DTU ProjectLab - User contributions [en-gb]

SMART Goals and Objectives

2019-03-04T17:14:29Z

Sunebaldus: /* Annotated Bibliography */

''Developed by Sune Baldus''

==Abstract==

SMART Goals is a method for effective setting of goals and objectives, first presented by George T. Doran in 1981, addressing the lack of ability by managers to set goals and objectives. SMART was here an acronym for Specific Measurable Assignable Realistic and Time-related<ref name="Doran">George T. Doran (1981). ''There's a S.M.A.R.T. way to write Management's goals and objectives''. Management Review, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved March 4, 2019</ref>.
The object was to create a simple tool that every manager could remember at thereby make an effective way of setting goals.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. The most common representation, according to Robert S. Rubin is Specific Measurable Attainable/Achievable Relevant and Time-bound, but there is several combinations of the words behind the acronym<ref name="Rubin">Rubin, Robert S. (2002). 'Will the real SMART goals please stand up?''. http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx </ref>.

This article will cover the basics of the Goal setting theory developed by Edwin A. Locke and Gary P. Latham, present the Big Idea behind the SMART Goals method, relate it to practice for project management and give an example of the application of SMART Goals. Finally will its limitations be discussed. Many authors distinguishes between Goals and Objectives although it will not be the case for this article.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdfLocke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation, American Phychologist, 57(9), 705-717 ] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. <ref name="Doran" />

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. <ref name="Les">Les MacLeod (2012). ''Making SMART Goals Smarter''. Physician Executive, Volume 38, Issue 2, pp. 68-70, 72 </ref>

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. <ref name="Doran" />

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review<ref name="Doran" />.
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* Specific
Is to target a specific area of improvement.
* Measurable
Is to choose a quantifiable indicator for progress.
* Assignable
Is to assign an agent to the task.
* Realistic
Is to state what is realistic to achieve with the assigned resources.
* Time-related
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Robert S. Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound <ref name="Rubin"/>.
This version is also the one that is used by MIT’s department for Human Resources <ref name="MIT"> MIT Department for Human Resources http://hr.mit.edu/performance/goals Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective <ref name="LL2002" />. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines <ref name="HBR"> Harvard Business Review: ''3 popular goal setting techniques managers should avoid'' https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.
, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline <ref name="PMBOK 197">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.197</ref>. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART <ref name="Rubin" />.

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). <ref name="Yemm">Yemm, Graham (2012) ''FT Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent'', Pearson UK</ref>
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding<ref name="Les" />.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. <ref name="PMBOK 341">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.341</ref>

In 1968 Locke come out with the revolutionary theory that clear goals and feedback was motivating itself <ref name="Locke68"> https://www.mindtools.com/pages/article/newHTE_87.htm Retrieved March 4, 2019</ref> kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. <ref name="PMBOK 309">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.309</ref>
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science<ref name="Locke68" /><ref name="Yemm" />.
For a project manager, managing people in a team is a key task <ref name="PMBOK 60">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.60</ref>, and here motivation has a larger effect on productivity than any other managerial aspect of the project <ref name="DO87"> Geraldi, J et.al. (2017) ''How to DO projects'', p.87</ref>.
Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. <ref name="Locke68" /> That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise<ref name="HBR" />. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals<ref name="HBR" />.

In 1990 Locke and Latham formed five principles for improving the chances of success<ref name="Locke68" />. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated <ref name="HBR" />, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

'''MacLeod, Les (2012). Making SMART Goals Smarter'''
Les MacLeod studies the difference between goals and objectives in this article, where he comes up with an suggestion for how to use SMART goals in a health care organisation. He suggests to add Engaging and Rewarding to the acronym, as well as he states that in health organisations should SMART Goals be SMARTER Objectives.

'''George T. Doran (1981). There's a S.M.A.R.T. way to write Management's goals and objectives. Management Review'''
George T. Doran addresses the problem that writing goals can be a stressful chore that most managers are not capable of doing, even though it is recognised effective goals can give the company a sense of direction. He claims that objective setting must become a way of life and managers must be educated to set job objectives within their business.

'''Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017'''
The PMBOK Guide is the guide to Body Of Knowledge within Project management, providing widely accepted standards and guide in the use of them. It covers most aspects within project management, although PMI, the publisher, realizes that no book can contain the whole Body of knowledge. This comes clear when the reader looks for motivation in a team, or goal setting techniques. Still, the PMBOK recognizes the importance of both.

==Litterature==

<references/>

SMART Goals and Objectives

2019-03-04T16:41:35Z

Sunebaldus: /* Annotated Bibliography */

''Developed by Sune Baldus''

==Abstract==

SMART Goals is a method for effective setting of goals and objectives, first presented by George T. Doran in 1981, addressing the lack of ability by managers to set goals and objectives. SMART was here an acronym for Specific Measurable Assignable Realistic and Time-related<ref name="Doran">George T. Doran (1981). ''There's a S.M.A.R.T. way to write Management's goals and objectives''. Management Review, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved March 4, 2019</ref>.
The object was to create a simple tool that every manager could remember at thereby make an effective way of setting goals.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. The most common representation, according to Robert S. Rubin is Specific Measurable Attainable/Achievable Relevant and Time-bound, but there is several combinations of the words behind the acronym<ref name="Rubin">Rubin, Robert S. (2002). 'Will the real SMART goals please stand up?''. http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx </ref>.

This article will cover the basics of the Goal setting theory developed by Edwin A. Locke and Gary P. Latham, present the Big Idea behind the SMART Goals method, relate it to practice for project management and give an example of the application of SMART Goals. Finally will its limitations be discussed. Many authors distinguishes between Goals and Objectives although it will not be the case for this article.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdfLocke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation, American Phychologist, 57(9), 705-717 ] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. <ref name="Doran" />

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. <ref name="Les">Les MacLeod (2012). ''Making SMART Goals Smarter''. Physician Executive, Volume 38, Issue 2, pp. 68-70, 72 </ref>

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. <ref name="Doran" />

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review<ref name="Doran" />.
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* Specific
Is to target a specific area of improvement.
* Measurable
Is to choose a quantifiable indicator for progress.
* Assignable
Is to assign an agent to the task.
* Realistic
Is to state what is realistic to achieve with the assigned resources.
* Time-related
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Robert S. Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound <ref name="Rubin"/>.
This version is also the one that is used by MIT’s department for Human Resources <ref name="MIT"> MIT Department for Human Resources http://hr.mit.edu/performance/goals Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective <ref name="LL2002" />. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines <ref name="HBR"> Harvard Business Review: ''3 popular goal setting techniques managers should avoid'' https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.
, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline <ref name="PMBOK 197">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.197</ref>. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART <ref name="Rubin" />.

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). <ref name="Yemm">Yemm, Graham (2012) ''FT Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent'', Pearson UK</ref>
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding<ref name="Les" />.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. <ref name="PMBOK 341">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.341</ref>

In 1968 Locke come out with the revolutionary theory that clear goals and feedback was motivating itself <ref name="Locke68"> https://www.mindtools.com/pages/article/newHTE_87.htm Retrieved March 4, 2019</ref> kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. <ref name="PMBOK 309">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.309</ref>
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science<ref name="Locke68" /><ref name="Yemm" />.
For a project manager, managing people in a team is a key task <ref name="PMBOK 60">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.60</ref>, and here motivation has a larger effect on productivity than any other managerial aspect of the project <ref name="DO87"> Geraldi, J et.al. (2017) ''How to DO projects'', p.87</ref>.
Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. <ref name="Locke68" /> That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise<ref name="HBR" />. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals<ref name="HBR" />.

In 1990 Locke and Latham formed five principles for improving the chances of success<ref name="Locke68" />. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated <ref name="HBR" />, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

'''MacLeod, Les (2012). Making SMART Goals Smarter'''

'''Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017'''

'''George T. Doran (1981). There's a S.M.A.R.T. way to write Management's goals and objectives. Management Review'''

==Litterature==

<references/>

SMART Goals and Objectives

2019-03-04T16:38:24Z

Sunebaldus: /* Annotated Bibliography */

''Developed by Sune Baldus''

==Abstract==

SMART Goals is a method for effective setting of goals and objectives, first presented by George T. Doran in 1981, addressing the lack of ability by managers to set goals and objectives. SMART was here an acronym for Specific Measurable Assignable Realistic and Time-related<ref name="Doran">George T. Doran (1981). ''There's a S.M.A.R.T. way to write Management's goals and objectives''. Management Review, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved March 4, 2019</ref>.
The object was to create a simple tool that every manager could remember at thereby make an effective way of setting goals.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. The most common representation, according to Robert S. Rubin is Specific Measurable Attainable/Achievable Relevant and Time-bound, but there is several combinations of the words behind the acronym<ref name="Rubin">Rubin, Robert S. (2002). 'Will the real SMART goals please stand up?''. http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx </ref>.

This article will cover the basics of the Goal setting theory developed by Edwin A. Locke and Gary P. Latham, present the Big Idea behind the SMART Goals method, relate it to practice for project management and give an example of the application of SMART Goals. Finally will its limitations be discussed. Many authors distinguishes between Goals and Objectives although it will not be the case for this article.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdfLocke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation, American Phychologist, 57(9), 705-717 ] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. <ref name="Doran" />

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. <ref name="Les">Les MacLeod (2012). ''Making SMART Goals Smarter''. Physician Executive, Volume 38, Issue 2, pp. 68-70, 72 </ref>

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. <ref name="Doran" />

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review<ref name="Doran" />.
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* Specific
Is to target a specific area of improvement.
* Measurable
Is to choose a quantifiable indicator for progress.
* Assignable
Is to assign an agent to the task.
* Realistic
Is to state what is realistic to achieve with the assigned resources.
* Time-related
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Robert S. Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound <ref name="Rubin"/>.
This version is also the one that is used by MIT’s department for Human Resources <ref name="MIT"> MIT Department for Human Resources http://hr.mit.edu/performance/goals Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective <ref name="LL2002" />. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines <ref name="HBR"> Harvard Business Review: ''3 popular goal setting techniques managers should avoid'' https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.
, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline <ref name="PMBOK 197">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.197</ref>. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART <ref name="Rubin" />.

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). <ref name="Yemm">Yemm, Graham (2012) ''FT Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent'', Pearson UK</ref>
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding<ref name="Les" />.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. <ref name="PMBOK 341">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.341</ref>

In 1968 Locke come out with the revolutionary theory that clear goals and feedback was motivating itself <ref name="Locke68"> https://www.mindtools.com/pages/article/newHTE_87.htm Retrieved March 4, 2019</ref> kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. <ref name="PMBOK 309">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.309</ref>
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science<ref name="Locke68" /><ref name="Yemm" />.
For a project manager, managing people in a team is a key task <ref name="PMBOK 60">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.60</ref>, and here motivation has a larger effect on productivity than any other managerial aspect of the project <ref name="DO87"> Geraldi, J et.al. (2017) ''How to DO projects'', p.87</ref>.
Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. <ref name="Locke68" /> That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise<ref name="HBR" />. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals<ref name="HBR" />.

