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

Revision as of 19:22, 15 February 2021

Abstract

Goals and objectives are deeply inherent in all projects and thereby, project management. They are found ranging from overarching business - and strategic goals of companies and organizations, which the project must fulfil and be aligned with, to the specific goals of a single project. In general, researchers define a goal as: "the desired end result of an action that is expected to be achieved at some specified time in the future, and toward which all effort and essential resources are committed to achieving"^[1]. Henceforth, goals create a direction to follow in the project management process, is issued throughout the project management process, and can be long-term and short-term^[2]. Further, researchers agree that projects without a well-formulated goal lack purpose and accountability^[1], stressing the importance of having a clear and proper goal to help direct the project. Consequently, defining a clear and commonly understood project goal must be done and is a vital part of project management. Therefore, should a project manager put sufficient time into formulating the project.

This article aims at explaining the goal setting framework SMART goals to other project participants, thereby enabling them to apply it to their projects. The focus will be on its utilization in project management to define the final project goal in the planning phase. “Guide to the Project Management Body of Knowledge”^[3] provides the following introduction to the planning phase: "The Planning Process Group consists of those processes that establish the total scope of the effort, define and fine and refine the objectives, and develop the course of action required to attain those objectives". This shows that the final project goal is set in the planning phase after the project scope is defined. However, the SMART goal framework is also applicable in other project phases, such as the project monitoring phase^[4].
The SMART goal framework enables project managers to clearly define and understand the project goal. This enables them to ensure that the goal is the right one and that the goal will move the project in the right direction. However, The acronym SMART has many different interpretations, which have evoked a rising resistance^[5]. Nonetheless, are SMART goals widely utilized and popular as it has been found to be an easily applicable, clear, simple, and valuable framework for managing and setting up goals, that give a focused direction^{[6] [7]}.

A brief explanation of goal-setting theory initiates this article as it is the foundation the framework builds upon. Thereafter, follows an in-depth explanation of the SMART goal framework and a guide on how to use the framework. Following up will be a practical example—thereby showcasing how to utilize the framework. The article ends with a critical reflection if the framework highlighting its limitation. Here, I will provide the reader with the most profound limitations and criticism of the SMART goal framework.

Goal Setting Theory

It is important to comment on the two terms goal and objective. Parts of the literature on goal setting and SMART goals distinguish between the two. In "Making SMART goals smarter"^[8] L. Macleod states that goals are concrete, formulated generally, long-term with a broad scope, and focused on the result. In contrast, he defines objectives as concrete, specifically formulated, short-term with a narrow scope, and concentrated on the required steps towards an end-goal^[8]. L. Macleod emphasizes that an interchangeable usage of the terms leads to unnecessary confusion and is a misnomer^[8]. On the other hand, G. T. Doran does not distinguish between the two terms in the paper, "There's a S.M.A.R.T. way to write Management's goals and objectives"^[2]. G. T. Doran clarifies that goals and objectives for some organizations are synonyms, for others goals are short-term and objectives are long-term, and for someone third, the opposite is the case^[2]. Subsequently, G. T. Doran does not find a need to differentiate between the two terms^[2]. The author of this article follows G. T. Doran's view and will be using the terms interchangeably.

The goal setting theory's domain is within purposefully and directed actions and focuses on why some people perform better on tasks than others^[9]. It is founded upon that conscious human behaviour is purposeful; meaning, that the principal of goal-directed actions is not limited to deliberate actions^[9]. E. Lock first put forward goal setting theory in 1968^[10] and stated that specific and challenging goals with proper feedback contribute to better task performance, showcasing that goal setting is linked to task performance^[10]. In general, goal setting theory highlights that if people have the same abilities and skills, then the difference in performance must be motivational. Also, the literature has recognized the positive relationship between performances and well-defined goals^[11]. Zwikael et al.^[11] explains the 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"^[12] E. A. Locke and G. P. Latham describes four mechanisms that goals affect performance through:

1. Goals serve a directive function,
   
2. Goals have an energizing function,
   
3. Goals affect persistence,
   
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 a proper goal and reveals what characteristics such a goal needs to include to affect performance positively. It can be assumed that a project goal consisting of these characteristics will enhance project performance, and one would be more successful in one's project management. The SMART goal framework can help the project manager obtain these characteristics for the project goal, and it will be explained next.

