SMART Goals (Specific, Measurable, Attainable, Relevant, Time-bound)

Revision as of 19:21, 14 February 2021

Abstract

Goals and objectives are deeply inherent in project -, program -, and portfolio management. They are found ranging from overarching business - and strategic goals of companies and organizations, which the project, program, and portfolios must fulfil and be aligned with, to the specific goals of a single project. Consequently, are a goal setting framework, like SMART goals essential and extremely relevant. The SMART goal framework enables the managers to clearly define and understand the purpose and goals of the project, program, or portfolio. This helps the managers to ensure that the goals they are pursuing are the right one and that the goals will move the project, program, or portfolio in the right direction. Thus, is the SMART goals framework highly applicable in the initiation phase of a project, program, and portfolio, when its goal and purpose needs to be defined.
This article's main focus will be on SMART goals in project management and how it can be utilized for defining the goals and purpose of the project in the initiation phase of a project. However, it is also highly applicable for program managers and portfolio managers and can be utilized in other project life cycle phases since it is highly applicable whenever a goal needs to be defined. Therefore, it can be used during the project's execution to help drive the project forward and help project participants set personal goals and stay motivated.

The applicability of SMART goals in the initiation phase is well-documented, and within research, there is an agreement that projects without a well-formulated goal lack purpose and accountability^[1]. Furthermore, does Managing Successful Projects with PRINCE2^[2] define the purpose of the initiation phase as: "to establish solid foundations for the project, enabling the organization to understand the work that needs to be done to deliver the project's products before committing to a significant spend". It further states the context of the initiation phase of a project as: "Initiating a project is aimed at laying down the foundations in order to achieve a successful project. Specifically, all parties must be clear on what the project is intended to achieve, why it is needed, how the outcome is to be achieved and what their responsibilities are, so that there can be genuine commitment to it"^[2]. Hence, a clear and commonly understood and agreed upon project goal must be defined during the initiating phase. Moreover, does Guide to the Project Management Body of Knowledge^[3] provide the following statement regarding the initiating phase of a project: "The Initiating Process Group consists of those processes performed to define a new project …. The purpose of the Initiating Process Group is to align the stakeholders' expectations and the project purpose, …. Within the Initiating processes, the initial scope is defined". This further highlight the importance of formulating a clear and commonly understood and agreed upon project goal and purpose.

However, The acronym SMART has many different interpretations, which have evoked a rising resistance^[4]. Nonetheless, are SMART goals widely utilized and popular as businesses have found it to be a clear, simple, and valuable framework for managing and setting up goals, that are easily applicable and give a clear, focused direction ^{[5] [6]}.
Parts of the literature on SMART goals distinguish between goals and objectives with objectives referring to: "a sub-goal that expresses the desired outcome: a short-term effect or change expected to result from the outputs of activities performed"^[1]. Some authors state that such a definition is needed when studying SMART goals as interchangeable usage of the terms leads to unnecessary confusion and is a misnomer ^[7]. Nonetheless, the terms will be used interchangeably in this paper, since SMART goals apply to both, and it is of the authors' opinion that a strict division will not benefit the intended reader.

This paper aims to explain SMART goals to other project participants, thereby enabling them to apply it to their projects, enhancing these. Therefore, is the paper initiated by a brief explanation of goal setting theory as it is the foundation on which SMART goals build upon. Thereafter, follows an in-depth explanation of the SMART goals, where I will describe SMART goals and its purpose. Hereafter will a guide on how to use the framework be presented. It will be utilized on a practical example—thereby showcasing how to utilize the outlined approach, the applicability of SMART goals, and the benefits of its usage. The paper ends with a critical reflection and investigation on SMART goals and its limitation. Here, I will provide the reader with the most profound limitations and criticism of SMART goals, to enable the reader to know both pros and cons of the framework.

Goal Setting Theory

E. Lock firstly put forward goal setting theory in 1968 in "Toward a Theory of Task Motivation and Incentives ^[8]. Here, he states that specific and challenging goals with proper feedback contribute to better task performance, thereby noting that goal setting is linked to task performance^[8].

Goal setting theory's domain lay within purposefully and directed actions and focuses on why some people perform better on tasks than others^[9]. Goal setting theory highlights that if they have the same abilities and skills, then the difference in performance must be motivational. Furthermore, goal setting theory is founded upon that conscious human behaviour is purposeful; hence, is the principal of goal-directed actions not limited to deliberate actions^[9].

In general, the literature regarding goal setting has recognized the positive relationship between performances and well-defined goals^[10]. Zwikael et al.^[10] explain that link between goal and performance through motivational and goal-oriented, effort-directed mechanisms; thus, stating that one can anticipate that setting goals will improve project performance. Moreover, in Building a Practically Useful Theory of Goal Setting^[11] does E. A. Locke and G. P. Latham, based on 35 years of empirical research, describes four mechanisms that goals affect performance through:

1. Goals serve a directive function; they direct attention and effort toward goal-relevant activities and away from goal-relevant activities,
   
2. Goals have an energizing function. High goals lead to greater effort than low goals,
   
3. Foals affect persistence. When participants are allowed to control the time they spend on a task, hard goals prolong effort,
   
4. Goals affect action indirectly by leading to the arousal, discovery, and use of task-relevant knowledge and strategies.

Altogether goal setting theory shows the importance of having a good goal and shows what characterizes a good goal need to have before it positively affects performance. It can be assumed, that if the goal and purpose of one project consist of these characteristics, then the performance of the project would be enhanced, and one would be more successful in one's project management. Therefore, the SMART goal framework will be explained in depth next, as it can help the project manager obtain the characteristics for the project's goal and purpose.

The SMART Goal Framework

As described in the earlier section, it is of utmost importance to appropriately formulate one's project's goal, and writing goals by utilizing SMART is the golden standard for goal setting since it offers a clear direction for action planning and implementation. Consequently, organizations used the framework as an unfailing model to steer their goal formulation. The SMART goal framework can be classed as a highly valuable goal setting framework.^[1]
Some practitioners and researchers claim that the SMART goal framework originates from P.Drucker's book The Practice of Management^[12]. Nonetheless, P. Drucker does not directly reference the SMART acronym, but the ideas presented in the book are fundamental in the SMART framework^[6]. However, the SMART goal framework originates from G. T. Doran's paper from 1981 called There's a SMART way to write management goals and objectives^[13]. G. T. Doran specifies that managers are confused by all the verbiage they face when trying to write effective goals^[13]. Subsequently, he presents the SMART acronym as a helping hand for managers when writing goals to ensure they are effective goals, and stats that, ideally speaking all goals should be:

• S: Specific - target a specific area for importance,
• M: Measurable - quantify or at least suggest an indicator of progress,
• A: Assignable - specify who will do it,
• R: Realistic - state what results can realistically be achieved, given available resources,
• T: Time-related - specify when the results can be achieved. ^[13]

G. T. Doran highlights that the SMART goal framework needs to be flexed to the organization, scope, and purpose of the project, as it is the combination of the goal and its action plan that is important. G. T. Doran points out that serious management should focus on these twins and not just the goal.^[13] He further clarifies that every goal will not consist of all five criteria, but the closer one gets to all SMART criteria, the smarter will the goal be^[13]. To highlight this point, everything that is realistic is not necessarily capable of being measured. Overall G. T. Doran did not solely look at the mechanism of the goal, but also the behavioural context in which the goal is delivered and set up in. He acknowledged that people failed to reach the goal, not due to the goal's scope but due to the behavioural elements.

As G. T. Doran's were developed back in the 1980s and gained substantial support, the acronym has been subject to modification by practitioners and researcher. The most common and most used is modification is^[4]:

• Specific,
• Measurable,
• Attainable,
• Relevant,
• Time-bound.

In the following, this representation of the acronym will be analyzed and explained as it is the most common and represent the current state of the art. Furthermore, does this representation build upon the idea of G. T. Doran.