In 1990 Locke and Latham formed five principles for improving the chances of success<ref name="Locke68" />. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated <ref name="HBR" />, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

'''MacLeod, Les (2012). Make SMART Goals Smarter'''

'''Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017'''

'''George T. Doran (1981). There's a S.M.A.R.T. way to write Management's goals and objectives. Management Review'''

==Litterature==

<references/>

SMART Goals and Objectives

2019-03-04T16:37:35Z

Sunebaldus: /* Annotated Bibliography */

''Developed by Sune Baldus''

==Abstract==

SMART Goals is a method for effective setting of goals and objectives, first presented by George T. Doran in 1981, addressing the lack of ability by managers to set goals and objectives. SMART was here an acronym for Specific Measurable Assignable Realistic and Time-related<ref name="Doran">George T. Doran (1981). ''There's a S.M.A.R.T. way to write Management's goals and objectives''. Management Review, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved March 4, 2019</ref>.
The object was to create a simple tool that every manager could remember at thereby make an effective way of setting goals.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. The most common representation, according to Robert S. Rubin is Specific Measurable Attainable/Achievable Relevant and Time-bound, but there is several combinations of the words behind the acronym<ref name="Rubin">Rubin, Robert S. (2002). 'Will the real SMART goals please stand up?''. http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx </ref>.

This article will cover the basics of the Goal setting theory developed by Edwin A. Locke and Gary P. Latham, present the Big Idea behind the SMART Goals method, relate it to practice for project management and give an example of the application of SMART Goals. Finally will its limitations be discussed. Many authors distinguishes between Goals and Objectives although it will not be the case for this article.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdfLocke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation, American Phychologist, 57(9), 705-717 ] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. <ref name="Doran" />

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. <ref name="Les">Les MacLeod (2012). ''Making SMART Goals Smarter''. Physician Executive, Volume 38, Issue 2, pp. 68-70, 72 </ref>

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. <ref name="Doran" />

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review<ref name="Doran" />.
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* Specific
Is to target a specific area of improvement.
* Measurable
Is to choose a quantifiable indicator for progress.
* Assignable
Is to assign an agent to the task.
* Realistic
Is to state what is realistic to achieve with the assigned resources.
* Time-related
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Robert S. Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound <ref name="Rubin"/>.
This version is also the one that is used by MIT’s department for Human Resources <ref name="MIT"> MIT Department for Human Resources http://hr.mit.edu/performance/goals Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective <ref name="LL2002" />. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines <ref name="HBR"> Harvard Business Review: ''3 popular goal setting techniques managers should avoid'' https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.
, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline <ref name="PMBOK 197">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.197</ref>. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART <ref name="Rubin" />.

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). <ref name="Yemm">Yemm, Graham (2012) ''FT Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent'', Pearson UK</ref>
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding<ref name="Les" />.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. <ref name="PMBOK 341">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.341</ref>

In 1968 Locke come out with the revolutionary theory that clear goals and feedback was motivating itself <ref name="Locke68"> https://www.mindtools.com/pages/article/newHTE_87.htm Retrieved March 4, 2019</ref> kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. <ref name="PMBOK 309">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.309</ref>
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science<ref name="Locke68" /><ref name="Yemm" />.
For a project manager, managing people in a team is a key task <ref name="PMBOK 60">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.60</ref>, and here motivation has a larger effect on productivity than any other managerial aspect of the project <ref name="DO87"> Geraldi, J et.al. (2017) ''How to DO projects'', p.87</ref>.
Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. <ref name="Locke68" /> That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise<ref name="HBR" />. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals<ref name="HBR" />.

In 1990 Locke and Latham formed five principles for improving the chances of success<ref name="Locke68" />. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated <ref name="HBR" />, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

'''MacLeod, Les (2012). Make SMART Goals Smarter'''

'''Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017'''

==Litterature==

<references/>

SMART Goals and Objectives

2019-03-04T16:36:51Z

Sunebaldus: /* Annotated Bibliography */

''Developed by Sune Baldus''

==Abstract==

SMART Goals is a method for effective setting of goals and objectives, first presented by George T. Doran in 1981, addressing the lack of ability by managers to set goals and objectives. SMART was here an acronym for Specific Measurable Assignable Realistic and Time-related<ref name="Doran">George T. Doran (1981). ''There's a S.M.A.R.T. way to write Management's goals and objectives''. Management Review, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved March 4, 2019</ref>.
The object was to create a simple tool that every manager could remember at thereby make an effective way of setting goals.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. The most common representation, according to Robert S. Rubin is Specific Measurable Attainable/Achievable Relevant and Time-bound, but there is several combinations of the words behind the acronym<ref name="Rubin">Rubin, Robert S. (2002). 'Will the real SMART goals please stand up?''. http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx </ref>.

This article will cover the basics of the Goal setting theory developed by Edwin A. Locke and Gary P. Latham, present the Big Idea behind the SMART Goals method, relate it to practice for project management and give an example of the application of SMART Goals. Finally will its limitations be discussed. Many authors distinguishes between Goals and Objectives although it will not be the case for this article.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdfLocke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation, American Phychologist, 57(9), 705-717 ] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. <ref name="Doran" />

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. <ref name="Les">Les MacLeod (2012). ''Making SMART Goals Smarter''. Physician Executive, Volume 38, Issue 2, pp. 68-70, 72 </ref>

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. <ref name="Doran" />

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review<ref name="Doran" />.
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* Specific
Is to target a specific area of improvement.
* Measurable
Is to choose a quantifiable indicator for progress.
* Assignable
Is to assign an agent to the task.
* Realistic
Is to state what is realistic to achieve with the assigned resources.
* Time-related
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Robert S. Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound <ref name="Rubin"/>.
This version is also the one that is used by MIT’s department for Human Resources <ref name="MIT"> MIT Department for Human Resources http://hr.mit.edu/performance/goals Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective <ref name="LL2002" />. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines <ref name="HBR"> Harvard Business Review: ''3 popular goal setting techniques managers should avoid'' https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.
, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline <ref name="PMBOK 197">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.197</ref>. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART <ref name="Rubin" />.

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). <ref name="Yemm">Yemm, Graham (2012) ''FT Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent'', Pearson UK</ref>
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding<ref name="Les" />.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. <ref name="PMBOK 341">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.341</ref>

In 1968 Locke come out with the revolutionary theory that clear goals and feedback was motivating itself <ref name="Locke68"> https://www.mindtools.com/pages/article/newHTE_87.htm Retrieved March 4, 2019</ref> kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. <ref name="PMBOK 309">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.309</ref>
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science<ref name="Locke68" /><ref name="Yemm" />.
For a project manager, managing people in a team is a key task <ref name="PMBOK 60">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.60</ref>, and here motivation has a larger effect on productivity than any other managerial aspect of the project <ref name="DO87"> Geraldi, J et.al. (2017) ''How to DO projects'', p.87</ref>.
Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. <ref name="Locke68" /> That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise<ref name="HBR" />. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals<ref name="HBR" />.

In 1990 Locke and Latham formed five principles for improving the chances of success<ref name="Locke68" />. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated <ref name="HBR" />, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

'''MacLeod, Les (2012). Make SMART Goals Smarter'''

==Litterature==

<references/>

SMART Goals and Objectives

2019-03-04T16:35:19Z

Sunebaldus: /* Abstract */

''Developed by Sune Baldus''

==Abstract==

SMART Goals is a method for effective setting of goals and objectives, first presented by George T. Doran in 1981, addressing the lack of ability by managers to set goals and objectives. SMART was here an acronym for Specific Measurable Assignable Realistic and Time-related<ref name="Doran">George T. Doran (1981). ''There's a S.M.A.R.T. way to write Management's goals and objectives''. Management Review, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved March 4, 2019</ref>.
The object was to create a simple tool that every manager could remember at thereby make an effective way of setting goals.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. The most common representation, according to Robert S. Rubin is Specific Measurable Attainable/Achievable Relevant and Time-bound, but there is several combinations of the words behind the acronym<ref name="Rubin">Rubin, Robert S. (2002). 'Will the real SMART goals please stand up?''. http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx </ref>.

This article will cover the basics of the Goal setting theory developed by Edwin A. Locke and Gary P. Latham, present the Big Idea behind the SMART Goals method, relate it to practice for project management and give an example of the application of SMART Goals. Finally will its limitations be discussed. Many authors distinguishes between Goals and Objectives although it will not be the case for this article.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdfLocke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation, American Phychologist, 57(9), 705-717 ] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. <ref name="Doran" />

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. <ref name="Les">Les MacLeod (2012). ''Making SMART Goals Smarter''. Physician Executive, Volume 38, Issue 2, pp. 68-70, 72 </ref>

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. <ref name="Doran" />

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review<ref name="Doran" />.
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* Specific
Is to target a specific area of improvement.
* Measurable
Is to choose a quantifiable indicator for progress.
* Assignable
Is to assign an agent to the task.
* Realistic
Is to state what is realistic to achieve with the assigned resources.
* Time-related
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Robert S. Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound <ref name="Rubin"/>.
This version is also the one that is used by MIT’s department for Human Resources <ref name="MIT"> MIT Department for Human Resources http://hr.mit.edu/performance/goals Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective <ref name="LL2002" />. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines <ref name="HBR"> Harvard Business Review: ''3 popular goal setting techniques managers should avoid'' https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.
, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline <ref name="PMBOK 197">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.197</ref>. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART <ref name="Rubin" />.

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). <ref name="Yemm">Yemm, Graham (2012) ''FT Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent'', Pearson UK</ref>
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding<ref name="Les" />.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. <ref name="PMBOK 341">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.341</ref>

In 1968 Locke come out with the revolutionary theory that clear goals and feedback was motivating itself <ref name="Locke68"> https://www.mindtools.com/pages/article/newHTE_87.htm Retrieved March 4, 2019</ref> kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. <ref name="PMBOK 309">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.309</ref>
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science<ref name="Locke68" /><ref name="Yemm" />.
For a project manager, managing people in a team is a key task <ref name="PMBOK 60">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.60</ref>, and here motivation has a larger effect on productivity than any other managerial aspect of the project <ref name="DO87"> Geraldi, J et.al. (2017) ''How to DO projects'', p.87</ref>.
Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. <ref name="Locke68" /> That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise<ref name="HBR" />. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals<ref name="HBR" />.

