PMP Practice: Keep the Vision Current

Rowan Fitzgerald-Yamamoto is managing a 14-month infrastructure modernization project for Intentional Serendipity Co, a biotech research company. During the project kickoff meeting, the Chief Technology Officer emphasizes the need for cutting-edge security protocols and zero downtime during migration, while the Chief Financial Officer stresses cost containment and adherence to the approved budget. The Head of Research Operations interrupts multiple times, insisting that any system changes must not disrupt ongoing clinical trials, which have strict regulatory timelines. After the meeting, Zara notices that these three executives are interpreting the project vision statement in fundamentally different ways—each emphasizing only the goals that align with their departmental priorities. The project charter clearly states that the vision is to 'modernize infrastructure while maintaining operational continuity and fiscal responsibility,' but the conflicting emphasis from leadership is creating confusion among team members about what success actually looks like. What should Rowan do to address the root cause of this misalignment?