Goal hierarchy or Goal Breakdown Structure - Revision history

LBV at 20:43, 4 March 2019

2019-03-04T20:43:09Z

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	=How to create a goal heirarchy by using GBS=		=How to create a goal heirarchy by using GBS=
	[[Image:GBS1.jpg‎ \| right\|thumb\| 350px \| Figure 3.6, Attrup and Olsson. The figure displayhow to "flesh out the ~~purpose~~" by asking how and why.]]		[[Image:GBS1.jpg‎ \| right\|thumb\| 350px \| Figure 3.6, Attrup and Olsson. The figure displayhow to "flesh out the porpuse" by asking how and why.]]
	[[Image:GBS2.jpg‎ \| right\|thumb\| 350px \| Figure 3.8, Attrup and Olsson. The black line seperates the purpose from the deliverables. ]]		[[Image:GBS2.jpg‎ \| right\|thumb\| 350px \| Figure 3.8, Attrup and Olsson. The black line seperates the purpose from the deliverables. ]]
	[[Image:GBS3.jpg‎ \| right\|thumb\| 350px \| Figure 3.10, Attrup and Olsson. The smilies indicate which goals are suitable to create success criteria. (White is best and dark is worse).]]		[[Image:GBS3.jpg‎ \| right\|thumb\| 350px \| Figure 3.10, Attrup and Olsson. The smilies indicate which goals are suitable to create success criteria. (White is best and dark is worse).]]

LBV: /* How to create a goal heirarchy by using GBS */

2019-03-04T20:35:40Z

How to create a goal heirarchy by using GBS

← Older revision		Revision as of 20:35, 4 March 2019
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	=How to create a goal heirarchy by using GBS=		=How to create a goal heirarchy by using GBS=
	[[Image:GBS1.jpg‎ \| right\|thumb\| 350px \| Figure 3.6, Attrup and Olsson. The figure displayhow to "flesh out the ~~porpuse~~" by asking how and why.]]		[[Image:GBS1.jpg‎ \| right\|thumb\| 350px \| Figure 3.6, Attrup and Olsson. The figure displayhow to "flesh out the purpose" by asking how and why.]]
	[[Image:GBS2.jpg‎ \| right\|thumb\| 350px \| Figure 3.8, Attrup and Olsson. The black line seperates the purpose from the deliverables. ]]		[[Image:GBS2.jpg‎ \| right\|thumb\| 350px \| Figure 3.8, Attrup and Olsson. The black line seperates the purpose from the deliverables. ]]
	[[Image:GBS3.jpg‎ \| right\|thumb\| 350px \| Figure 3.10, Attrup and Olsson. The smilies indicate which goals are suitable to create success criteria. (White is best and dark is worse).]]		[[Image:GBS3.jpg‎ \| right\|thumb\| 350px \| Figure 3.10, Attrup and Olsson. The smilies indicate which goals are suitable to create success criteria. (White is best and dark is worse).]]

LBV: /* Limitations */

2019-03-04T14:57:31Z

Limitations

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	=Limitations=		=Limitations=

	One limitation or problem that can arise while creating the goal hierarchy by asking how and why, is that groups can find them selves the question why to much. When asking why to much and increasing the abstraction level, groups can find them selves asking almost existential questions. These questions are interesting but they are not that quantifiable and interesting to govern a business after. Attrup and Olsson state “''if you continue to ask why, however, you end up with, ‘Why are we here?’, ‘What is the meaning of life?’… and this can be difficult to navigate by”.''		One limitation or problem that can arise while creating the goal hierarchy by asking how and why, is that groups can find them selves the question why to much. When asking why to much and increasing the abstraction level, groups can find them selves asking almost existential questions. These questions are interesting but they are not that quantifiable and interesting to govern a business after. Attrup and Olsson state “''if you continue to ask why, however, you end up with, ‘Why are we here?’, ‘What is the meaning of life?’… and this can be difficult to navigate by”.'' <ref> Attrup, M. L. and Olsson, J.R. , Power in Projects, Programs and Portfolios, page 107, DJØF Publishing (30 Sept. 2015), ISBN-10: 8757434093 </ref>

	Another limitation of the goal setting strategy is that it relies on a purpose that is properly defined and at reasonable level of scope, to begin with. Otherwise, moving down the goal hierarchy by asking how, can be next to impossible to do. How do we create world peace?		Another limitation of the goal setting strategy is that it relies on a purpose that is properly defined and at reasonable level of scope, to begin with. Otherwise, moving down the goal hierarchy by asking how, can be next to impossible to do. How do we create world peace?