The SMART Goal Framework

It is essential to appropriately formulate one's project's goal, and writing goals by utilizing the SMART goal framework 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^[13]. Nonetheless, P. Drucker does not directly reference the SMART acronym, but the ideas presented in the book are fundamental in the SMART framework^[7]. 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^[2]. G. T. Doran specifies that managers are confused by all the verbiage they face when trying to write effective goals^[2]. 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. ^[2]

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.^[2] 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^[2]. 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^[5]:

• 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^[2]. 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^[5]. 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^[6]. 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 ^[15]. 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^[7]. 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.^[7]

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

The SMART goal framework is utilized in many industries and explored in multiple research areas^[16]. It can be used throughout the project management process; nevertheless, is it mostly applied in the planning -, performance management -, and monitoring phase^[4]. In the planning phase, it is used after the project scope has defined since it is here a clear and commonly understood goal is needed for doing the planning.

When applying the SMART goal framework, there exist some best practices one needs to follow to reap the framework's benefits fully. In utilizing the framework, one needs to think about the bigger picture, by keeping the bigger picture in mind, one can break down the goal. When the overarching goal has been broken down one needs to start being specific and pay attention to detail otherwise the goal will not be clear, but to be specific one has to start with the bigger picture and understand it.^[17] Also, one must remember that it is not necessary to run through the framework in the order of the acronym, sometimes it is beneficial to investigate whether it is relevant before you investigate and define how to measure your progress, and it is essential to remember that G. T. Doran underlines that all goal does not have to possess all five criteria^[2].
Furthermore, when applying the SMART goal framework, it is important to ask a lot of questions, to your team, stakeholder, and oneself^[18]. It offers transparency, gives a high level of commitment, and helps obtain a clear and commonly understood goal that fulfil the criteria as everyone is involved since all perspectives will be uncovered. Further, 1utilization of a systematic approach is recommendable, the more structured you are in the process, the easier it will be to make progress, and document the process write down what you decide^[17]. Finally, one must remember to regularly checkup on the goal and get feedback since it is vital for effective goal management^[17].

Template for utilizing the SMART goal framework

When utilizing the SMART goal framework, multiple templates and worksheets exist to guide, thereby offering the systematic approach. However, in Why written objectives need to be really SMART^[1] O. Ogbeiwi found that even though a template can help one formulate a goal, it is not a useful tool for determining whether the formulated goal is SMART. O. Ogbeiwi reveals a potential risk for project relaying to heavily on templates. He reveals that in their goal setting they may lack the components needed for a goal to be SMART, and O. Ogbeiwi concludes that projects designed on incomplete or non-sufficient templates are less likely to attain their goal^[1].
With the critic in mind, a template is proposed building upon the best practice and the explanation of each criterion in the SMART goal framework. The template will help one apply the SMART goal framework, thereby identifying a clear and commonly understood goal that fulfils the SMART criteria. When filling out the template, it is important to remember the best practice and the characteristics of each criterion described; otherwise, one will not fully reap the benefits. The template is seen in the figure on the right.

Template for the SMART Goal framework. Inspired by^[14]

Application Example of The SMART Goals Framework

In the following, the template given in the former section will be utilized on a practical example. The broad given to you as a project manager is: expand the business. This goal will now be used as input into the template, and the output will be a SMART goal.

Specific

One must remember to make the goal clearly and precisely and well-defined. The template is filled out below regarding the Specific criterion.

Specific part of the template filled.

Measurable

One has to give a quantitative way of measuring the project goal; this can function as an indicator of the project progress. The template is filled out below regarding the Measurable criterion.

Measurable part of the template filled.

Attainable

Examination of the project's feasibility, while remembering not making the project goal trivial or unattainable, as both will lower the motivation. The template is filled out below regarding the Attainable criterion.

Attainable part of the template filled.

Relevant

The project goal must be relevant for the organization and oneself; otherwise, one is at risk of losing the commitment to the project. The template is filled out below regarding the Relevant criterion.

Relevant part of the template filled.

Time-bound

The goal must be time-bound for helping the project team stay motivated and counteract procrastination. The template is filled out below regarding the Time-bound criterion.

Time-bound part of the template filled.

Outcome

The outcome is a clear and well-defined project goal that fulfil all criteria of the SMART goal framework, which is seen here:

"The project will open a new store in a new country within six months by utilizing our internal resources, the market opportunity offered in the new country, and launch a big campaign to provide attention to the company. This will allow the company to grow and increase the revenue of the company."

It is obtained from an unclear and not well-defined goal, thereby highlighting the value of the framework. With the project goal, the project manager is ready to lead the project. However, it is important to note, that this project goal is solely a quick illustration of the template utilization and the project goal can therefore easily be improved. More time and effort can be put into the project goal, and stakeholder can be involved.

The fully filled template with the final outcome of the usage of the SMART goal framework.

