View source for SMART goals in project planning and performance management

Effective goal setting can encounter many obstacles such as lacking organisational capabilities or resistance to change, e.g due to individual anxiety. Hence, creating and implementing appropriate goals seem to be challenging. Including the dynamic environmentHence, establishing effective goals followed by developed action plans is of great importance in any project management process In a dynamic company environment. 
Initially created by George T. Doran in the Management Review<ref name="Management Review">Management Review, 1981, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved September 20, 2017</ref>, the SMART goals can be classified as an effective goal setting technique. The acronym SMART stands for: '''S'''pecific, '''M'''easurable, '''A'''chievable, '''R'''elevant, '''T'''ime bound.

Being in line with the purpose perspective of projects, this goal setting method is not only applicable in professional projects, but also in any project of private nature. Using this tool allows to generate success substantially related to its original efforts, which is of high value for any project manager. Especially, its great value in the planning phase and performance management make a further investigation necessary while representing its tool-specific limits and setting it in comparison to similar tools. Understanding its possible advantages and the ability to apply it using a guidance with case studies allow a valid conclusion about its value in the context of the project planning and performance management.

==Introduction to goal setting==

Starting in the 1960's with the studies conducted in the area of organisational performance, Dr. Edwin Locke established 1968 the conclusion that setting goals results in great organisational performance<ref name="Locke1">Dr. Edwin Locke, ''Toward a Theory of Task Motivation and Incentives'', 1968</ref>. Followed by George T. Doran in the Management Review<ref name="Management Review">Management Review, 1981, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved September 20, 2017</ref>, the study extended to the recognition that unclear goal settings in companies hindered a continuous progress within the organisation.

As stated in the Standard for Project Management<ref name="SPM">PMI, ''The Standard for Project Management'', 2013, p26-29</ref>, goals are defined outcomes and benefits specifying the expected result of a project. They can be short term and long term, and serve as the translation from an established program's vision.
Hence, goals are set after the scope of a project, program or portfolio has been developed and are further described in the planning phase, the 2nd stage of the project management process<ref name="PMI Project phases">PMI, XXX, https://www.pmi.org/learning/library/project-management-middle-five-stages-6969, Retrieved September 20, 2017</ref>. Moreover, goals are used throughout the project management process to track achievements and to measure the performance, which are important in the Program Governance process. Next to the performance evaluation of the proposed goals, goals create a direction<ref name="Management Review" /> which allows to be followed throughout the phases of any project management process<ref name="PMI Project phases">PMI, XXX, https://www.pmi.org/learning/library/project-management-middle-five-stages-6969, Retrieved September 20, 2017</ref>.
As any managerial task such as a planning process is accompanied by uncertainties<ref name="TEMO">Gareth R. Jones, ''Essentials of Contemporary Management'', 2015, p9</ref> that can lead to ambiguity and fallacy, an effective way of setting achievable goals is absolutely essential to mitigate negative outcomes.

Next to the findings of Doran<ref name="Management Review" /> and the Standard for Project Management<ref name="SPM" />, further experimental research accomplished by Locke and Latham (2002)<ref name="Locke2">http://hilt.harvard.edu/files/hilt/files/settinggoals.pdf, Retrieved September 20, 2017</ref> prove that setting goals increases both motivation of the affected, achievements and success rates in different areas.
Lastly, it provides accountability for the completion of a project<ref name="account">http://www.brighthubpm.com/templates-forms/78835-a-worksheet-for-preparing-smart-goals/, Retrieved September 20, 2017</ref>.

==Big Idea SMART goals and benefits==

Due to the importance of an effective goal setting technique in the organisational performance management, Doran<ref name="Management Review" /> proposed the SMART goals which acronym stands for: 

'''S'''pecific, '''M'''easurable, '''A'''chievable, '''R'''elevant, '''T'''ime bound.[[File:SMART.png|thumb|500px|SMART goals<ref name="figure1">Megan M. Flores, 2017, https://www.achieveit.com/resources/blog/history-evolution-smart-goals/, Retrieved September 20, 2017</ref>]]
Using this acronym, several variations evolved other time such as<ref name="smart1"> https://www.projectsmart.co.uk/smart-goals.php, Retrieved September 20, 2017</ref>:

* '''S''' for specific, significant, stretching

* '''M''' for measurable, meaningful, motivational

* '''A'''  for achievable, attainable, agreed upon, acceptable, action-oriented

* '''R''' for relevant, realistic, reasonable, rewarding, results-oriented

* '''T''' for time bound, time based, timely, tangible, trackable

However, due to simplicity reasons just the first and most common variations are used in the following.