In 1990 Locke and Latham formed five principles for improving the chances of success<ref name="Locke68" />. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated <ref name="HBR" />, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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==

<references/>

SMART Goals and Objectives

2019-03-04T16:33:31Z

Sunebaldus:

''Developed by Sune Baldus''

==Abstract==

SMART Goals is a method for effective setting of goals and objectives, first presented by George T. Doran in 1981, addressing the lack of ability by managers to set goals and objectives. SMART was here an acronym for Specific Measurable Assignable Realistic and Time-related<ref name="Doran">George T. Doran (1981). ''There's a S.M.A.R.T. way to write Management's goals and objectives''. Management Review, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved March 4, 2019</ref>.
The object was to create a simple tool that every manager could remember at thereby make an effective way of setting goals.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. The most common representation, according to Robert S. Rubin is Specific Measurable Attainable/Achievable Relevant and Time-bound, but there is several combinations of the words behind the acronym<ref name="Rubin">Rubin, Robert S. (2002). 'Will the real SMART goals please stand up?''. http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx </ref>.

This article will cover the basics of the Goal setting theory developed by Edwin A. Locke and Gary P. Latham, present the Big Idea behind the SMART Goals method, relate it to practice for project management and give an example of the application of SMART Goals. Finally will its limitations be discussed.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdfLocke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation, American Phychologist, 57(9), 705-717 ] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. <ref name="Doran" />

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. <ref name="Les">Les MacLeod (2012). ''Making SMART Goals Smarter''. Physician Executive, Volume 38, Issue 2, pp. 68-70, 72 </ref>

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. <ref name="Doran" />

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review<ref name="Doran" />.
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* Specific
Is to target a specific area of improvement.
* Measurable
Is to choose a quantifiable indicator for progress.
* Assignable
Is to assign an agent to the task.
* Realistic
Is to state what is realistic to achieve with the assigned resources.
* Time-related
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Robert S. Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound <ref name="Rubin"/>.
This version is also the one that is used by MIT’s department for Human Resources <ref name="MIT"> MIT Department for Human Resources http://hr.mit.edu/performance/goals Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective <ref name="LL2002" />. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines <ref name="HBR"> Harvard Business Review: ''3 popular goal setting techniques managers should avoid'' https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.
, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline <ref name="PMBOK 197">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.197</ref>. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART <ref name="Rubin" />.

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). <ref name="Yemm">Yemm, Graham (2012) ''FT Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent'', Pearson UK</ref>
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding<ref name="Les" />.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. <ref name="PMBOK 341">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.341</ref>

In 1968 Locke come out with the revolutionary theory that clear goals and feedback was motivating itself <ref name="Locke68"> https://www.mindtools.com/pages/article/newHTE_87.htm Retrieved March 4, 2019</ref> kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. <ref name="PMBOK 309">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.309</ref>
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science<ref name="Locke68" /><ref name="Yemm" />.
For a project manager, managing people in a team is a key task <ref name="PMBOK 60">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.60</ref>, and here motivation has a larger effect on productivity than any other managerial aspect of the project <ref name="DO87"> Geraldi, J et.al. (2017) ''How to DO projects'', p.87</ref>.
Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. <ref name="Locke68" /> That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise<ref name="HBR" />. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals<ref name="HBR" />.

In 1990 Locke and Latham formed five principles for improving the chances of success<ref name="Locke68" />. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated <ref name="HBR" />, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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==

<references/>

SMART Goals and Objectives

2019-03-04T16:30:51Z

Sunebaldus: /* Goal setting */

''Developed by Sune Baldus''

==Abstract==

SMART Goals is a method for effective setting of goals and objectives, first presented by George T. Doran in 1981, addressing the lack of ability by managers to set goals and objectives. SMART was here an acronym for Specific Measurable Assignable Realistic and Time-related.
The object was to create a simple tool that every manager could remember at thereby make an effective way of setting goals.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. The most common representation, according to Robert S. Rubin is Specific Measurable Attainable/Achievable Relevant and Time-bound, but there is several combinations of the words behind the acronym.

This article will cover the basics of the Goal setting theory developed by Edwin A. Locke and Gary P. Latham, present the Big Idea behind the SMART Goals method, relate it to practice for project management and give an example of the application of SMART Goals. Finally will its limitations be discussed.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdfLocke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation, American Phychologist, 57(9), 705-717 ] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. < ref name="Doran" />

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. <ref name="Les">Les MacLeod (2012). ''Making SMART Goals Smarter''. Physician Executive, Volume 38, Issue 2, pp. 68-70, 72 </ref>

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. <ref name="Doran" />

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review<ref name="Doran" />.
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* Specific
Is to target a specific area of improvement.
* Measurable
Is to choose a quantifiable indicator for progress.
* Assignable
Is to assign an agent to the task.
* Realistic
Is to state what is realistic to achieve with the assigned resources.
* Time-related
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Robert S. Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound <ref name="Rubin">Rubin, Robert S. (2002). 'Will the real SMART goals please stand up?''. http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx </ref>.
This version is also the one that is used by MIT’s department for Human Resources <ref name="MIT"> MIT Department for Human Resources http://hr.mit.edu/performance/goals Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective <ref name="LL2002" />. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines <ref name="HBR"> Harvard Business Review: ''3 popular goal setting techniques managers should avoid'' https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.
, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline <ref name="PMBOK 197">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.197</ref>. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART <ref name="Rubin" />.

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). <ref name="Yemm">Yemm, Graham (2012) ''FT Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent'', Pearson UK</ref>
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding<ref name="Les" />.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. <ref name="PMBOK 341">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.341</ref>

In 1968 Locke come out with the revolutionary theory that clear goals and feedback was motivating itself <ref name="Locke68"> https://www.mindtools.com/pages/article/newHTE_87.htm Retrieved March 4, 2019</ref> kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. <ref name="PMBOK 309">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.309</ref>
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science<ref name="Locke68" /><ref name="Yemm" />.
For a project manager, managing people in a team is a key task <ref name="PMBOK 60">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.60</ref>, and here motivation has a larger effect on productivity than any other managerial aspect of the project <ref name="DO87"> Geraldi, J et.al. (2017) ''How to DO projects'', p.87</ref>.
Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. <ref name="Locke68" /> That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise<ref name="HBR" />. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals<ref name="HBR" />.

In 1990 Locke and Latham formed five principles for improving the chances of success<ref name="Locke68" />. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated <ref name="HBR" />, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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==

<references/>

SMART Goals and Objectives

2019-03-04T16:30:00Z

Sunebaldus: /* Abstract */

''Developed by Sune Baldus''

==Abstract==

SMART Goals is a method for effective setting of goals and objectives, first presented by George T. Doran in 1981, addressing the lack of ability by managers to set goals and objectives. SMART was here an acronym for Specific Measurable Assignable Realistic and Time-related.
The object was to create a simple tool that every manager could remember at thereby make an effective way of setting goals.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. The most common representation, according to Robert S. Rubin is Specific Measurable Attainable/Achievable Relevant and Time-bound, but there is several combinations of the words behind the acronym.

This article will cover the basics of the Goal setting theory developed by Edwin A. Locke and Gary P. Latham, present the Big Idea behind the SMART Goals method, relate it to practice for project management and give an example of the application of SMART Goals. Finally will its limitations be discussed.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdfLocke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation, American Phychologist, 57(9), 705-717 ] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. <ref name="Doran">George T. Doran (1981). ''There's a S.M.A.R.T. way to write Management's goals and objectives''. Management Review, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved March 4, 2019</ref>

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. <ref name="Les">Les MacLeod (2012). ''Making SMART Goals Smarter''. Physician Executive, Volume 38, Issue 2, pp. 68-70, 72 </ref>

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. <ref name="Doran" />

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review<ref name="Doran" />.
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* Specific
Is to target a specific area of improvement.
* Measurable
Is to choose a quantifiable indicator for progress.
* Assignable
Is to assign an agent to the task.
* Realistic
Is to state what is realistic to achieve with the assigned resources.
* Time-related
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Robert S. Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound <ref name="Rubin">Rubin, Robert S. (2002). 'Will the real SMART goals please stand up?''. http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx </ref>.
This version is also the one that is used by MIT’s department for Human Resources <ref name="MIT"> MIT Department for Human Resources http://hr.mit.edu/performance/goals Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective <ref name="LL2002" />. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines <ref name="HBR"> Harvard Business Review: ''3 popular goal setting techniques managers should avoid'' https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.
, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline <ref name="PMBOK 197">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.197</ref>. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART <ref name="Rubin" />.

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). <ref name="Yemm">Yemm, Graham (2012) ''FT Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent'', Pearson UK</ref>
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding<ref name="Les" />.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. <ref name="PMBOK 341">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.341</ref>

In 1968 Locke come out with the revolutionary theory that clear goals and feedback was motivating itself <ref name="Locke68"> https://www.mindtools.com/pages/article/newHTE_87.htm Retrieved March 4, 2019</ref> kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. <ref name="PMBOK 309">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.309</ref>
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science<ref name="Locke68" /><ref name="Yemm" />.
For a project manager, managing people in a team is a key task <ref name="PMBOK 60">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.60</ref>, and here motivation has a larger effect on productivity than any other managerial aspect of the project <ref name="DO87"> Geraldi, J et.al. (2017) ''How to DO projects'', p.87</ref>.
Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. <ref name="Locke68" /> That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise<ref name="HBR" />. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals<ref name="HBR" />.

In 1990 Locke and Latham formed five principles for improving the chances of success<ref name="Locke68" />. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated <ref name="HBR" />, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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==

<references/>

SMART Goals and Objectives

2019-03-04T16:13:29Z

Sunebaldus:

''Developed by Sune Baldus''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdfLocke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation, American Phychologist, 57(9), 705-717 ] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. <ref name="Doran">George T. Doran (1981). ''There's a S.M.A.R.T. way to write Management's goals and objectives''. Management Review, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved March 4, 2019</ref>

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. <ref name="Les">Les MacLeod (2012). ''Making SMART Goals Smarter''. Physician Executive, Volume 38, Issue 2, pp. 68-70, 72 </ref>

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. <ref name="Doran" />

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review<ref name="Doran" />.
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* Specific
Is to target a specific area of improvement.
* Measurable
Is to choose a quantifiable indicator for progress.
* Assignable
Is to assign an agent to the task.
* Realistic
Is to state what is realistic to achieve with the assigned resources.
* Time-related
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Robert S. Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound <ref name="Rubin">Rubin, Robert S. (2002). 'Will the real SMART goals please stand up?''. http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx </ref>.
This version is also the one that is used by MIT’s department for Human Resources <ref name="MIT"> MIT Department for Human Resources http://hr.mit.edu/performance/goals Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective <ref name="LL2002" />. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines <ref name="HBR"> Harvard Business Review: ''3 popular goal setting techniques managers should avoid'' https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.
, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline <ref name="PMBOK 197">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.197</ref>. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART <ref name="Rubin" />.