Limitations of The SMART Goals Framework

The SMART goal frameworks wide usage has led researchers and practitioners to uncover theoretically and practical limitations. In 2018 D. Sull and C. Sull^[19] pointed out that leaders must move away from their usage of the SMART goal framework to harness the goals potential fully and proposes a new goal setting framework called FAST. D. Sull and C. Sull notes that SMART goals undervalue ambition, focus narrowly on individual performance, and ignore the importance of discussing goals throughout the year^[19]. They claim that one must set goals ambitious goals instead of achievable goals as it gives a temptation to play it safe, which is not desirable as employees pursuing ambitious goals are significantly outperforming their colleagues with less challenging objectives.
Additionally, the SMART goal framework is criticized for not being well-suited for long-term goals. It has a non-flexible nature, making it inadequate to help if circumstance changes. Also, L. Macleod^[8] highlights that the SMART goal framework provided no guidance in determining whether the goal is wise. M. Sytch^[20] supports this and points to the framework's tactical nature as a reason for it not giving the necessary insights to whether the goals developed is aligned or misaligned with the overall strategy and vision of the organization^[20]. It is important to note that the Relevant criteria attempt to solve this issue.

Human resistance and biases are other potential limitations to the framework since it is highly reliant on people, and G. T. Doran mentions human resistance as a potential drawback when presenting the SMART goal framework^[2]. Subsequently, Schweitzer et al.^[21] show that individuals with specific goals are more likely to lie about their performance. Hence, a goal developed through the SMART goal framework can provoke unethical behaviour by the project participants and can create a stressful environment due to the immense pressure of completing the work within a given time frame^[20].

Finally, the SMART goal framework's wide usage has led to an acronym drift causing a lot of mass interpretations of the frameworks with some drifted far away from the original idea and research^[5]. Additionally, multiple researchers point towards the SMART goal framework as not fully applicable to the current state-of-the-art research within goal setting leading to an extension called SMARTER^{[8] [16] [6]}. L. Macleod^[8] includes E as "Engaging" and R as "Rewarding", whereas G. Yemm^[16] includes E as "Evaluated" and R as "Reviewed". The acronym drift and extensions are a potential cause of misunderstanding and misleading of newcomers to the SMART goal framework leading to inappropriate utilization. However, R. Rubin claims it is not the most significant limitation; he observes that the framework's value is to focus people on setting goals and stimulating discussions with other project participants^[5]. No matter what acronym is used, the SMART framework will ensure this.

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 1.3 1.4} 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. ↑ ^{2.00 2.01 2.02 2.03 2.04 2.05 2.06 2.07 2.08 2.09 2.10 2.11} 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.
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} Berry, S. & Thomas, R. (2008) Use SMART Objectives to Focus Goals, Plans and Performance. Retrieved February 7, 2021. https://www.projectsmart.co.uk/pdf/use-smart-objectives-to-focus-goals-plans-and-performance.pdf
5. ↑ ^{5.0 5.1 5.2 5.3 5.4} 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
6. ↑ ^{6.0 6.1 6.2} 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
7. ↑ ^{7.0 7.1 7.2 7.3} 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
8. ↑ ^{8.0 8.1 8.2 8.3 8.4 8.5} Macleod, Les. (2013). Making SMART goals smarter. Physician executive. 38. 68-70, 72.
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} 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
11. ↑ ^{11.0 11.1} 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.
12. ↑ 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.
13. ↑ Drucker, P. F. (1954). The practice of management. New York: Harper & Row.
14. ↑ ^{14.0 14.1 14.2 14.3 14.4 14.5 14.6 14.7} Mindtools (2016) SMART Goals - How to Make Your Goals Achievable. Retrieved February 7, 2021. https://www.mindtools.com/pages/article/smart-goals.htm
15. ↑ Lamachenka, A. (2016) 10 SMART Goal Setting Best Practices For Project Planning. Retrieved February 7, 2021. https://blog.capterra.com/10-smart-goal-setting-best-practices-for-project-planning
16. ↑ ^{16.0 16.1 16.2} Yemm, G. (2013). Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent. Pearson Education. ISBN 978-0273772446.
17. ↑ ^{17.0 17.1 17.2} Gregory, A. (2018) SMART Goal Setting 101. Retrieved February 7, 2021. https://www.thebalancesmb.com/smart-goal-setting-101-2951829
18. ↑ Landau, P. (2018) How to Create SMART Goals. Retrieved February 7, 2021. https://www.projectmanager.com/blog/how-to-create-smart-goals
19. ↑ ^{19.0 19.1} Sull, D. & Sull, C. (2018). With Goals, FAST beats SMART. MIT Sloan Management Review.
20. ↑ ^{20.0 20.1 20.2} 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
21. ↑ 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.