Studies show that using a tool such as the SMART goals technique is valuable due to its requirement for specificity. Having specific or clear goals, respectively, increases persistence and self efficacy, reduces the influence of anxiety of individuals and eventually allows<ref name="Locke2" /> an outperformance of a reference group without a specific goal setting. 
The time constraint of SMART goals is also facilitating a fast work pace compared to undefined deadlines<ref name="Locke3">Dr. Edwin Locke & Latham, ''American Psychologist'', 2002</ref>.

Another reason for its success is the level of awareness of the technique, the great scope of appreciation among users it experiences and the easy applicability<ref name="wellknown">https://www.projectsmart.co.uk/brief-history-of-smart-goals.php, Retrieved September 20, 2017</ref>.

In the field of project management, SMART goals generate a sense of discipline, structure<ref name="structure">http://blog.capterra.com/10-smart-goal-setting-best-practices-for-project-planning/, Retrieved September 20, 2017</ref> and focus in the planning phase<ref name="discipline">http://hr-mpact.com/Documents/goals_article.pdf, Retrieved September 20, 2017</ref>. Moreover, a higher rate of accomplishment compared to a vague goal setting is ensured, hence, a roadmap to success can be developed.
This tool allows to generate success substantially related to its original efforts, which is of high value for any project manager<ref name="Management Review" />. As it reduces ambiguity and increases commitment<ref name="budget">https://www.projectsmart.co.uk/smart-goals-reduce-ambiguity-and-increase-commitment.php, Retrieved September 20, 2017</ref> in a managerial environment, and can be applied to any part of a company whether the project management or the entire company<ref name="application">https://blog.weekdone.com/smart-goals/, Retrieved September 20, 2017</ref> - regardless of the size of the organisation<ref name="figure1" /> - it stands out in the industry.
It can be used to measure and to track project phases and results, and can be implemented in a great amount of methodologies such as Mind mapping<ref name="mind">http://www.brighthubpm.com/project-planning/26374-smart-goals-in-project-management/, Retrieved September 20, 2017</ref>, WBS, Gantt chart<ref name="structure" /> or Balanced scorecard<ref name="balance">http://jalt-publications.org/tlt/departments/job-info-centre/articles/1661-smart-goals-and-goal-setting-career-enhancement, Retrieved September 20, 2017</ref>.
In terms of performance measurement, using SMART goals enables developing indicators to analyse the performance compared to its expected outcomes<ref name="kph">http://www.kean.edu/sites/default/files/u7/SMART%20Objectives.pdf, Retrieved September 20, 2017</ref> and thus enables feedback and learning<ref name="feedback">https://www.projectsmart.co.uk/use-smart-objectives-to-focus-goals-plans-and-performance.php Retrieved September 20, 2017</ref>.
Lastly, an improvement of the team efficiency within a project team is another attitude.

==Application: How to be SMART?==

Implementing smart goals takes place after the project scope has been defined<ref name="mind" />. According to this, implementing it in the planning phase is the obvious choice. Because of its great scope of application possibilities, SMART goals can be utilised throughout the project management process<ref name="wellknown" />. However, the main aspects of application in project managements are planning, performance management and monitoring<ref name="feedback" />. Lastly, it is a popular tool in the area of time management<ref name="mindtools">https://www.mindtools.com/pages/article/smart-goals.htm, Retrieved September 20, 2017</ref>.

Before applying the tool on a specific case, certain things need to be considered<ref name="check">https://www.aligned4results.com/consultingtipsandtoolsblog/2008/12/how-to-link-smart-job-objectives-to-strategic-plans/, Retrieved September 20, 2017</ref>:

* A clear linkage between set goals and the company's strategic goals or an alignment between goals, respectively, is necessary to ensure commitment and motivation of affected employees.

* Following a hierarchical and clear goal setting approach is essential, i.e. strategic goals have to be determined before any tactical or operational goal setting can happen. Though this might seem obvious, establishing goals on an operational level with clear defined strategic goals can promote higher performance as an understanding of task achievements in comparison to company goals takes place.