S: Specific

Keeping a goal specific entails that one's goal is clearly and precisely described and well-defined. It is important to note that, the more information one is contributing with, the easier it will be to find the path towards goal realization and the better the outcome of the project. Therefore, should there be no doubt about the goal in the project team or other levels in the hierarchy. If the goal is not specific, then the chance of potential misinterpretation is increased, and everyone may not be pursuing the right goal. A helping hand to make sure the goal is specific is to answer the five W questions ^[14]:

• What do I want to accomplish?
• Why is this goal important?
• Who is involved?
• Where is it located?
• Which resources or limits are involved?

M: Measurable

Having a measurable goal requires a quantitative measuring way of the project goal. One needs to know how to measure the project progress and set up measuring metrics to measure the project's progress; here, project milestones can be helpful. Measurable goals goal should address the following questions^[14]:

• How much?
• How many?
• How will I know when it is accomplished?

Having a measurable goal is vital as it helps one keep track of the progress and thereby keep the project team's motivation. Further, it helps the project team stay focused and meet deadlines as it offers a tangible way of keeping track of the project.

A: Attainable

An attainable goal involves having a realistic goal that is possible to fulfil. Therefore, does one need to examine the feasibility of the goal and ensure it is feasible with the resources available. When defining the goal, one needs to balance that the goal should be attainable but not too trivial. Reason being, if the goal is impossible to fulfil, it can make the team frustrated. In contrast, if a goal is too trivial, it can also negatively affect the team's motivation by not being a motivational factor. A good practice for ensuring an attainable goal is to involve the project team in the goal setting and let them choose their project contribution based on their capabilities. Furthermore, can the project manager when setting up the goal address the following questions to ensure the goal is attainable^[14]:

• How can I accomplish this goal?
• How realistic is the goal, based on other constraints, such as financial factors?

R: Relevant

To ensure one's goal is relevant one needs to examine whether the goal is relevant for oneself and the organization. It is about ensuring that the goal matters to oneself and the organization; it has to align with the strategic and organizational goals. The project's scope will be kept clear by having a relevant goal, and the project team and organization will be more actively involved in the project. For defining a relevant goal, it is crucial to know whether the proper resources are in place, and a relevant goal should be able to answer yes to the following questions^[14]:

• Does this seem worthwhile?
• Is this the right time?
• Does this match our other efforts/needs?
• Am I the right person to reach this goal?
• Is it applicable in the current socio-economic environment?

If one's goal is not relevant, the likelihood of losing the project team's support and organization is increased drastically, as they do not see the benefit and purpose of the project.

T: Time-bound

A project always has a start date and end date; therefore, every project is time-bound, and in turn, every project goal. Consequently, a goal needs to be time-bound, to have a target date/deadline. A time-bound goal helps the project team stay motivated, gives a sense of urgency that leads to deliverables being delivered, and counteracts procrastination within the project team since it helps the project team prevent that day-to-day tasks take priority over the goal. Altogether, a time-bound goal helps oneself and the project team to stay on track. For developing a time-bound goal, one can answer the following questions^[14]

• What can I do six months from now?
• What can I do six weeks from now?
• What can I do today?

Benefits of The SMART Goals Framework

The overarching benefit of utilizing the SMART goal framework is that it offers the opportunity to generate considerable success based on the efforts it takes^[13]. Furthermore, does it embody the essential practices needed for achieving motivation within the team and improve the likelihood that the project will accomplish the goal and purpose set up^[4]. The SMART goal framework offers a simple framework for defining goals that are very easy to use, making it usable for all kinds of project participants, and despite its simplicity, it forces project participants to consider and clearly define their goals when setting them^[5]. The SMART goal framework gives a higher rate of success contrasted to more vague goal setting techniques, and it generates discipline, focus, and structure within the project team [1]. Another considerable benefit of the SMART goal framework is its applicability to all types of projects and organizations, no matter the size^[14]. Additionally, does it facilitate the development of performance indicators, thereby facilitating feedback and learning, which can keep oneself and the project on track to success^[14].