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). <ref name="Yemm">Yemm, Graham (2012) ''FT Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent'', Pearson UK</ref>
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding<ref name="Les" />.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. <ref name="PMBOK 341">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.341</ref>

In 1968 Locke come out with the revolutionary theory that clear goals and feedback was motivating itself <ref name="Locke68"> https://www.mindtools.com/pages/article/newHTE_87.htm Retrieved March 4, 2019</ref> kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. <ref name="PMBOK 309">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.309</ref>
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science<ref name="Locke68" /><ref name="Yemm" />.
For a project manager, managing people in a team is a key task <ref name="PMBOK 60">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.60</ref>, and here motivation has a larger effect on productivity than any other managerial aspect of the project <ref name="DO87"> Geraldi, J et.al. (2017) ''How to DO projects'', p.87</ref>.
Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. <ref name="Locke68" /> That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise<ref name="HBR" />. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals<ref name="HBR" />.

In 1990 Locke and Latham formed five principles for improving the chances of success<ref name="Locke68" />. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated <ref name="HBR" />, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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==

<references/>

SMART Goals and Objectives

2019-03-04T16:07:00Z

Sunebaldus:

''Developed by Sune Baldus''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdfLocke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation, American Phychologist, 57(9), 705-717 ] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. <ref name="Doran">George T. Doran (1981). ''There's a S.M.A.R.T. way to write Management's goals and objectives''. Management Review, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved March 4, 2019</ref>

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. <ref name="Les">Les MacLeod (2012). ''Making SMART Goals Smarter''. Physician Executive, Volume 38, Issue 2, pp. 68-70, 72 </ref>

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. <ref name="Doran" />

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review<ref name="Doran" />.
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* Specific
Is to target a specific area of improvement.
* Measurable
Is to choose a quantifiable indicator for progress.
* Assignable
Is to assign an agent to the task.
* Realistic
Is to state what is realistic to achieve with the assigned resources.
* Time-related
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Robert S. Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound <ref name="Rubin">Rubin, Robert S. (2002). 'Will the real SMART goals please stand up?''. http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx </ref>.
This version is also the one that is used by MIT’s department for Human Resources <ref name="MIT"> MIT Department for Human Resources http://hr.mit.edu/performance/goals Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective <ref name="LL2002" />. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines <ref name="HBR"> Harvard Business Review: ''3 popular goal setting techniques managers should avoid'' https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid Retrieved March 4, 2019</ref>, Les MacLeod <ref name="Les" /> and in much litterature on goal setting in management.
, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline <ref name="PMBOK 197">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.197</ref>. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART <ref name="Rubin" />.

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). <ref name="Yemm">Yemm, Graham (2012) ''FT Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent'', Pearson UK</ref>
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding<ref name="Les" />.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. <ref name="PMBOK 341">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.341</ref>

In 1968 Locke come out with the revolutionary theory that clear goals and feedback was motivating itself <ref name="Locke68"> https://www.mindtools.com/pages/article/newHTE_87.htm Retrieved March 4, 2019</ref> kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. <ref name="PMBOK 309">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.309</ref>
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science<ref name="Locke68" /><ref name="Yemm" />.
For a project manager, managing people in a team is a key task <ref name="PMBOK 60">Project Management Institute. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”- Sixth Edition, 2017, p.60</ref>, and here motivation has a larger effect on productivity than any other managerial aspect of the project <ref name="DO87"> Geraldi, J et.al. (2017) ''How to DO projects'', p.87</ref>.
Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. <ref name="Locke68" /> That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals.

In 1990 Locke and Latham formed five principles for improving the chances of success. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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==

<references/>

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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

6: http://web.b.ebscohost.com.proxy.findit.dtu.dk/ehost/pdfviewer/pdfviewer?vid=1&sid=f8fb5c6d-dc96-4e65-b934-b17c3d53e789%40pdc-v-sessmgr05

7: http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdf

8: https://www-tandfonline-com.proxy.findit.dtu.dk/doi/abs/10.1080/08956308.2005.11657331#aHR0cHM6Ly93d3ctdGFuZGZvbmxpbmUtY29tLnByb3h5LmZpbmRpdC5kdHUuZGsvZG9pL3BkZi8xMC4xMDgwLzA4OTU2MzA4LjIwMDUuMTE2NTczMzE/bmVlZEFjY2Vzcz10cnVlQEBAMA==

9: https://www-tandfonline-com.proxy.findit.dtu.dk/doi/pdf/10.1080/14623943.2016.1187120?needAccess=true

SMART Goals and Objectives

2019-03-04T15:22:49Z

Sunebaldus:

''Developed by Sune Baldus''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdfLocke, E. A. & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation, American Phychologist, 57(9), 705-717 ] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. <ref name="Doran">George T. Doran (1981). ''There's a S.M.A.R.T. way to write Management's goals and objectives''. Management Review, http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf, Retrieved March 4, 2019</ref>

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. <ref name="Les">Les MacLeod (2012). ''Making SMART Goals Smarter''. Physician Executive, Volume 38, Issue 2, pp. 68-70, 72 </ref>

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. <ref name="Doran" />

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review<ref name="Doran" />.
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* Specific
Is to target a specific area of improvement.
* Measurable
Is to choose a quantifiable indicator for progress.
* Assignable
Is to assign an agent to the task.
* Realistic
Is to state what is realistic to achieve with the assigned resources.
* Time-related
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Robert S. Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound <ref name="Rubin">Rubin, Robert S. (2002). 'Will the real SMART goals please stand up?''. http://www.siop.org/tip/backissues/tipapr02/03rubin.aspx </ref>.
This version is also the one that is used by MIT’s department for Human Resources [3], Les MacLeod and in different litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective [7]. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline [PMBOK p.197]. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). [5]
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. [PMBOK, 9.4.2.4]

With Locke’s theory of 1968 stating that clear goals and feedback was motivating itself kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. [PMBOK p. 309]
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science.
For a project manager, managing people in a team is a key task [PMBOK 3.4.4.1], and here motivation has a larger effect on productivity than any other managerial aspect of the project [How to DO projects, p. 87]. Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. [mindtools] That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals.

In 1990 Locke and Latham formed five principles for improving the chances of success. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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==

<references/>

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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

6: http://web.b.ebscohost.com.proxy.findit.dtu.dk/ehost/pdfviewer/pdfviewer?vid=1&sid=f8fb5c6d-dc96-4e65-b934-b17c3d53e789%40pdc-v-sessmgr05

7: http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdf

8: https://www-tandfonline-com.proxy.findit.dtu.dk/doi/abs/10.1080/08956308.2005.11657331#aHR0cHM6Ly93d3ctdGFuZGZvbmxpbmUtY29tLnByb3h5LmZpbmRpdC5kdHUuZGsvZG9pL3BkZi8xMC4xMDgwLzA4OTU2MzA4LjIwMDUuMTE2NTczMzE/bmVlZEFjY2Vzcz10cnVlQEBAMA==

9: https://www-tandfonline-com.proxy.findit.dtu.dk/doi/pdf/10.1080/14623943.2016.1187120?needAccess=true

SMART Goals and Objectives

2019-03-04T14:55:11Z

Sunebaldus:

''Developed by Sune Baldus''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goal setting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task success.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes in their article “Building a Practically Useful Theory of Goal Setting and Task Motivation” four mechanisms that makes goals affect performance. They are
* (a) the Directive function, where goals directs attention to relevant activities
* (b) the Energizing function, which means that higher goals leads to a greater effort
* (c) goals affect persistence; a hard goal can prolong the effort, and
* (d) it is stated that goals has an indirect effect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". <ref name="LL2002">[http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdf Latham and Locke] </ref>

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. [1]

Les MacLeod is arguing for a distinction is needed between goals and objectives in his article "Making SMART goals smarter", where the goals is long-term and objectives are short-term. He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. [6]

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran addresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. [1]

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review. [1].
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

* ====Specific====
Is to target a specific area of improvement.
* ====Measurable====
Is to choose a quantifiable indicator for progress.
* ====Assignable====
Is to assign an agent to the task.
* ====Realistic====
Is to state what is realistic to achieve with the assigned resources.
* ====Time-related====
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Rubin, the most popular acronym is Specific, Measurable, Attainable/Achievable, Relevant and Time-bound [4].
This version is also the one that is used by MIT’s department for Human Resources [3], Les MacLeod and in different litterature on goal setting in management.

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. Since A does not stands for Assignable in the popular version, then it is in this criteria it is stated who is responsible for reaching the goal.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult, which corresponds with a goal that is stretch, yet achievable, is making sure that most effort will be put into the objective [7]. This, as a consequence, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure. Latham and Locke states that tight deadlines leads to a more rapid work pace than loose deadlines, so for the sake of performance enhancement, this is a key criteria.

Managers needs to be aware of Student Syndrome where people only starts to apply themselves at the last possible moment before the deadline [PMBOK p.197]. A way of dealing with that can be through Milestone dates which might be used on large projects.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or popular versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). [5]
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress, and give feedback upon that. As a project will move closer to the set deadline, a leader's job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefore to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. This criteria corresponds with the Project Management Institutes (PMI) statement that providing a reason for someone to act is motivation, and that teams are motivated by empowering them to participate in decision making and encouraging them to work independently. [PMBOK, 9.4.2.4]

With Locke’s theory of 1968 stating that clear goals and feedback was motivating itself kept in mind, the evaluation (feedback) that Yemm suggests will be engaging (motivating) to the team that MacLeod emphasises the importance of.

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMI managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. [PMBOK p. 309]
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science.
For a project manager, managing people in a team is a key task [PMBOK 3.4.4.1], and here motivation has a larger effect on productivity than any other managerial aspect of the project [How to DO projects, p. 87]. Also Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. [mindtools] That is why SMART Goals and Objectives is a useful tool for a project manager in order to motivate the team.

===An example of SMART Goals:===

In a volunteer NGO, keeping in touch with members is crucial for the bare existence of the organization, since they are forming the NGO. The members needs to be satisfied with their membership and the organisation’s priorities/policies in order to stay enrolled.

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.

Whether the goal is relevant or not, is a matter of the strategy for the organisation, but if their ambition is to hold on to their current members, this will work towards that. If the strategic focus is to get new members, then this goal will be off.
First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

==Limitations==

Despite its wide popularity, SMART Goals is not an instant recipe for success. For using them in a project management context, a strategy must be agreed upon, to make sure the goals are relevant to the organisation’s vision and mission. If different departments of an organisation have different goals, they need to be aligned towards the common strategy, and not contradict each other.

Also, SMART Goals will rely on a strategy that is properly formulated, since the SMART Goals itself provided no guidance in determining whether the goal is wise. For that reason, the SMART acronym is not stopping a company from doing the wrong things right.
In the given example, the objective for the NGO is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

The amount of alternative versions of SMART Goals is also an issue to be aware of, when it is used. The most popular representations for A (Attainable and Achievable) is similar to Dorans R for Realistic, so an attainable and realistic SMART goal will definately be met, but the goal might not be meaningful. Also, the focus on an attainable goal will naturally encourage people to set low goals.

