In January 1957 a jury of four renowned architects unanimously selected Jørn Utzon’s proposal as the winner of an international design competition. They lauded the Danish architect’s proposal for a large-scale performance space as the “most original and creative solution” among the 230 proposals received from over 30 countries. The project had a very positive business case and was greenlighted. The estimated budget was $8 million and it would take four years to be constructed.
Does Your Project Have a Purpose?
All project management methodologies demand that projects have a well-defined business case. But when evaluating and prioritizing projects, looking at the business case alone is not enough. We also need to understand how the project connects to a higher purpose. Evaluating on purpose can help leaders decide whether the project aligns with the organization’s strategic goals. It is also a key driver for engaging team members and the organization as a whole and motivating them to support the project. Companies must learn how to articulate a project’s purpose. A straightforward method of uncovering it is to simply ask, “Why are we doing the project?” Then, when you’ve arrived at your answer, ask why again. With each successive layer of why, you will come closer to the project’s purpose. If this exercise does not help you discover something that will motivate people to work on the project, you probably should not start it.