Goal Hierarchy
It can be difficult to navigate the many tools and concepts that have been made for project management. However, the place to start is to set a direction for the project by defining the purpose. The purpose is what keeps the project alive. If there is no purpose, there is no reason to do the project. How do you approach it then? You start breaking down the purpose in smaller parts by defining the scope. The scope should only include the processes that will help you ensuring that the project will be a success. It requires a structed managing, which involves defining and controlling what should be and what should not be part of the project. [1] One way to help you defining the scope of your project is to apply the Goal Hierarchy method by breaking down goals in different levels of details by asking the questions ‘why?’ and ‘how?’.
The Goal Hierarchy is a dynamic method that can be used to set common goals that can be brought up to date throughout the project as knowledge expands. [2] The method consists of a hierarchy with a main goal on top followed by sub-goals, project-goals, deliveries, and success criteria. You ask yourself ‘why are we doing this?’ to make sure the goals make sense and ‘how are we doing this?’ to make the goals specific. [3]
This article will investigate the Goal Hierarchy and its purpose and how it can be applied to make your project management more specific and goal-oriented. The application of the method will be followed by its limitations with a critical reflection of the method and its application. Hence the reader will be aware of what the method can and cannot do and when it will be beneficial to use after reading this article.
Contents |
Context
When managing projects one can use tools and concepts within four different perspectives: Purpose, People, Complexity and Uncertainty. This article focusses on the purpose, specifically on how to define the scope by using the method Goal Hierarchy.
Description and Purpose
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Application
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Limitations
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Annotated Bibliography
Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management
References
- ↑ Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 5. Project Scope Management, page 129. Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/pdf/id:kt011DX4T1/guide-project-management/project-scope-management
- ↑ Attrup, M. L. and Olsson, J.R. , Power i projekter og portefølje, page 100, DJØF Publishing (2008), ISBN: 978-87-574-1665-7
- ↑ Geraldi, J., Thuesen, C., Oehmen, J., & Stingl, V. (2017). How to DO Projects? A Nordic Flavour to Managing Projects, p. 113. Dansk Standard. DS Handbook Vol. 185