In 1990 Locke and Latham formed five principles for improving the chances of success. They five principles are:

* Clarity (about what is to be achieved)
* Challenge (still achievable, though)
* Commitment (to the goal, by the team members)
* Feedback (manager must take and give)
* Task Complexity (needs to be considered)

These five principles must be considered when formulating goals, if it is an ambition to succeed. When using the SMART goals, it must not take away focus from these five principles. The SMART acronym only addresses the first principle. When expanding the acronym to SMARTER the remaining four principles can be addressed.

When setting goals, a manager can use the SMART(ER)-acronym to check if the goals are well stated, if the acronym is meaningful defined in a way that supports the organisations overall goal and it considers the five principles of Latham and Locke. If these things are not considered, the mnemonic might not be useful.

==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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==

<references/>

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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

6: http://web.b.ebscohost.com.proxy.findit.dtu.dk/ehost/pdfviewer/pdfviewer?vid=1&sid=f8fb5c6d-dc96-4e65-b934-b17c3d53e789%40pdc-v-sessmgr05

7: http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdf

8: https://www-tandfonline-com.proxy.findit.dtu.dk/doi/abs/10.1080/08956308.2005.11657331#aHR0cHM6Ly93d3ctdGFuZGZvbmxpbmUtY29tLnByb3h5LmZpbmRpdC5kdHUuZGsvZG9pL3BkZi8xMC4xMDgwLzA4OTU2MzA4LjIwMDUuMTE2NTczMzE/bmVlZEFjY2Vzcz10cnVlQEBAMA==

9: https://www-tandfonline-com.proxy.findit.dtu.dk/doi/pdf/10.1080/14623943.2016.1187120?needAccess=true

SMART Goals and Objectives

2019-03-04T09:40:35Z

Sunebaldus:

''Developed by Sune Baldus''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task succes.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes four mechanisms that makes goals affect performance. They are (a) the Directive function, where goals directs attention to relevant activities, (b) the Energizing function, which means that higher goals leads to a greater effort, (c) goals affect persistence; a hard goal can prolong the effort, and (d) it is stated that goals has an indirect affect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". [7]

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. [1]

Les MacLeod is arguing for a distinction is needed between goals and objectives where the goals is long-term and objectives are short-term in his article "Making SMART goals smarter". He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. [6]

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran adresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. [1]

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review. [1].
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Rubin, the most popular acronym is Specific, Measurable, Attainable, Relevant and Rime-bound [4]. It is also the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. If A does not stands for Assignable, then it is here it is stated who is responsible.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult [7], which corresponds with a goal that is stretch, yet achievable, making sure that most effort will be put into the objective. This, as a follow, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure.

Here it is important to note that large goals may have milestone dates. Milestone can be a way for a manager to deal with Student Syndrome [PMBOK p.197]

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed (or Rewarded). [5]
In Les MacLeods article "Make SMART goals smarter" he suggest the expansion to be Engaging and Rewarding.

====Evaluated or Engaging====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress. As a project will move closer to the set deadline, a leaders job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefor to keep the goals Relevant throughout the whole process.

Engaging is addressing motivation to achieve the goals. MacLeod states that an objective will need "ownership" if the goals not should be met with silent acceptance or resistance to some degree. It is lack of involvement that leads to lack of engagement, and his suggestion for how to cope with that issue and create ownership, is to involve the team's members in the writing of goals from the beginning. [PMBOK 9.4.2.4: Motivation is providing a reason for someone to act. Teams are motivated by empowering them to participate in decision making and encouraging them to work independently]

====Reviewed or Rewarded/Rewarding====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can, by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work. According to PMBOK managers are responsible for proactively develop team skills and competencies for improving team satisfaction and motivation. [PMBOK p. 309]
The rewarding of progress is here also way of showing the team and its individuals that there is paid attention to their work. These rewards can be external (salary and benefits) or internal (intellectual challenging or a sense of accomplishment).

==Application==

SMART Goals has gained a popularity as a tool for setting goals, and it is used both in modern psychology (Industrial-organisational psychology and personal development) as well as in different fields within management science.
For a project manager, managing people in a team is a key task [PMBOK 3.4.4.1], and here motivation has a larger effect on productivity than any other managerial aspect of the project [How to DO projects, p. 87], and Locke's revolutionary theory from 1968 shows exactly that appropriate feedback and clear goals motivates employees. Working toward a goal is in itself a major source of motivation. [mindtools]

'''An example of SMART Goals:'''

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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality. This ambiguity bears a risk to defer the SMART-goals purpose; Making the goal setting easier and understandable. If a manager uses a version where A & R stands for the synonyms Attainable and Realistic, the goal might irrelevant or unassigned.



==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

6: http://web.b.ebscohost.com.proxy.findit.dtu.dk/ehost/pdfviewer/pdfviewer?vid=1&sid=f8fb5c6d-dc96-4e65-b934-b17c3d53e789%40pdc-v-sessmgr05

7: http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdf

8: https://www-tandfonline-com.proxy.findit.dtu.dk/doi/abs/10.1080/08956308.2005.11657331#aHR0cHM6Ly93d3ctdGFuZGZvbmxpbmUtY29tLnByb3h5LmZpbmRpdC5kdHUuZGsvZG9pL3BkZi8xMC4xMDgwLzA4OTU2MzA4LjIwMDUuMTE2NTczMzE/bmVlZEFjY2Vzcz10cnVlQEBAMA==

9: https://www-tandfonline-com.proxy.findit.dtu.dk/doi/pdf/10.1080/14623943.2016.1187120?needAccess=true

SMART Goals and Objectives

2019-03-02T18:58:21Z

Sunebaldus:

''Developed by Sune Baldus''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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.

==Goal setting==
Goal Setting theory is a field within psychology, focusing on how goals and objectives can affect actions, and the application of goals. It addresses the relationships between goals and performance; difficulty of goals and probability of task succes.
Based on 35 years of empirical research, Edwin A. Locke and Gary P. Latham describes four mechanisms that makes goals affect performance. They are (a) the Directive function, where goals directs attention to relevant activities, (b) the Energizing function, which means that higher goals leads to a greater effort, (c) goals affect persistence; a hard goal can prolong the effort, and (d) it is stated that goals has an indirect affect on action since they leads to "arousal, discovery and/ use of task-relevant knowledge and strategies". [7]

In Goal setting literature, objectives are often mentioned. George T. Doran explains how, in some organisations, goals are short-term and objectives are long-term, and in other organisations, the opposite is the case, or even that they are synonyms. For that reason he finds no reason to discuss the difference except from on an executive level. He uses the term "objectives" throughout his article ”There’s a S.M.A.R.T. way to write Management's goals and objectives”. [1]

Les MacLeod is arguing for a distinction is needed between goals and objectives where the goals is long-term and objectives are short-term in his article "Making SMART goals smarter". He distinguishes between goals and objectives by stating that goals are broad in scope, formulated in general terms, abstract and with a focus on an end-result whereas objectives are narrow in scope, specifically formulated, concrete and with a focus on the required steps towards an end-goal. His argument is that to make SMART Goals smarter, one should start refer to them as SMARTER Objectives. [6]

==Big Idea==
Objectives and goals enable an organization to focus on problems and give the company a sense of direction. 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. Doran adresses the issue that many managers are not capable of writing meaningful goals, even though they know the importance of setting goals. The difficulty of the goal-setting task, the time it requires, and the stress it results in, is the reason that the majority of the U.S. corporations do not have an effective process for planning and setting objectives. Doran's version of SMART-Goals, was a suggestion for coping with that issue, by making a simple mnemonic that every manager could remember. [1]

===The Doran-version of SMART Goals===

In 1981 George T. Doran presented SMART Goals for the first time in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review. [1].
It is described in very few words, but he points out that it is not suggested that every goal should cover the whole acronym, but it is worth to aim for as a guideline. The suggested acronym was:

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The popular version of SMART Goals===
SMART goals has become a widely popular method for writing goals and objectives, but there is a certain ambiguity on what the actual acronym stands for. According to Rubin, the most popular acronym is Specific, Measurable, Attainable, Relevant and Rime-bound [4]. It is also the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome. Who, where, what, why are the questions. What needs to be done, what the outcome are and why it is important. If A does not stands for Assignable, then it is here it is stated who is responsible.

====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved. If the goal is of qualitative, like improving employee satisfaction for instance, then some sort of measurement tool like an employment satisfaction survey will be needed.

====Attainable====
Latham and Locke found that the highest level of effort occurred when the task was moderately difficult [7], which corresponds with a goal that is stretch, yet achievable, making sure that most effort will be put into the objective. This, as a follow, will also result in the highest possible outcome.
The Attainability will be dependent on practicalities and available resources. This needs to be assessed in order to secure an attainable goal.

Attainable is synonymous with Achievable, and it covers the same criteria as Realistic would do - for that reason, coupling Attainable/Achievable with Realistic will not contribute further to meaningful goals.

====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission. Relevance is to avoid doing the wrong things right or vice versa, but to make sure that the effort put into work that supports the overall goals or objectives for the organisation. The advantage of the higher effort that can be gained by setting a moderately difficult goal should not be wasted on work that is not fruitful.

====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? In order to maintain a level of enthusiasm in the team for meeting the goal, a set-in-stone deadline will be needed. Without that, expectations to a team, or within the team, will be hard to manage, since there is no date of closure.

Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further additions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym. Graham Yemm suggests in his book "Essential guide to leading your team" that they represent Evaluated and Reviewed. [5]

====Evaluated====
Evaluated is here referring to the leader that will evaluate the team's and individuals performance and progress. As a project will move closer to the set deadline, a leaders job is amongst others to support his team and keep them on track. This will especially be needed if the goals that are set, are moderately difficult. To evaluate the SMARTER Goals is therefor to keep the goals Relevant throughout the whole process.

====Reviewed (or Rewarded)====
Reviewed/Rewarded is here referring to the relationship between the team leader and the individuals in the team. To keep up motivation in the team, the manager here can by reviewing the work of the team or individuals, give a feedback and support, and on the same time show that he is paying attention and is involved in the work.

==Application==

'''An example of SMART Goals:'''

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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality. This ambiguity bears a risk to defer the SMART-goals purpose; Making the goal setting easier and understandable. If a manager uses a version where A & R stands for the synonyms Attainable and Realistic, the goal might irrelevant or unassigned.