A concrete example of the benefits of utilizing the SMART goal framework is seen in K. B. Lawlor's study Smart Goals: How the Application of Smart Goals can Contribute to Achievement of Student Learning Outcomes^[6]. He hypothesized that a team utilizing the SMART goal framework would outperform teams that did not utilize the framework. His findings supported this hypothesis, showing that the SMART goal framework's usage improved team performance.^[6]

Altogether, having a goal based on the SMART foal framework helps a project, as the goal is clear and understood throughout the project team. Thereby, can the project manager ensure that the team is pursuing the right goal and moving the project in the right direction.

Application of The SMART Goals Framework

What characterises the process How is it utilized? What is the good practice within it?

Step-guide to usage

Provide a step guide on how to use it

Application Example of The SMART Goals Framework

A concrete example in which you utilise SMART Goals.

• Have a goal you are starting with
  
• Utilise the outlined application process of SMART Goals to make the goal SMART <be>

Outcome

• Highlight why it is SMART and what it does for the goal
  

Limitations of The SMART Goals Framework

SMART goals wide usage has led researchers and practitioners to uncover theoretically and practical limitations and drawbacks relating to the framework. In 2018 D. Sull and C. Sull ^[15] points out that leaders must move away from their usage of SMART goals and their entrenched practices to harness the full potential of the goals fully. D. Sull and C. Sull stats that SMART goals undervalue ambition, focus narrowly on individual performance, and ignore the importance of discussing goals throughout the year^[15]. They point out that recent articles have argued against stretch goals and recommended incremental targets instead, thereby claiming that goals should be stated ambitiously and not an achievable as it gives a temptation to play it safe when setting goals. This is not desirable as employees pursuing ambitious goals are significantly outperforming their colleagues with less challenging objectives. As a consequence, D. Sull and C. Sull propose a new goal setting framework called FAST to improve goal setting.^[15]

Human resistance and biases are a potential limitation to the effective usage of SMART goals, as for all other framework and tools that are as highly reliant on people as the SMART goal framework. When proposing the SMART framework, G. T. Doran mentions the potential drawback of human resistance^[13]. Subsequently, Schweitzer et al.^[16] show that individuals who have specific goals are more likely to lie about their performance. Hence, a goal developed through the SMART goal framework is likely to provoke unethical behaviour by the project participant, and further, create a stressful environment due to the immense pressure of completing the work within a given time frame ^[17]

Also, the SMART goal framework is criticized for not being well-suited for long-term goals due to its non-flexible nature, as the lack of flexibility makes in inadequate of helping if circumstance change. Moreover, L. Macleod^[7] highlights that the SMART goal framework itself provided no guidance in determining whether the goal is wise. Maxin Sytch^[17] supports this and points at the SMART goal framework as tactical and therefore not necessarily give the insights to whether the SMART goals developed is aligned or misaligned with the overall strategy and vision of the organization. Thus, the SMART goal framework does not itself ensure that the goal is aligned with the organization, which is of utmost importance as goals can drive strategy execution but only when they are aligned with strategic priorities^[17].

Furthermore, has the wide usage of the SMART goal framework has led to an acronym drift, entailing a lot of mass interoperations of the frameworks, where some drifted far away from the original idea and research it is based upon ^[4]. Additionally, multiple researchers point towards the SMART goal framework as not fully applicable to the current state-of-the-art research within goal setting. This has led to the SMART framework's extensions called SMARTER ^{[7] [5]}. L. Macleod^[7] states the E in SMARTER is "Engaging", and the R is "Rewarding" and G. Yemm^[18] states the E is "Evaluated" and the R is "Reviewed". Thereby, for the SMARTER framework, an acronym drift can be identified as well. The acronym drift and extensions are a potential cause of misunderstanding and misleading of newcomers to the SMART goal framework, which can entail that they do not adequately utilize it. Nevertheless, Rubin points toward it not being the most significant limitation, as the value of SMART is to focus people on the act of setting goals and stimulate discussion of these with other project participants ^[4]. No matter what acronym one uses, the SMART framework will ensure this happens.