* Lastly, the ability to create measurable goals is unalterable as it is substantial for generating performance measuring indicators to evaluate the success of the goals within the project.

===Guidance===

A typical application environment can be a workshop<ref name="ws">http://www.aligned4results.com/WritingSMARTjobObjectives.html, Retrieved September 20, 2017</ref>, more commonly used are simple Microsoft Excel Spreadsheets.

The following guidance along the acronym of SMART shows how to implement the tool using an example of a shoe manufacturer by answering the questions of the subcategories below.

====Specific:====

{| class="wikitable" style="margin-left: auto; margin-left: 0px;"
| What do I want?
| Develop a more comfortable shoe
|-
| Why is it important?
| To sustain on the market 
|-
| Who is involved?
| Marketing, R&D 
|-
| Where is it located?
| Northern Europe 
|-
| Which resources?
| Financial, human, patents
|}


Be precise to avoid misinterpretation, but keep it simple.

====Measurable:====

{| class="wikitable" style="margin-left: auto; margin-left: 0px;"
| How do I measure (quality of shoes)?
| Test results of prototypes, customer experience measured quantitatively with qualitative aspects - additional aspect: cost and price consideration essential
|}

It represents a crucial part of the goal setting as it strongly influences the project flow.
Trends show a numerical illustration is supportive to compare goal results<ref name="structure" />, if necessary translating qualitative statements into numeric values needs to be considered .

====Achievable:====

{| class="wikitable" style="margin-left: auto; margin-left: 0px;"
| How can I attain the goal?
| If necessary internal resources are available and market offers opportunity
|-
| How realistic, considering internal capabilities?
| Are financial, R&D, manufacturing resources available?
|}

This corresponds to capabilities, where the difficulty is to determine goals that challenge, but not overcharge available capabilities.

====Relevant:====

{| class="wikitable" style="margin-left: auto; margin-left: 0px;"
| Is it worthwhile?
|-
| Is it the right moment?
|-
| Does it fit to my needs?
|-
| Are we the right company?
|-
| Does the current external circumstances allow it?
|}

The above questions need be answered positively to ensure the relevance of the goal.
Moreover, it ensures higher commitment to achieve the goal if a clear relevance is identifiable.
In case that the relevance of set goals is not given, the overall engagement during the goal achievement process can abate<ref name="Locke2" />.

====Time bound:====

{| class="wikitable" style="margin-left: auto; margin-left: 0px;"
| When are the deadlines?
| Is it a summer shoe? Do we meet the goal for the next season? Milestone development
|-
| What do I expect in the short run, long run?
| First draft in 4 weeks, first prototype in 3 months, SOP(Start of production) in 1 year
|}

Precise deadlines are important to avoid displacing the project process. The shorter the time frame - considering realistic capabilities - the better.

===Case study: Budgeting<ref name="budget" />===

The purpose of briefly illustrating the case study is to show how significant the changes can be after implementing the SMART goals technique into project processes.

Both scenarios took place within an big, international corporation with a small corporate unit and flat hierarchy inside the organisation. One key aspect in the company was the annual budget and objective setting between corporate and business units. One unit applied SMART goals setting, another particular unit did not apply any effective goal setting approach.
The outcomes of this case study are shortly described in the following.

[[File:SMARToutcomes.png|frame|1px|Outcomes of SMART goals implementation<ref name="figure2">Patrick M. Grimm, Own illustration based on industrial example, 2017  </ref>]]


The case study shows that mainly the two project management processes come into play, namely, project planning and performance management<ref name="PMI Project phases" />. Calculating the budget represents a significant task in project planning and by measuring the performance of the set goals in the case study the expected outcomes have been checked.

==Limitations==

Limitations regarding the SMART goals method can be identified. Some exist due to human failure which are applicable to many methods throughout project management, some can be developed due to the method's natural characteristics.

Starting with the former category, the SMART goals setting depends - as similar methods do - on the user's input and perseverance to follow its instructions. Even if the tool was correctly used, choosing, for instance, a specific goal which is negatively influenced by someone's bias can turn good intentions into an unsuccessful story. Other traits of the method can be negatively influenced by the individual bias as well, such as the trait ''relevant''. If the goal's attached degree of relevance has been identified wrongly like an incorrect estimation of the demand on the market or the non-existing relevance for the overall company in case that the goal's directions are not aligned with the company's strategy, this false decision regarding the trait ''relevant'' caused by asymmetric information can hinder the goal realisation to prosper. Taking this example into consideration, asymmetric information represents one of the major reasons for uncertainty in any managerial task and thus, it is not only relevant considering SMART goals.

Another aspect that encounters the successful execution of the SMART goals setting technique is based on human resistance<ref name="Management Review" />. The roots for this unpleasant reason of an fruitless implementation of the discussed tool can be both the human nature or the tool itself. The latter will be discussed as part of the tool specific limitations.
Regarding the former, seemingly unrelated individual human anxiety about the outcome of the goal setting can hinder to achieve any positive result. This - in the context of change management - phrased phenomenon ''resistance to change''<ref name="change">John Hayes, ''The theory and practice of change management'', 2014</ref> can arise among others due to self-interest of the affected who has no desire to adapt to a new goal or due to the individual belief of missing capabilities after a goal has been established. The latter is closely related to the expectancy model of motivation<ref name="expectancy">V.H. Vroom, ''Work and motivation'', 1964</ref>.

Considering model specific attributes, SMART goals do not ensure appropriate goal setting, meaning that it rather puts emphasise on the ability to phrase goals, but not to determine whether these are valuable<ref name="wellknown" />. However, Doran<ref name="Management Review" /> identified the general complexity in setting appropriate goals in a dynamic environment. Moreover, it is argued that it is not applicable to goals in the long run as wells as lacks flexibility. This argument is closely related to the fact of a dynamic business environment and that the tool does not offer natural capabilities to bypass this circumstance. Furthermore, it is claimed that the technique lacks the spirit of exigency and of creativity and rather supports lethargy. Setting low goals is another critique of the tool. Resulting from a strong insistence on a trait like ''achievable'', higher and more optimistic goals potentially leading to greater performance are disregarded<ref name="wellknown" />.
Last but not least, the many variations of interpreting the acronym of SMART goals lead to a loss of effectiveness and to misunderstanding<ref name="mindtools" />.

Alternative goal setting methods<ref name="alternativegoals">https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid, Retrieved September 20, 2017</ref> such as ''Cascading goals'' where the hierarchal Top-down approach is essential or ''Using Percentage Weights'' with a relative assignment of importance to organisational goals offer possibilities to bypass identified flaws of the SMART goals technique. Nevertheless, these options are also accompanied by negative aspects which do not allow a general applicability regardless of the company's size.

An extension of SMART goals to SMARTER goals<ref name="wellknown" /> including traits like '''E''' (evaluated) and '''R''' (reviewed) is another way to mitigate potential flaws of the original tool.

==Conclusion==

As initially stated the SMART goals technique is supposed to be an effective way of achieving specific objectives. The question whether or not SMART goals lead to effectiveness cannot be answered so easily. For many other methods the dependence on external circumstances represents a crucial part whether the applicability is successful or not, same occurs to the SMART technique. However, its purpose and structure lead to proven success and popularity in the industry<ref name="wellknown" />. In contrary to other methodologies such as ''Cascading goals''<ref name="alternativegoals" />, it depends less on the organisational structure. Its rather generalist applicability can lead to failure, however, by putting emphasise on its positive guiding and goal structuring attributes its overall success and continuous usage for more than 30 years<ref name="Management Review" /> seems comprehensible. Additionally, the expectance of ''one size fits all''<ref name="Locke2" />, i.e. one tool can be applied to any case, is unrealistic and in general, not applicable to many tools regardless of its purpose. Its structuring, clear and motivating traits are facilitating many goal setting processes<ref name="mindtools" />. Despite abandoning the tool due to its limits, an inclusion of affected people in the goal development process, regularly updating initial goals in case of changes in the business environment and a precise evaluation of the goals' consequences to avoid a reduction of productivity can reduce potential limits<ref name="account" />.
In order to be successful, a deep understanding of the organisation is required due to its importance throughout the stages of project management<ref name="PMI Project phases" />. Especially, for the performance management a clear systematic and means of measurement for evaluating performance indicators is necessary<ref name="ws" />. In conclusion, SMART goals in a project management environment have proven to be a valuable tool for a great time. Considering its given limitations by encountering them with proper means can lead to a big achievement while planning a project and later on evaluating its performance.

==Annotated bibliography==

<references/>