==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

6: http://web.b.ebscohost.com.proxy.findit.dtu.dk/ehost/pdfviewer/pdfviewer?vid=1&sid=f8fb5c6d-dc96-4e65-b934-b17c3d53e789%40pdc-v-sessmgr05

7: http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdf

8: https://www-tandfonline-com.proxy.findit.dtu.dk/doi/abs/10.1080/08956308.2005.11657331#aHR0cHM6Ly93d3ctdGFuZGZvbmxpbmUtY29tLnByb3h5LmZpbmRpdC5kdHUuZGsvZG9pL3BkZi8xMC4xMDgwLzA4OTU2MzA4LjIwMDUuMTE2NTczMzE/bmVlZEFjY2Vzcz10cnVlQEBAMA==

9: https://www-tandfonline-com.proxy.findit.dtu.dk/doi/pdf/10.1080/14623943.2016.1187120?needAccess=true

SMART Goals and Objectives

2019-03-02T18:17:23Z

Sunebaldus: /* Further additions to the acronym */

SMART Goals and Objectives

2019-03-02T17:51:35Z

Sunebaldus: /* Specific */

SMART Goals and Objectives

2019-03-02T17:42:19Z

Sunebaldus: /* Litterature */

SMART Goals and Objectives

2019-03-02T10:31:26Z

Sunebaldus: /* Relevant */

SMART Goals and Objectives

2019-03-02T10:29:31Z

Sunebaldus: /* Further editions to the acronym */

SMART Goals and Objectives

2019-03-01T22:33:29Z

Sunebaldus:

SMART Goals and Objectives

2019-03-01T17:30:40Z

Sunebaldus: /* The Doran-version of SMART Goals */

SMART Goals and Objectives

2019-03-01T17:21:55Z

Sunebaldus: /* Attainable */

SMART Goals and Objectives

2019-03-01T17:15:37Z

Sunebaldus: /* Attainable */

SMART Goals and Objectives

2019-03-01T17:05:20Z

Sunebaldus: /* Attainable */

SMART Goals and Objectives

2019-03-01T17:04:51Z

Sunebaldus:

SMART Goals and Objectives

2019-03-01T13:52:25Z

Sunebaldus:

SMART Goals and Objectives

2019-02-28T16:38:08Z

Sunebaldus: /* Application */

==Readers Guide==
'''''This is clearly not a finished article. It is planned to Elaborate on goalsetting, Revise Abstract, Write about SMARTER Goals and Clear up scientific references before the final hand in. Needless to say, that has not happened yet. Have fun reading. '''''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==Application==

'''An example of SMART Goals:'''

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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality. This ambiguity bears a risk to defer the SMART-goals purpose; Making the goal setting easier and understandable. If a manager uses a version where A & R stands for the synonyms Attainable and Realistic, the goal might irrelevant or unassigned.



==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

6: http://web.b.ebscohost.com.proxy.findit.dtu.dk/ehost/pdfviewer/pdfviewer?vid=1&sid=f8fb5c6d-dc96-4e65-b934-b17c3d53e789%40pdc-v-sessmgr05

7: http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdf

SMART Goals and Objectives

2019-02-28T16:37:54Z

Sunebaldus: /* Application */

==Readers Guide==
'''''This is clearly not a finished article. It is planned to Elaborate on goalsetting, Revise Abstract, Write about SMARTER Goals and Clear up scientific references before the final hand in. Needless to say, that has not happened yet. Have fun reading. '''''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==Application==

'''An example of SMART Goals:'''
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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality. This ambiguity bears a risk to defer the SMART-goals purpose; Making the goal setting easier and understandable. If a manager uses a version where A & R stands for the synonyms Attainable and Realistic, the goal might irrelevant or unassigned.



==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

6: http://web.b.ebscohost.com.proxy.findit.dtu.dk/ehost/pdfviewer/pdfviewer?vid=1&sid=f8fb5c6d-dc96-4e65-b934-b17c3d53e789%40pdc-v-sessmgr05

7: http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdf

SMART Goals and Objectives

2019-02-28T16:34:24Z

Sunebaldus: /* Annotated Bibliography */

==Readers Guide==
'''''This is clearly not a finished article. It is planned to Elaborate on goalsetting, Revise Abstract, Write about SMARTER Goals and Clear up scientific references before the final hand in. Needless to say, that has not happened yet. Have fun reading. '''''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality. This ambiguity bears a risk to defer the SMART-goals purpose; Making the goal setting easier and understandable. If a manager uses a version where A & R stands for the synonyms Attainable and Realistic, the goal might irrelevant or unassigned.



==Annotated Bibliography==

'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''
Two of the leading scientists within theories of Goal Setting theory is summarizing 35 years of empirical research. They describe their core findings and the relations between goal setting and performance. They present the application and limitations of the goal setting theory.

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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

6: http://web.b.ebscohost.com.proxy.findit.dtu.dk/ehost/pdfviewer/pdfviewer?vid=1&sid=f8fb5c6d-dc96-4e65-b934-b17c3d53e789%40pdc-v-sessmgr05

7: http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdf

SMART Goals and Objectives

2019-02-28T16:24:57Z

Sunebaldus: /* Litterature */

==Readers Guide==
'''''This is clearly not a finished article. It is planned to Elaborate on goalsetting, Revise Abstract, Write about SMARTER Goals and Clear up scientific references before the final hand in. Needless to say, that has not happened yet. Have fun reading. '''''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality. This ambiguity bears a risk to defer the SMART-goals purpose; Making the goal setting easier and understandable. If a manager uses a version where A & R stands for the synonyms Attainable and Realistic, the goal might irrelevant or unassigned.



==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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

6: http://web.b.ebscohost.com.proxy.findit.dtu.dk/ehost/pdfviewer/pdfviewer?vid=1&sid=f8fb5c6d-dc96-4e65-b934-b17c3d53e789%40pdc-v-sessmgr05

7: http://www-2.rotman.utoronto.ca/facbios/file/09%20-%20Locke%20&%20Latham%202002%20AP.pdf

SMART Goals and Objectives

2019-02-28T16:00:35Z

Sunebaldus: /* Other editions */

==Readers Guide==
'''''This is clearly not a finished article. It is planned to Elaborate on goalsetting, Revise Abstract, Write about SMARTER Goals and Clear up scientific references before the final hand in. Needless to say, that has not happened yet. Have fun reading. '''''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality. This ambiguity bears a risk to defer the SMART-goals purpose; Making the goal setting easier and understandable. If a manager uses a version where A & R stands for the synonyms Attainable and Realistic, the goal might irrelevant or unassigned.



==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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

6: http://web.b.ebscohost.com.proxy.findit.dtu.dk/ehost/pdfviewer/pdfviewer?vid=1&sid=f8fb5c6d-dc96-4e65-b934-b17c3d53e789%40pdc-v-sessmgr05

SMART Goals and Objectives

2019-02-28T15:58:20Z

Sunebaldus: /* Litterature */

==Readers Guide==
'''''This is clearly not a finished article. It is planned to Elaborate on goalsetting, Revise Abstract, Write about SMARTER Goals and Clear up scientific references before the final hand in. Needless to say, that has not happened yet. Have fun reading. '''''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

S: Simple, specific with a stretch, sensible, significant.

M: Meaningful, motivating.

A: Acceptable, achievable, action-oriented, accountable, as-if-now,
agreed, agreed-upon, actionable, assignable.

R: Realistic, reviewable, relative, rewarding, reasonable, results-ori- ented, relevant to a mission.

T: Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful.

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality. This ambiguity bears a risk to defer the SMART-goals purpose; Making the goal setting easier and understandable. If a manager uses a version where A & R stands for the synonyms Attainable and Realistic, the goal might irrelevant or unassigned.



==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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

6: http://web.b.ebscohost.com.proxy.findit.dtu.dk/ehost/pdfviewer/pdfviewer?vid=1&sid=f8fb5c6d-dc96-4e65-b934-b17c3d53e789%40pdc-v-sessmgr05

SMART Goals and Objectives

2019-02-28T15:37:20Z

Sunebaldus: /* Other editions */

==Readers Guide==
'''''This is clearly not a finished article. It is planned to Elaborate on goalsetting, Revise Abstract, Write about SMARTER Goals and Clear up scientific references before the final hand in. Needless to say, that has not happened yet. Have fun reading. '''''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |Simple, specific with a stretch, sensible, significant
|-
!M
|Meaningful, motivating
|-
!A
|Acceptable, achievable, action-oriented, accountable, as-if-now, agreed, agreed-upon, actionable, assignable
|-
!R
|Realistic, reviewable, relative, rewarding, reasonable, results-oriented, relevant to a mission
|-
!T
|Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful
|-
|}

S: Simple, specific with a stretch, sensible, significant.

M: Meaningful, motivating.

A: Acceptable, achievable, action-oriented, accountable, as-if-now,
agreed, agreed-upon, actionable, assignable.

R: Realistic, reviewable, relative, rewarding, reasonable, results-ori- ented, relevant to a mission.

T: Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful.

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality. This ambiguity bears a risk to defer the SMART-goals purpose; Making the goal setting easier and understandable. If a manager uses a version where A & R stands for the synonyms Attainable and Realistic, the goal might irrelevant or unassigned.



==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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

SMART Goals and Objectives

2019-02-28T15:34:26Z

Sunebaldus: /* Further editions to the acronym */

==Readers Guide==
'''''This is clearly not a finished article. It is planned to Elaborate on goalsetting, Revise Abstract, Write about SMARTER Goals and Clear up scientific references before the final hand in. Needless to say, that has not happened yet. Have fun reading. '''''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

S: Simple, specific with a stretch, sensible, significant.

M: Meaningful, motivating.

A: Acceptable, achievable, action-oriented, accountable, as-if-now,
agreed, agreed-upon, actionable, assignable.

R: Realistic, reviewable, relative, rewarding, reasonable, results-ori- ented, relevant to a mission.

T: Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful.

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality. This ambiguity bears a risk to defer the SMART-goals purpose; Making the goal setting easier and understandable. If a manager uses a version where A & R stands for the synonyms Attainable and Realistic, the goal might irrelevant or unassigned.



==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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

SMART Goals and Objectives

2019-02-26T10:32:33Z

Sunebaldus: /* Further editions to the acronym */

==Readers Guide==
'''''This is clearly not a finished article. It is planned to Elaborate on goalsetting, Revise Abstract, Write about SMARTER Goals and Clear up scientific references before the final hand in. Needless to say, that has not happened yet. Have fun reading. '''''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

S: Simple, specific with a stretch, sensible, significant.

M: Meaningful, motivating.

A: Acceptable, achievable, action-oriented, accountable, as-if-now,
agreed, agreed-upon, actionable, assignable.

R: Realistic, reviewable, relative, rewarding, reasonable, results-ori- ented, relevant to a mission.

T: Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful.

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

{| class="wikitable" style="text-align: left;"
|-
! style="width:5em;" |S
| style="width:20em;" |COLUMN2
|-
!M
|ROW1/COL2
|-
!A
|ROW2/COL2
|-
!R
|ROW2/COL2
|-
!T
|ROW2/COL2
|-
|}

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality. This ambiguity bears a risk to defer the SMART-goals purpose; Making the goal setting easier and understandable. If a manager uses a version where A & R stands for the synonyms Attainable and Realistic, the goal might irrelevant or unassigned.



==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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

Talk:Context element

2019-02-25T14:16:00Z

Sunebaldus: Created page with "==Feedback 1 | Reviewer name: ''Sune Baldus''== ===Question 1 · TEXT=== '''Quality of the summary:''' Does the summary make the key focus, insights and/or contribution of th..."