Annotated bibliography

Short intro

1. Ref 1: Text explaining the reference
2. Ref 2: Text explaining the reference
3. Ref 3: Text explaining the reference

Bibliography

1. ↑ ^{1.0 1.1 1.2} Ogbeiwi, Osahon. (2017). Why written objectives need to be really SMART. British Journal of Healthcare Management. 23. 324-336. 10.12968/bjhc.2017.23.7.324.
2. ↑ ^{2.0 2.1} AXELOS (2017). Managing successful projects with prince2 2017 edition. ProQuest Ebook Central https://ebookcentral-proquest-com.proxy.findit.dtu.dk
3. ↑ Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 2. Initiating Process Group. Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/pdf/id:kt011DXQ4C/guide-project-management/initiating-process-group
4. ↑ ^{4.0 4.1 4.2 4.3 4.4} Rubin, Robert. (2002). Will the real SMART goals please stand up?. 39. https://www.semanticscholar.org/paper/Will-the-Real-SMART-Goals-Please-Stand-Up-Rubin/420c9bf14b34d26b2e0e047b0da0a30e5d06f153
5. ↑ ^{5.0 5.1 5.2} Haughey, Duncan. (2014) A BRIEF HISTORY OF SMART GOALS. Project Smart ~ Exploring trends and developments in project management today. Retrieved February 7, 2021. https://www.projectsmart.co.uk/brief-history-of-smart-goals.php
6. ↑ ^{6.0 6.1 6.2 6.3} Lawlor, K.B. & Hornyak, M.J.. (2012). Smart goals: How the application of smart goals can contribute to achievement of student learning outcomes. Dev Bus Sim Exp Learn. 39. 259-267.. https://journals.tdl.org/absel/index.php/absel/article/view/90
7. ↑ ^{7.0 7.1 7.2 7.3} Macleod, Les. (2013). Making SMART goals smarter. Physician executive. 38. 68-70, 72.
8. ↑ ^{8.0 8.1} Locke, E. A. (1968). Toward a theory of task motivation and incentives, Organizational Behavior and Human Performance, Volume 3, Issue 2, Pages 157-189, ISSN 0030-5073, https://doi.org/10.1016/0030-5073(68)90004-4
9. ↑ ^{9.0 9.1} Locke, E. A. & Latham, G. (1991). A Theory of Goal Setting & Task Performance. The Academy of Management Review. 16. 10.2307/258875.
10. ↑ ^{10.0 10.1} Zwikael, O. & C., Ying-Yi & Meredith, J. (2018). Project benefit management: Setting effective target benefits. International Journal of Project Management. 36. 650-658. 10.1016/j.ijproman.2018.01.002.
11. ↑ Locke, E. A. & Latham, G. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation: A 35Year Odyssey. American Psychologist - AMER PSYCHOL. 57. 705-717. 10.1037/0003-066X.57.9.705.
12. ↑ Drucker, P. F. (1954). The practice of management. New York: Harper & Row.
13. ↑ ^{13.0 13.1 13.2 13.3 13.4 13.5 13.6} Doran, G. T. (1981). There’s a S.M.A.R.T. Way to Write Management’s Goals and Objectives. Management Review, 70, 35-36.
14. ↑ ^{14.0 14.1 14.2 14.3 14.4 14.5 14.6} Mindtools (2016) SMART Goals - How to Make Your Goals Achievable. Retrieved February 7, 2021. https://www.mindtools.com/pages/article/smart-goals.htm
15. ↑ ^{15.0 15.1 15.2} Sull, D. & Sull, C. (2018). With Goals, FAST beats SMART. MIT Sloan Management Review.
16. ↑ Schweitzer, Maurice & Ordóñez, Lisa & Douma, Bambi. (2004). Goal Setting as a Motivator of Unethical Behavior. Academy of Management Journal. 47. 422-432. 10.2307/20159591.
17. ↑ ^{17.0 17.1 17.2} Sytch, M. (2015). Limitations of Smart Goals – by Maxim Sytch [Video]. Retrieved 08. February 2021. https://www.coursera.org/lecture/motivate-people-teams/02-04-limitations-of-smart-goals-2g69s?utm_source=link&utm_medium=page_share&utm_content=vlp&utm_campaign=top_button
18. ↑ Yemm, G. (2013). Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent. Pearson Education. ISBN 978-0273772446.