LBV: /* The golden circle */

2019-03-04T14:53:12Z

The golden circle

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	==The golden circle==		==The golden circle==
	[[Image:TGC.png‎ \| right\|thumb\| 350px \| Figure 4.0, CC S.Sinek 2015, "The golden circle".]]		[[Image:TGC.png‎ \| right\|thumb\| 350px \| Figure 4, CC S.Sinek 2015, "The golden circle".]]
	A more condensed version of the application of GBS is presented in Sinek’s book “Start with Why”. He presents a model of ordering the question why, how and what in a circular diagram, which he refers to as “the golden circle”. <ref> Simon Sinek, Start With Why: How Great Leaders Inspire Everyone To Take Action, Penguin UK, 6 okt. 2011 </ref> See figure ~~(xx)~~.		A more condensed version of the application of GBS is presented in Sinek’s book “Start with Why”. He presents a model of ordering the question why, how and what in a circular diagram, which he refers to as “the golden circle”. <ref> Simon Sinek, Start With Why: How Great Leaders Inspire Everyone To Take Action, Penguin UK, 6 okt. 2011 </ref> See figure 4.
	Similar to the GBS model, the highest level of the purpose is reached by asking the question why. The question how implies how a business achieve their main purpose or products, i.e. the sub-goals. The what question, represents what the business delivers i.e. the deliverables.		Similar to the GBS model, the highest level of the purpose is reached by asking the question why. The question how implies how a business achieve their main purpose or products, i.e. the sub-goals. The what question, represents what the business delivers i.e. the deliverables.
	Sinek (2011) further defines the three levels of questions in the golden circle and argues that every organization knows what they do and what products or services they sell. He highlights, some organisations know how they do it. This level represents how they set their business apart from their competitors. Finally, he states that very few businesses know why they do what they do and he defines the why level with the utmost importance to great business success. He writes; ''“WHY is not about making money. That’s a result. WHY is a purpose, cause or belief. It’s the very reason your organization exists.'' “ <ref> Simon Sinek, Start With Why: How Great Leaders Inspire Everyone To Take Action, chapter 3, Penguin UK, 6 okt. 2011 </ref>. He argues, that the need to know why a company does what they do is a biological definitive of how the human mind chooses what it likes.		Sinek (2011) further defines the three levels of questions in the golden circle and argues that every organization knows what they do and what products or services they sell. He highlights, some organisations know how they do it. This level represents how they set their business apart from their competitors. Finally, he states that very few businesses know why they do what they do and he defines the why level with the utmost importance to great business success. He writes; ''“WHY is not about making money. That’s a result. WHY is a purpose, cause or belief. It’s the very reason your organization exists.'' “ <ref> Simon Sinek, Start With Why: How Great Leaders Inspire Everyone To Take Action, chapter 3, Penguin UK, 6 okt. 2011 </ref>. He argues, that the need to know why a company does what they do is a biological definitive of how the human mind chooses what it likes.

LBV: /* The golden circle */

2019-03-04T14:52:42Z

The golden circle

← Older revision		Revision as of 14:52, 4 March 2019
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	==The golden circle==		==The golden circle==
	[[Image:TGC.png‎ \| right\|thumb\| 350px ]]		[[Image:TGC.png‎ \| right\|thumb\| 350px \| Figure 4.0, CC S.Sinek 2015, "The golden circle".]]
	A more condensed version of the application of GBS is presented in Sinek’s book “Start with Why”. He presents a model of ordering the question why, how and what in a circular diagram, which he refers to as “the golden circle”. <ref> Simon Sinek, Start With Why: How Great Leaders Inspire Everyone To Take Action, Penguin UK, 6 okt. 2011 </ref> See figure (xx).		A more condensed version of the application of GBS is presented in Sinek’s book “Start with Why”. He presents a model of ordering the question why, how and what in a circular diagram, which he refers to as “the golden circle”. <ref> Simon Sinek, Start With Why: How Great Leaders Inspire Everyone To Take Action, Penguin UK, 6 okt. 2011 </ref> See figure (xx).
	Similar to the GBS model, the highest level of the purpose is reached by asking the question why. The question how implies how a business achieve their main purpose or products, i.e. the sub-goals. The what question, represents what the business delivers i.e. the deliverables.		Similar to the GBS model, the highest level of the purpose is reached by asking the question why. The question how implies how a business achieve their main purpose or products, i.e. the sub-goals. The what question, represents what the business delivers i.e. the deliverables.

LBV: /* How to create a goal heirarchy by using GBS */

2019-03-04T14:49:00Z

How to create a goal heirarchy by using GBS

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	[[Image:GBS1.jpg‎ \| right\|thumb\| 350px \| Figure 3.6, Attrup and Olsson. The figure displayhow to "flesh out the porpuse" by asking how and why.]]		[[Image:GBS1.jpg‎ \| right\|thumb\| 350px \| Figure 3.6, Attrup and Olsson. The figure displayhow to "flesh out the porpuse" by asking how and why.]]
	[[Image:GBS2.jpg‎ \| right\|thumb\| 350px \| Figure 3.8, Attrup and Olsson. The black line seperates the purpose from the deliverables. ]]		[[Image:GBS2.jpg‎ \| right\|thumb\| 350px \| Figure 3.8, Attrup and Olsson. The black line seperates the purpose from the deliverables. ]]
	[[Image:GBS3.jpg‎ \| right\|thumb\| 350px \| Figure 3.10, Attrup and Olsson. The smilies indicate which goals are suitable to create success criteria. (White is best and dark is ~~worst~~.]]		[[Image:GBS3.jpg‎ \| right\|thumb\| 350px \| Figure 3.10, Attrup and Olsson. The smilies indicate which goals are suitable to create success criteria. (White is best and dark is worse).]]
	The book “Power in Projects, Programs and Portfolios” by Attrup and Olsson (2015) <ref> Attrup, M. L. and Olsson, J.R. , Power in Projects, Programs and Portfolios, DJØF Publishing (30 Sept. 2015), ISBN-10: 8757434093.</ref> provides a thorough explanation and example of how to create a GBS. The authors refer to goals as objectives and therefore the book refers to GBS as an objective break down structure or OBS. This article will use the term GBS.		The book “Power in Projects, Programs and Portfolios” by Attrup and Olsson (2015) <ref> Attrup, M. L. and Olsson, J.R. , Power in Projects, Programs and Portfolios, DJØF Publishing (30 Sept. 2015), ISBN-10: 8757434093.</ref> provides a thorough explanation and example of how to create a GBS. The authors refer to goals as objectives and therefore the book refers to GBS as an objective break down structure or OBS. This article will use the term GBS.

LBV: /* How to create a goal heirarchy by using GBS */

2019-03-04T14:48:12Z

How to create a goal heirarchy by using GBS

← Older revision		Revision as of 14:48, 4 March 2019
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	=How to create a goal heirarchy by using GBS=		=How to create a goal heirarchy by using GBS=
	[[Image:GBS1.jpg‎ \| right\|thumb\| 350px \| ~~caption="{~~Figure 3.6, Attrup and Olsson. The figure displayhow to "flesh out the porpuse" by asking how and why.}"]]		[[Image:GBS1.jpg‎ \| right\|thumb\| 350px \| Figure 3.6, Attrup and Olsson. The figure displayhow to "flesh out the porpuse" by asking how and why.]]
	[[Image:GBS2.jpg‎ \| right\|thumb\| 350px \| ~~caption="{~~Figure 3.8, Attrup and Olsson. The black line seperates the purpose from the deliverables.}" ]]		[[Image:GBS2.jpg‎ \| right\|thumb\| 350px \| Figure 3.8, Attrup and Olsson. The black line seperates the purpose from the deliverables. ]]
	[[Image:GBS3.jpg‎ \| right\|thumb\| 350px \| ~~caption="{~~Figure 3.10, Attrup and Olsson. The smilies indicate which goals are suitable to create success criteria. (White is best and dark is worst.}"]]		[[Image:GBS3.jpg‎ \| right\|thumb\| 350px \| Figure 3.10, Attrup and Olsson. The smilies indicate which goals are suitable to create success criteria. (White is best and dark is worst.]]
	The book “Power in Projects, Programs and Portfolios” by Attrup and Olsson (2015) <ref> Attrup, M. L. and Olsson, J.R. , Power in Projects, Programs and Portfolios, DJØF Publishing (30 Sept. 2015), ISBN-10: 8757434093.</ref> provides a thorough explanation and example of how to create a GBS. The authors refer to goals as objectives and therefore the book refers to GBS as an objective break down structure or OBS. This article will use the term GBS.		The book “Power in Projects, Programs and Portfolios” by Attrup and Olsson (2015) <ref> Attrup, M. L. and Olsson, J.R. , Power in Projects, Programs and Portfolios, DJØF Publishing (30 Sept. 2015), ISBN-10: 8757434093.</ref> provides a thorough explanation and example of how to create a GBS. The authors refer to goals as objectives and therefore the book refers to GBS as an objective break down structure or OBS. This article will use the term GBS.