==Feedback 1 | Reviewer name: ''Sune Baldus''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

Disregarded as you wish.

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

Since only one part is finished, it is hard to say anything about the flow, but it seems like you are on the right path with the idea of writing about how to utilize (temporal) context.

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

It is nice to read the finished parts. Understandable, clear and concise, and without spelling errors.

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

Good choice of figures, they do seem a little unsharp, though. They really bring a lot to the understanding of the topic.

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

The relevance of this article could be improved in many ways:

For academic purposes: compare literature on subject

For practical purposes: present key insights from gained knowledge and create a guideline of what a manager needs to be aware of, or how s/he can improve performance with the different elements in mind..

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

The organizational context is light and easily written, delivers a great overview of the way organisations can be organized. I do have a hunch that there might be more to External context?

The article is definitely not in-depth with the topic, but creates a good overview so far. Chapters with application and limitations would spiff up the article as a whole.

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''
Disregarded, as you wish.

Talk:Risk management in industry 4.0

2019-02-25T13:09:45Z

==Feedback 1 | Reviewer name: ''Sune Baldus''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

To some extent. It revolves mainly around Industry 4.0, leaving two lines on what risk management is, and what the article is about.
I would elaborate more on the Risk management itself, and the insights gained from the article. Also, I would make some references.

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

First, the background-section is very elaborative of Industry 4.0. It refers to non-existing figures (suppose they will come later).

Then the article changes it focus to risk management, but only four bullets are used to explain risk management, and then eight lines are used to criticize an ISO-standard of some kind.

The Structure-chapter could need some refining. It is very densely written with a lot of data and expressions – it suffers a lot from the lack of elaboration in the background section. Also, the bullet-points does not work in the formatting. Figures would create some sort of overview.

Ironically, the chapter does not present a clear structure of how to implement risk management, but I do see that it is where you are heading. you could make it a short action-plan, with the steps in the process.

Add references as well.

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

Well, the bullet points do not work in this formatting.
The language is very precise, without severe spelling errors.

Use this page to find the codes: https://en.wikipedia.org/wiki/Help:Cheatsheet

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

Figures and table could for sure be used to summarize key points – especially in the structure-chapter, a graphical presentation could be useful.

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

The concept of risk management in Industry 4.0 is definitely relevant, but the vast amount of explanation of Industry 4.0 seems a little off, for both professionals and academics, since it is assumable that they know about it. It kinda drags away the focus from the risk management-part that is the super interesting part.

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

A hands-on guideline and structure would improve the article.
Since there is no figures and references now, it does not contribute with a lot, but it is an interesting topic for a manager within the Risk-area, so consider add a focus on what makes risk management in Industry 4.0 unique compared to risk management in general.

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

I would definitely make a bibliography. I do not suppose you disagree with me.

SMART Goals and Objectives

2019-02-25T11:11:02Z

Sunebaldus: /* Limitations */

==Readers Guide==
'''''This is clearly not a finished article. It is planned to Elaborate on goalsetting, Revise Abstract, Write about SMARTER Goals and Clear up scientific references before the final hand in. Needless to say, that has not happened yet. Have fun reading. '''''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

S: Simple, specific with a stretch, sensible, significant.

M: Meaningful, motivating.

A: Acceptable, achievable, action-oriented, accountable, as-if-now,
agreed, agreed-upon, actionable, assignable.

R: Realistic, reviewable, relative, rewarding, reasonable, results-ori- ented, relevant to a mission.

T: Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful.

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality. This ambiguity bears a risk to defer the SMART-goals purpose; Making the goal setting easier and understandable. If a manager uses a version where A & R stands for the synonyms Attainable and Realistic, the goal might irrelevant or unassigned.



==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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

SMART Goals and Objectives

2019-02-25T10:50:12Z

Sunebaldus: /* Litterature */

==Readers Guide==
'''''This is clearly not a finished article. It is planned to Elaborate on goalsetting, Revise Abstract, Write about SMARTER Goals and Clear up scientific references before the final hand in. Needless to say, that has not happened yet. Have fun reading. '''''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

S: Simple, specific with a stretch, sensible, significant.

M: Meaningful, motivating.

A: Acceptable, achievable, action-oriented, accountable, as-if-now,
agreed, agreed-upon, actionable, assignable.

R: Realistic, reviewable, relative, rewarding, reasonable, results-ori- ented, relevant to a mission.

T: Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful.

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality.



==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

5: https://books.google.dk/books?id=SQuxNERDFeIC&pg=PT37&redir_esc=y#v=onepage&q&f=false

SMART Goals and Objectives

2019-02-22T13:37:59Z

Sunebaldus:

==Readers Guide==
'''''This is clearly not a finished article. It is planned to Elaborate on goalsetting, Revise Abstract, Write about SMARTER Goals and Clear up scientific references before the final hand in. Needless to say, that has not happened yet. Have fun reading. '''''

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

S: Simple, specific with a stretch, sensible, significant.

M: Meaningful, motivating.

A: Acceptable, achievable, action-oriented, accountable, as-if-now,
agreed, agreed-upon, actionable, assignable.

R: Realistic, reviewable, relative, rewarding, reasonable, results-ori- ented, relevant to a mission.

T: Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful.

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality.



==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

SMART Goals and Objectives

2019-02-22T13:28:00Z

Sunebaldus: /* Other editions */

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

S: Simple, specific with a stretch, sensible, significant.

M: Meaningful, motivating.

A: Acceptable, achievable, action-oriented, accountable, as-if-now,
agreed, agreed-upon, actionable, assignable.

R: Realistic, reviewable, relative, rewarding, reasonable, results-ori- ented, relevant to a mission.

T: Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful.

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality.



==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

SMART Goals and Objectives

2019-02-22T13:26:48Z

Sunebaldus:

==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 action plan.

SMART Goals has been widely accepted as an effective tool for goalsetting, but the words behind the acronym is varying from author to author. MIT suggests the acronym is for Specific Measurable Attainable Relevant and Time-bound. [3] This version is the most common representation, according to Robert S. Rubin [4].

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 enable an organization 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.

George T. Doran presented the acronym as “Specific, Measurable, Assignable, Realistic and Time-related”, but later other versions of the acronym have gained popularity.

===The Doran-version of SMART Goals===
This version was presented in 1985, in the article ”There’s a S.M.A.R.T. way to write Management's goals and objectives” in the academic newspaper Management Review [1].

====Specific====
Is to target a specific area of improvement.
====Measurable====
Is to choose a quantifiable indicator for progress.
====Assignable====
Is to assign an agent to the task.
====Realistic====
Is to state what is realistic to achieve with the assigned resources.
====Time-related====
Is to specify when the results can be achieved.

===The MIT-version of SMART Goals===
This version is widely popular, and it is the version used by MIT’s department for Human Resources [3].

====Specific====
A full description in concrete language of the desired outcome and describes the desired outcome.
====Measurable====
The goal needs to be measurable or quantifiable in some way. Also, you need to describe how you will know the objective is achieved.
====Attainable====
Create stretch, yet achievable goals. To assess attainability, have a conversation of practicalities as well as support and resources needed.
====Relevant====
The goal needs to be relevant for objectives for the performing group, as well as for the organization’s vision and mission.
====Time-Bound====
What is the timeframe for achieving the goal? When will the desired end-result be achieved? Here it is important to note that large goals may have milestone dates.

===Other editions===
Not only the versions of SMART goals presented by George T. Doran or used by MIT, exists. Robert S. Rubin wrote in 2002 the article “Will the Real SMART Goals Please Stand Up” in the scientific newsletter The Industrial-Organizational Psychologist, where he represents a myriad of different words and combination that can form the acronym SMART [4].

According to Rubin, the SMART acronym could cover not only the Doran or MIT-versions but also the following:

S: Simple, specific with a stretch, sensible, significant.
M: Meaningful, motivating.
A: Acceptable, achievable, action-oriented, accountable, as-if-now,
agreed, agreed-upon, actionable, assignable.
R: Realistic, reviewable, relative, rewarding, reasonable, results-ori- ented, relevant to a mission. T: Timelines, time-frame, time-stamped, tangible, timely, time-based, time-specific, time-sensitive, timed, time-scaled, time-constrained, time-phased, time-limited, time-driven, time-related, time-line, timed and toward what you want, truthful.

===Further editions to the acronym===
After SMART goals, other authors have expanded the acronym with "E" and "R", called SMARTER Goals. Also here there is ambiguity about the words behind the acronym.

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.

Also, the great thing about recipes is that they are a guideline of doing things – with the wide array of word combinations forming the acronym SMART, the goals can take so many forms that the acronym is not an indicator for quality.



==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

Articles Spring Term 2019

2019-02-22T10:42:34Z

Sunebaldus: /* Overview of 2019 Wiki articles */

=Overview of 2019 Wiki articles=

{| class="wikitable sortable"
|+Spring Term 2019 Wiki Articles
|13
|Dimitrios
|Kokkinopoulos
|s182528
|[[Due Diligence on Wind Farm Assets]]
|-
|-
|13
|Evgenia
|Chatzivasileiou
|s182299
|[[Project Sponsorship]]
|-
|-
|13
|Theodoros
|Seremetakis
|s183272
|[[Investment portfolio management]]
|-
|5
|Federica
|Menti
|S182994
|[[Getting Things Done (David Allen)]]
|-
|-
|2
|Panagiotis
|Vounatsos
|PanosVoun
|[[Epistemic vs. Aleatory uncertainty]]
|-
|-
|9
|Jack
|Frain
|Fraino12345
|[[Stakeholder Management Processes in Projects]]
|-
|-
|14
|Alexandros
|Bellos
|AlexBellos
|[[Effective Brainstorming]]
|-
|-
|Group Number Pending
|Edoardo
|Braccini
|EdoBraa
|[[Benefits Realisation Management (BRM)]]
|-
|-
|2
|Andrea
|Könnecke
|Andrea Könnecke
|[[Shannon & Weaver Model for Communication]]
|-
|-
|Group 10
|Srdjan
|Gluhovic
|srdjangluhovic
|[[Project Scope Control Management]]
|-
|-
|11
|Casper
|Claudinger
|Casper
|[[Managing projects in a functional organization]]
|-
|-
|8
|Ronglian
|Wei
|Panda Lian
|[[Conceptual levels of competence]]
|-
|-
|4
|Jesper
|Wolters
|Wolters
|[[Resource allocation and crashing]]
|-
|-
|3
|Oliwia
|Sonia
|Lubiarz
|[[Meeting Management]]
|-
|-
|1
|Francisco
|Almirudis
|Frank Almirudis
|[[Scheduling: Critical path, PERT and Gantt]]
|-
|-
|3
|Bartlomiej
|Tyczynski
|s182559
|[[Output,Outcome and Benefit]]
|-
|-
|16
|Brynja
|Benediktsdóttir
|Brynja Ben.
|[[The Periodic Table of Project Management]]
|-
|-
|16
|Jonina Thora
|Einarsdottir
|Jonina Thora
|[[Project Management Success Factors]]
|-
|-
|Group Number 5
|Pedro
|Lopes da Cunha
|PedroLopesCunha
|[[Project Management: Cost vs. Price]]
|-
|-
|1
|Sarantis
|Pavlidis
|Sarantis
|[[Types of activities]]
|-
|Group Number Pending
|Rikke
|Andersen
|RikkeA
|[[Cognitive Bias]]
|-
|-
|12
|Johan
|Hilsøe
|s154073
|[[Unidentified Risks]]
|-
|-
|Group Number Pending
|Mads
|Kronholm
|Mads Kronholm
|[[DMAIC]]
|-
|-
|Group 11
|Anne
|Dittmann
|Anne
|[[Organisational Design and Structures]]
|-
|-
|12
|Thea
|Pedersen
|Thea
|[[Agile One Page Project Management]]
|-
|-
|13
|Madalina
|Grigoras
|s186465
|[[Value to whom?]]
|-
|-
|4
|Martin
|Eberholst Carlsen
|Martineberholstcarlsen
|[[Project Initiation Management in construction]]
|-
|-
|6
|Rasmine
|Søgren
|s145320
|[[Outcome]]
|-
|-
|6
|Julie
|Rostgaard Andersen
|s123790
|[[Use of Business Model Canvas to Kickstart the project management]]
|-
|-
|8
|Dilan
|Casablanca
|Dilan Casablanca
|[[Prefabricated houses (industrial process)]]
|-
|5
|Sandro
|Pina
|SandroPina
|[[Create a pitch]]
|-
|-
|11
|Kristoffer
|Glahn
|s133378
|[[Project Vision Statement]]
|-
|-
|Group Number 8
|Maria Christina
|Prokou
|Mprokou
|[[Negotiation Skills]]
|-
|-
|3
|Habib (Seyed)
|Bahrami
|Habib
|[[Project Uniqueness]]
|-
|-
|12
|Amani
|Alabdullah
|s173307
|[[Integrated Project Delivery (IPD)]]
|-
|-
|12
|Andreas
|Riposati
|Ripo
|[[Basic estimation techniques]]
|-
|-
|10
|Mark
|Christiansen
|s152736
|[[Stephen Covey's seven principles]]
|-
|-
|6
|Signe
|Bjerrum
|s141886
|[[The Triple Constraint in Project Management]]
|-
|-
|9
|Sebastian
|Walther
|Sebastian
|[[Value Canvas in Projects]]
|-
|-
|9
|Keegan
|van Kooten
|Keegan
|[[Planning Poker for Improved Project Delivery]]
|-
|-
| 8
|Hagos Zeru
|Gide
|Trhas
|[[BIM as a project management tool on construction companies]]
|-
|-
|-
|-
|Group Number Pending
|William
|Durant
|Mangum
|[[Crisis Management when there is a Project Cost Overrun]]
|-
|-
|-
|9
|Shri Tejas
|Vedula
|Tehass 7
|[[The implementation of KPIs]]
|-
|-
|9
|Casper
|Gandil Qvortrup
|CasperGandil
|[[Application of Balanced Scorecard in Portfolio Management]]
|-
|-
|12
|Veronika Zsuzsanna
|Bankó
|Veronikabanko
|[[Determining Measurement Methods in Earned Value Management]]
|-
|-
|Group Number Pending
|Mercedes
|Hachmann
|Mercedes Hachmann
|[[Design Thinking]]
|-
|-
|Group 1
|Rasmus
|Bjerg
|Rasmusbjerg
|[[Cash flow and milestone payments]]
|-
|-
|15
|Moritz
|Gutheil
|MoritzGutheil
|[[Dan Pink on Motivation]]
|-
|-
|Group 5
|Giorgia
|Scartozzi
|GiorgiaS
|[[Resource-Constrained Critical Path Method]]
|-
|-
|Group 3
|Hannah
|Kürschner
|Hannah
|[[Projects integrating Sustainable Methods]]
|-
|-
|Group 17
|Daniel
|Vorting
|s141018
|[[Product family master plan]]
|-
|-
|Group 10
|André
|Condamine
|S173349
|[[Belbin's Team Roles]]
|-
|-
|7
|Kristine
|Kaulberg
|Kristbk
|[[Governance of Project Management]]
|-
|Group Number 17
|Sai Mahesh
|Nadukuru
|Sm nadukuru
|[[Process Planning and Cost Estimation]]
|-
|-
|7
|Gustav
|Josephsen
|Gustav Josephsen
|[[Potentials of Key Performance Indicators]]
|-
|-
|11
|Rikke Louise Kjær
|Knudsen
|RikkeK
|[[Milestones in Project Planning]]
|-
|-
|2
|Hedin
|Gunnarsstein Poulsen
|hedinp
|[[Resources in Project Management]]
|-
|-
|3
|Isabel
|Wang
|isabel.w
|[[Benefits Realization Management as a key driver of Project Management Effectiveness]]
|-
|12
|Frederik
|Sørensen
|FTSN
|[[Hersey and Blanchard's Situational Leadership]]
|-
|4
|Simon
|Muurholm Hansen
|Muurholm
|[[Performance-based contracting]]
|-
|6
|Charles
|Hemmingsen
|s122801
|[[Programmification of work]]
|-
|17
|Alberto
|Tognon
|s172420
|[[Project Management in pharmaceutical industry]]
|-
|17
|Stefano
|Di Lenardo
|s190056
|[[Risk management in industry 4.0]]
|-
|5
|Arndt
|Oschinsky
|AJO
|[[The Project Charter]]
|-

|16
|Dana Rut
|Gunnarsdóttir
|s180289
|[[Project Management Reporting]]
|-

|-
|8
|Anna
|Shevchenko
|Anutka
|[[SAFe]]
|-

|-
|1
|Thomas
|Boel
|Morning
|[[Cost Control]]
|-

|-
|6
|Ole
|Moe
|s186359
|[[Prince2]]
|-

|-
|2
|Nikolaj
|Petersen
|s173344
|[[Managing habits in a project]]
|-

|-
|15
|Sofie
|Martinussen
|Sofie Martinussen
|[[Improve communication with active listening]]
|-

|-
|2
|Sophia
|Nielsen
|s114901
|[[Adaptive Project Management]]
|-

|-
|10
|Costanza
|Sesti
|Costanza Sesti
|[[Systems Theory in Project Management]]
|-
|-
|-
|7
|Mathias
|Steuch
|Msteuch
|[[SMART goals - A Project Manager Tool]]
|-
|-
|-
|16
|Marie
|Bukkholm
|s182741
|[[Resource breakdown structure]]
|-
|-
|16
|Karina
|Kindingstad
|Karina
|[[Benefits of systems engineering]]
|-
|-
|16
|Robert
|Kjønås
|RobertK
|[[Human behaviors in scheduling]]
|-
|-
|8
|Bashir
|Isse
|BJI
|[[Decision-making]]
|-
|-
|15
|Andreas
|Tuxen
|S153408
|[[Requirements management using SysML]]
|-
|-
|-
|3
|Helene
|Gravdal
|S182610
|[[Key performance indicator (KPI)]]
|-
|17
|Rajat
|Kumar
|S181289
|[[Risk Log]]
|-
|-
|9
|Osman Furkan
|Simsek
|S182730
|[[Maslow's Hierarchy of Needs and Project Management]]
|-
|1
|Søren
|Bojesen
|s135284
|[[Evolutionary purpose as motivational driver in project and programme management]]
|-
|15
|Mads Mohr
|Madsen
|s144416
|[[Application of Agile]]
|-
|-
|7
|Helena Brandt
|Rejndrup
|S145492
|[[Leadership vs. management]]
|-
|-
|13
|Behzad
|Sanie
|S122919
|[[Four types of dependency]]
|-
|-
|1
|Kevin
|Lim
|s123368
|[[What is SWOT]]
|-
|-
|1
|Alexander
|Bagge
|s123908
|[[Risk identification methods]]
|-
|-
|7
|Mie Cuhre
|Anker
|s143895
|[[Optimism bias, Strategic Misinterpretation and Reference Class Forecasting (RCF)]]
|-
|-
|10
|Martin
|Kirk
|s162004
|[[Communication and Media Richness Assurance in High-performance Projects]]
|-
|-
|11
|Birita
|Poulsen
|s144296
|[[Designing Organizational Structure]]
|-
|-
|13
|Simone
|Bruhn
|s152998
|[[Gantt chart and Scheduling techniques]]
|-
|-
|14
|Rasmus
|Vedel
|S143855
|[[Conflict Resolution in Project Management]]
|-
|-
|11
|Lars Brandt
|Holst
|s180230
|[[Quality Management Systems]]
|-
|-
|4
|Tianhao
|Chen
|Tianhao
|[[Action elements]]
|-
|-
|15
|Tom
|Ruetgers
|Tom_Ruetgers
|[[Crisis management]]
|-
|-
|4
|Jokin
|Brito
|s182753
|[[A Guide to Risk Management in Construction Projects]]
|-
|-
|10
|Sune
|Baldus
|Sunebaldus
|[[SMART Goals and Objectives]]
|-
|-

SMART Goals and Objectives

2019-02-22T10:34:46Z

Sunebaldus: /* Limitations */

==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==

The SMART-acronym is widely used, but not necessarily a recipe for instant success. The goals might be SMART but that does not mean that they are clever.
The example with the volunteer organization shows how a goal can be SMART without being a wise, what so ever.

First, it is relevant to question the need for contact with the members? To create a feeling of cohesion in the organization? Or to call them and check if they are actively supporting the organizations work? Even though it is stated that the content should be “if the member still wants to be a part of the organization”, it is not clear what the desired output should be. The member could say “no”, and take the opportunity to unsubscribe from the organization, during the phone call. Then the NGO might be bleeding members during these correspondences. It should also be clear for the organization that its members still want to be a part of the organization if they keep paying their membership fee.

Another critical aspect of SMART goals is that it does not necessarily stretch for highest possible achievement. In the given example, the objective is to be in touch with 95% of the members. That is fine, but it does not create significant value for the organization. A focus on member activity, recruitment of new members, maintaining partnerships and creating new alliances, visibility in public debate or fundraising could create much more value for the NGO – even though these goals might not be formulated in a SMART way.



==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

SMART Goals and Objectives

2019-02-22T10:05:47Z

Sunebaldus:

SMART Goals and Objectives

2019-02-21T15:50:18Z

Sunebaldus:

SMART Goals and Objectives

2019-02-21T14:59:26Z

Sunebaldus: /* Litterature */

SMART Goals and Objectives

2019-02-19T21:07:01Z

Sunebaldus:

SMART Goals and Objectives

2019-02-19T19:49:27Z

Sunebaldus: