SMART Goals and Objectives

Revision as of 12:05, 22 February 2019

Abstract

SMART Goals is a method for effective setting of goals and objectives, first presented by George T. Doran in 1985, addressing the lack of ability by managers to set goals and objectives. SMART is an acronym for Specific Measurable Assignable Realistic and Time-related. The object is to avoid that goal- or objective setting such as KPI’s are inadequate or indecisive, and therefore impossible to fulfill, but to set goals that can be a framework for an actionplan.

SMART Goals can be used for professionals in a wide range of areas of Project Management, along with also personal goal setting.

The SMART acronym is covering other word-combinations (Active, Achievable, Relevant, Timebound, Timely), but usually the meaning stays the same. Further additions such as SMARTER-acronyms also exists. The SMART Goal setting technique is widely known as a management tool, but is also criticized for its banality and the absence of wisdom behind the goals. Also, used in the wrong way it may lead to setting base-line goals, instead of setting higher goals.

Big Idea

Objectives and goals enables an organisation to focus on problems and give the company a sense of direction [1]. This requires goals and objectives that are meaningful formulated. For that reason, George T. Doran introduced SMART Goals to help corporate officers, managers and supervisors write meaningful objectives.

The Acronym stands for: Specific, Measurable, Assignable, Realistic, Time-related

Specific

Is to target a specific area of improvement [1]. A full description in concrete language of the desired outcome [3].

Measurable

Is to about choosing a quantifiable indicator for progress [1]. The goal needs to be measurable or quantifiable in order to make sure you know when the goal is reached [3].

Assignable

Is to assign an agent to the task [1]. Someone has to do it in order to make the impact.

If the A stand for Achievable or Attainable, this part focusses on a creating a stretch, yet achievable goal. To assess attainability it is here important to agree upon practicalities and ressources needed.[3]

In later versions of the acronym, it is suggested to be achievable, actionable, agreed upon, attainable and action-oriented.

Realistic

Is to state what is realistic to achieve with the assigned ressources. [1]

If the R stands for Relevant, the goal needs to be relevant to the organisations vision and mission.

In later versions of the acronym, it is suggested to be Relevant.

Time-related

Is to specify when the results can be achieved [1]. A timeframe for the goal or objective specifies when the desired outcome will be. Here it is important to note that large goals may have milestone dates [3].

In later versions of the acronym, it is suggested to be Time-bound or Timely.

Further editions to the acronym

After SMART goals, other authors have expanded the acronym with "E" and "R"

Evaluated

Reviewed

Application

An example of SMART Goals could be: In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. A sample goal for a volunteer NGO could be:

Keep in touch with all members.

That goal is not SMART. First, it is not specific. To “keep in touch” could be the NGO members paying their annual membership fee, or when they are receiving the newsletter.

It is not measurable, since there is no clear indication for progress. Is the goal reached if the members pay their membership fee? And will it then be a failure if people are unsubscribing the NGO?

It is not assignable since it is not clear who is to do it. Is it the chairman, the head of secretariat, local groups, or some other group?

It is not realistic since there is no assigned resources to it. Also, reaching 100% of the members is quite a task, if it is a large NGO. People might change phone numbers or email-addresses.

It is not time-related. It does not state when the goal needs to be achieved.

The SMART goal could then be:

The Head of secretariat is responsible for that 95% of our members of the organization has received a phone call from, or participated in an email correspondence with, the secretariat (Head of secretariat, one of the volunteers or, if needed, a board member). The content of the communication should as a minimum be if the members still wants to be a part of our organization. This needs to be done every year, and the membership database should be updated along as the correspondences are conducted.

This is specific, since it states exactly what has to be done; Phone calls or emails with a clear purpose.

It is measurable, since there is a clear indicator for progress. The percentage of members contacted by secretariat is trackable for everyone with access to the membership database.

It is assignable, since it states who is responsible (Head of secretariat), and who is to perform the job (the secretariat).

It is realistic since there are resources assigned to the task – the secretariat itself. Also, the board members will assist in case of lack of resources.

It is time-related, since it is clearly stated that it has to be done every year.

Limitations

Annotated Bibliography

https://www.mindtools.com/pages/article/smart-goals.htm

Latham, G. P. (2001). The reciprocal effects of science on practice: Insights from the practice and science of goal setting. Canadian Psychology, 42(1), 111.

Locke, E. A. & Latham, G. P. (1990). A theory of goal setting and task performance. Upper Saddle River, NJ: Prentice-Hall.

Litterature

1: George T. Doran: http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf

2: Harvard Business Review: https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid

3: MIT: http://hr.mit.edu/performance/goals

4: http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx