The day-to-day expenses incurred in running an organization or project, as opposed to costs associated with production.

Operational definitions - Definitions for terms and research variables specific to one program or project; a definition used within a program or project. Research variables must be clearly defined. For example, if the term “recidivism” is being used in a study, it should be defined, such as “committing another criminal or juvenile offense.” How these variables are measured has a great impact on the success of the study.

Outcomes - The long-term end goals that are influenced by the project, but that usually have other influences affecting them as well. Outcomes reflect the actual results achieved, as well as the impact or benefit, of a program.

Outcome evaluation - Evaluations that look specifically at whether or not the program achieved its goals and had its intended effect. What were the “outcomes” of this program? An outcome or impact evaluation measures the final results of a program or initiative. (See also, Impact Evaluation.)

Performance measures - Tools or information used to measure results and ensure accountability.

Process evaluation - Investigates issues regarding the program’s current operations or the implementation of new initiatives. Questions most often focus on what the program does, who does it, and how it is done.

Project logic - A model that arrays the resources, activities and goals of a project to allow the relationships to be clearly viewed and understood.

Qualitative research - Qualitative research is conducted in a more interpretive and contextual fashion and goes beyond the “facts and figures” gathered by objective measures. Qualitative research attempts to

measure the complexity of a given topic and often involves narrative responses to questions, rather than categorical responses.

Quantitative research - Quantitative studies rely upon statistics and measures that can be expressed numerically. In order to make valid inferences from quantitative research, certain rules need to be followed in terms of the research design and sampling methods.

Questionnaire - Written documents that contain a series of questions that are answered by respondents. Typically some form of objective response is required, such as “true-false” or numerical scales (for example, “1 to 5” rankings).

Research questions - Questions that ask what variables can and will be manipulated and studied. For example, do restraining orders issued on stalkers reduce violence to victims? Does having a restraining order, the independent variable, result in a reduced likelihood of the stalker hurting the victim, the dependent variable? A research design is based on research questions.

Resource allocation - The determination and allotment of resources or assets necessary to carry out strategies and achieve objectives, within a priority framework.

Resource plan - Part of the definition statement stating how the program will be resource loaded and what supporting services, infrastructure, and third party services are required. Also, a component of the program definition statement stating how the program will be resourced, and specifying what supporting services, infrastructure and third party services are required.

Results - The “outputs” of the activities of a project, directly measurable and within the control and influence of the project.

Request for Proposal (RFP) - A formal invitation containing a scope of work which seeks a formal response (proposal) describing both methodology and compensation to form the basis of a contract. An RFP is prepared by the customer to solicit proposals from potential providers.

Sample - Some smaller part of a larger population that is being studied. One of the key aspects of a sample is whether it is truly representative of the larger population. To be representative, the methods of drawing the sample are critical.

Service delivery - The method used to provide services to a client.

Stakeholder - Any person or group with a vested interest in the outcome of a project or plan.

Strategic plan - A practical, action-oriented document resulting from the strategic planning process.

Strategic planning – Process to determine or re-assess the vision, mission, and goals of an organization and then map out objective (measurable) ways to accomplish the identified goals. Strategic planning typically focuses on results to be achieved in a 3, 5, 7, or 10 year time span as contrasted with tactical or operational planning which typically focuses on results to be achieved in a one year or less. Strategic plans should be updated through an annual process with major re-assessments occurring at the end of the 3, 5, 7, or 10 year planning horizon.

Most strategic planning methodologies depend on a three-step process (sometimes called the STP process):

Situation - evaluate the current situation and how it came about Target - define goals and/or objectives (sometimes called ideal state) Path - map a possible route to the goals/objectives

An alternative approach is called Draw-See-Think:

Draw - what is the ideal image or the desired end state? See - what is today's situation? What is the gap from ideal and why? Think - what specific actions must be taken to close the gap between today's situation and the ideal state? Plan - what resources are required to execute the activities?

Strategy – Steps chosen for a desired future, such as creation of a policy or choosing a technology product.

Summit – A meeting/retreat typically involving the highest level decision makers within a given domain such as heads of state, national leaders, industry leaders, deans, top researchers, etc.

Survey - A study where data are collected by way of questionnaires or interviews. Surveys can either be observational, if no intervention or treatment occurred, or can be used as pre-test and post-test measures before and after some intervention or treatment.

Survey instrument - The research tool used to conduct a survey-for example, a mailed questionnaire, a telephone script, etc.

SWOT analysis - An abbreviation used to denote analysis of an organization’s internal Strengths and Weaknesses and external Opportunities and Threats. Also called an “internal/external assessment.”

Taskforce - A team that is given responsibility for a short-term assignment with specific goals.

Team - group of two or more people with complementary skills who are committed to a common purpose and approach for which the team holds its members mutually accountable.

Tracking systems - Systems set up to monitor progress, compile management information, and keep goals on track.

Values statement - A narrative description that outlines an organization’s beliefs and guiding principles.

Vision statement - A narrative description of a future state to help keep project teams focused. A concise statement of what needs to change, typically the promoter, sponsor, or leader’s “agenda.” A compelling, conceptual image of the desired future. Typically shorter and more conceptual than a mission statement.

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