LBV: /* How to create a goal heirarchy by using GBS */

2019-03-04T14:45:31Z

How to create a goal heirarchy by using GBS

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	=How to create a goal heirarchy by using GBS=		=How to create a goal heirarchy by using GBS=
	[[Image:GBS1.jpg‎ \| right\|thumb\| 350px \| caption="{Figure 3.6, Attrup and Olsson. The figure displayhow to "flesh out the porpuse" by asking how and why.}"]]		[[Image:GBS1.jpg‎ \| right\|thumb\| 350px \| caption="{Figure 3.6, Attrup and Olsson. The figure displayhow to "flesh out the porpuse" by asking how and why.}"]]
	[[Image:GBS2.jpg‎ \| right\|thumb\| 350px ]]		[[Image:GBS2.jpg‎ \| right\|thumb\| 350px \| caption="{Figure 3.8, Attrup and Olsson. The black line seperates the purpose from the deliverables.}" ]]
	[[Image:GBS3.jpg‎ \| right\|thumb\| 350px ]]		[[Image:GBS3.jpg‎ \| right\|thumb\| 350px \| caption="{Figure 3.10, Attrup and Olsson. The smilies indicate which goals are suitable to create success criteria. (White is best and dark is worst.}"]]
	The book “Power in Projects, Programs and Portfolios” by Attrup and Olsson (2015) <ref> Attrup, M. L. and Olsson, J.R. , Power in Projects, Programs and Portfolios, DJØF Publishing (30 Sept. 2015), ISBN-10: 8757434093.</ref> provides a thorough explanation and example of how to create a GBS. The authors refer to goals as objectives and therefore the book refers to GBS as an objective break down structure or OBS. This article will use the term GBS.		The book “Power in Projects, Programs and Portfolios” by Attrup and Olsson (2015) <ref> Attrup, M. L. and Olsson, J.R. , Power in Projects, Programs and Portfolios, DJØF Publishing (30 Sept. 2015), ISBN-10: 8757434093.</ref> provides a thorough explanation and example of how to create a GBS. The authors refer to goals as objectives and therefore the book refers to GBS as an objective break down structure or OBS. This article will use the term GBS.

LBV: /* How to create a goal heirarchy by using GBS */

2019-03-04T14:42:27Z

How to create a goal heirarchy by using GBS

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	=How to create a goal heirarchy by using GBS=		=How to create a goal heirarchy by using GBS=
	[[Image:GBS1.jpg‎ \| right\|thumb\| 350px ]]		[[Image:GBS1.jpg‎ \| right\|thumb\| 350px \| caption="{Figure 3.6, Attrup and Olsson. The figure displayhow to "flesh out the porpuse" by asking how and why.}"]]
	[[Image:GBS2.jpg‎ \| right\|thumb\| 350px ]]		[[Image:GBS2.jpg‎ \| right\|thumb\| 350px ]]
	[[Image:GBS3.jpg‎ \| right\|thumb\| 350px ]]		[[Image:GBS3.jpg‎ \| right\|thumb\| 350px ]]
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	When outlining the GBS, the PPP team first objective is to study the and interoperate the main propose of the PPP, which is often defined by the stakeholders. Attrup and Olsson displays an example of a project about a company that produces machinery for the plastics industry. The company wants to boost its competitiveness and the project team then further defines this main goal or propose into two sub goals, increase customer satisfaction and reduce cost.		When outlining the GBS, the PPP team first objective is to study the and interoperate the main propose of the PPP, which is often defined by the stakeholders. Attrup and Olsson displays an example of a project about a company that produces machinery for the plastics industry. The company wants to boost its competitiveness and the project team then further defines this main goal or propose into two sub goals, increase customer satisfaction and reduce cost.
	Attrup and Olsson state that the GBS can be navigated and arranged by asking Why? or How?. When asking how one moves down in abstraction level of the goal hierarchy. By answering “How can we increase competitiveness?”, the sub goals are constructed, “Well, by improving our customer service and optimizing our resources utilization.” When asking why, one moves up the goal hierarchy and ensures that the defined sub-goals are in alignment with the main goal or purpose. See figure (XX).		Attrup and Olsson state that the GBS can be navigated and arranged by asking Why? or How?. When asking how one moves down in abstraction level of the goal hierarchy. By answering “How can we increase competitiveness?”, the sub goals are constructed, “Well, by improving our customer service and optimizing our resources utilization.” When asking why, one moves up the goal hierarchy and ensures that the defined sub-goals are in alignment with the main goal or purpose. See figure (3.6).

