SMART goals in project planning and performance management
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==Introduction== | ==Introduction== | ||
| − | Organisations such as companies aim to create benefits and to reach outcomes or goals, respectively ('''SPM p.26'''). This process is often initiated by establishing a vision which is translated into measureable goals in the planning phase of an organisation's strategic, tactical or operational level. The aim of the goal establishment is to create a guidance which allows to be followed throughout the phases of any project management process | + | Organisations such as companies aim to create benefits and to reach outcomes or goals, respectively ('''SPM p.26'''). This process is often initiated by establishing a vision which is translated into measureable goals in the planning phase of an organisation's strategic, tactical or operational level. The aim of the goal establishment is to create a guidance 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> |
- that lead to benefits or | - that lead to benefits or | ||
Revision as of 18:56, 20 September 2017
>>>Work in progress<<<
Considering the obstacles an effective goal setting can encounter such as lacking organisational capabilities or resistance to change, e.g due to individual anxiety, creating and implementing appropriate goals seem to be challenging. However, in a dynamic company environment establishing effective goals followed by developed action plans is of great importance in any project management process. Initially created by George T. Doran in the Management Review[1], the SMART goals can be classified as an effective goal setting technique. The acronym SMART stands for: Specific, Measurable, Achievable, Relevant, Time 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. Due to the SMART goals' great scope in diverse industrial areas, a deep investigation of the SMART traits and simultaneously a critical reflection of its potential limitations will be conducted as follows.
Contents |
Introduction
Organisations such as companies aim to create benefits and to reach outcomes or goals, respectively (SPM p.26). This process is often initiated by establishing a vision which is translated into measureable goals in the planning phase of an organisation's strategic, tactical or operational level. The aim of the goal establishment is to create a guidance which allows to be followed throughout the phases of any project management process [2]
- that lead to benefits or Within organisational project management the scope of projects, programs and portfolios are characterised by defined objectives or goals, respectively (SOPM p.7).
for success validation necessary
Why SMART?
Application: How to be SMART?
Guidance
Case studies
Project management phases: Planning, performance measurement, time management
>>>Further consideration in program/portfolio management
Limitations
Bias, human resistance
Other techniques?
goals not ambitious enough
strictly following of guidance can lead to disregard better solutions
Conclusion
Annotated bibliography
- ↑ 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
- ↑ PMI, XXX, https://www.pmi.org/learning/library/project-management-middle-five-stages-6969, Retrieved September 20, 2017
