SMART for strategies

Abstract

Initially created by George T. Doran in the Management Review, SMART is the acronym for the tool: Specific Measurable Assignable Realistic and Time-related[1]. The main purpose of the tool was to create something that every manager or team member could follow thereby making it an effective tool used in setting goals and objectives for a task. This is why this tool is more effective in strategies as it helps pay the way for new ideas that can be implemented in a project.

Although the tool has different purposes and meanings where it can be implemented; it is still used as the most efficient tool in goal setting. The scope and use of the tool are enormous in ways that they can easily be combinable with other methodological project management tools like Gantt charts, FMEA, etc. having a flexible application regardless of the project size is another reason for its popularity.

This article will go over the basics of the Goal setting tool and focus on its implementation in strategies where companies can use it for effective results in their project plans, Limitations of the tools, and examples of application in a simulated project.

Goals

The practice of creating goals has existed for centuries; the earliest examples may be found in philosophic works, where they take the shape of personal goals and aspirations. Since Frederick Winslow Taylor's presentation of the management theory of Scientific Management at the beginning of the 20th century[2], goal setting became increasingly popular in the corporate world. Since that time, goal-setting is a common technique that is employed in both personal and professional settings.

Goals in general can be seen in the short term and long term, and are worked on an overall vision. Developing the right goals represents a crucial part of project management as it promotes accountability by establishing clear expectations and responsibilities for individuals. However, from the traditional approach of applying goals at the start, it is also encouraged to be done on an ongoing basis, as circumstances change and new opportunities arise. Overall goal setting usually depends on the individual or organization's preferences and needs. Regardless of the timing, the key is to establish clear, specific, and actionable objectives that are aligned with overall values, vision, and mission.

Litreature

1. [↑ 1.0 1.1 1.2 1.3 George T. Doran (1981). There's a S.M.A.R.T. way to write Management's goals and objectives. Management Review,] 2. [https://www.bl.uk/people/frederick-winslow-taylor#:~:text=Taylor's%20work%20The%20principles%20of,from%20his%20places%20of%20employment.