	The project team can than further repeat this process of first asking how, to move further down in abstraction level and gain more insight into the sub-goals and possible deliverables and then ask why to understand how these relate to the project purpose. See figure 3.8. Attrup and Olsson stress the need for moving up and down the goal hierarchy to achieve a holistic view of the project strategy. <ref> Attrup, M. L. and Olsson, J.R. , Power in Projects, Programs and Portfolios, page 107, DJØF Publishing (30 Sept. 2015), ISBN-10: 8757434093. </ref>		The project team can than further repeat this process of first asking how, to move further down in abstraction level and gain more insight into the sub-goals and possible deliverables and then ask why to understand how these relate to the project purpose. See figure 3.8. Attrup and Olsson stress the need for moving up and down the goal hierarchy to achieve a holistic view of the project strategy. <ref> Attrup, M. L. and Olsson, J.R. , Power in Projects, Programs and Portfolios, page 107, DJØF Publishing (30 Sept. 2015), ISBN-10: 8757434093. </ref>

LBV: /* The golden circle */

2019-03-04T14:32:12Z

The golden circle

← Older revision		Revision as of 14:32, 4 March 2019
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	A more condensed version of the application of GBS is presented in Sinek’s book “Start with Why”. He presents a model of ordering the question why, how and what in a circular diagram, which he refers to as “the golden circle”. <ref> Simon Sinek, Start With Why: How Great Leaders Inspire Everyone To Take Action, Penguin UK, 6 okt. 2011 </ref> See figure (xx).		A more condensed version of the application of GBS is presented in Sinek’s book “Start with Why”. He presents a model of ordering the question why, how and what in a circular diagram, which he refers to as “the golden circle”. <ref> Simon Sinek, Start With Why: How Great Leaders Inspire Everyone To Take Action, Penguin UK, 6 okt. 2011 </ref> See figure (xx).
	Similar to the GBS model, the highest level of the purpose is reached by asking the question why. The question how implies how a business achieve their main purpose or products, i.e. the sub-goals. The what question, represents what the business delivers i.e. the deliverables.		Similar to the GBS model, the highest level of the purpose is reached by asking the question why. The question how implies how a business achieve their main purpose or products, i.e. the sub-goals. The what question, represents what the business delivers i.e. the deliverables.
	Sinek (2011) further defines the three levels of questions in the golden circle and argues that every organization knows what they do and what products or services they sell. He highlights, some organisations know how they do it. This level represents how they set their business apart from their competitors. Finally, he states that very few businesses know why they do what they do and he defines the why level with the utmost importance to great business success. He writes; “WHY is not about making money. That’s a result. WHY is a purpose, cause or belief. It’s the very reason your organization exists. “ <ref> Simon Sinek, Start With Why: How Great Leaders Inspire Everyone To Take Action, chapter 3, Penguin UK, 6 okt. 2011 </ref>. He argues, that the need to know why a company does what they do is a biological definitive of how the human mind chooses what it likes.		Sinek (2011) further defines the three levels of questions in the golden circle and argues that every organization knows what they do and what products or services they sell. He highlights, some organisations know how they do it. This level represents how they set their business apart from their competitors. Finally, he states that very few businesses know why they do what they do and he defines the why level with the utmost importance to great business success. He writes; ''“WHY is not about making money. That’s a result. WHY is a purpose, cause or belief. It’s the very reason your organization exists.'' “ <ref> Simon Sinek, Start With Why: How Great Leaders Inspire Everyone To Take Action, chapter 3, Penguin UK, 6 okt. 2011 </ref>. He argues, that the need to know why a company does what they do is a biological definitive of how the human mind chooses what it likes.

	See Sinek’s [https://www.youtube.com/watch?v=l5Tw0PGcyN0&t=4s, TED Talk] for a compelling explanation of the importance of knowing your goal hierarchy in a business!		See Sinek’s [https://www.youtube.com/watch?v=l5Tw0PGcyN0&t=4s, TED Talk] for a compelling explanation of the importance of knowing your goal hierarchy in a business!