How difficult is it to tie mission, to assigned resources and align to senior management deliverables? After working in a PMO office, this can be a killer of projects especially when their is a failure in the conceptual understanding of the Mission between the PM Lead and the Project SME. Given the new complexity or projects, it is assumed that project resources have real world knowledge of the service, tool or process. In two occasions, the “learning on the job” mentality is used in organizations with cultures that assume PM expertise will translate to project success. Because the initial phase where project members, vendors and senior leaders align is not fully understood, project impacts can grow due to the lack of leadership. As an example, one of my former employers wanted to deliver an Asset Management project in order to reduce the cost of employees onboarding from 5 days down to 1 day (3 hours). In this time, they wanted their ID, Computer and Applications available. The PM did not have any experience in Asset Management, Tools and Procedures. In addition, the PM was not familiar with the environment (network or systems) which created problems when trying to align the mission, charter and resources to the overall outcome. Initiation (envisioning) must be considered as a crucial part of team alignment to goals. It is also an opportunity to switch resources that have little or no depth in the topic. Due to the misinformation communicated by the project manager in this case, senior leaders cancelled the project. The strategic value in terms of hard cost associated with idle employees and soft cost associated with early system access was lost. The operational value and capability was introduced in a project managed by a vendor that provided an end to end system that worked throughout the environment which fed asset inventory tools. The fact that the PM focused solely on a reporting tool meant the project would never proceed.