Goal Hierarchy - Revision history

S153320 at 13:58, 28 February 2021

2021-02-28T13:58:56Z

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	The '''Goal Hierarchy''' is a goal-oriented iterative method that can be used to define the scope of your project. This by setting goals that can be brought up to date as knowledge expands. <ref name="PPP"> </ref> The method consists of a hierarchy with a main goal on top followed by sub-goals, project-goals, deliveries, and success criteria. The goals are broken down in different levels of details, by asking ‘''why?''’ and ‘''how?''’. You ask, ‘''why are we doing this?''’ to make sure the goals make sense and ‘''how are we doing this?''’ to make the goals specific. Since the method is an iterative process you ask the questions again and again to improve the goals. <ref name="HDP"> Geraldi, J., Thuesen, C., Oehmen, J., & Stingl, V. (2017). How to DO Projects? A Nordic Flavour to Managing Projects, page 113-115. Dansk Standard. DS Handbook Vol. 185 </ref> It can be used for both project-, program- and portfolio management, however, the focus will be on using the method in a project management context.		The '''Goal Hierarchy''' is a goal-oriented iterative method that can be used to define the scope of your project. This by setting goals that can be brought up to date as knowledge expands. <ref name="PPP"> </ref> The method consists of a hierarchy with a main goal on top followed by sub-goals, project-goals, deliveries, and success criteria. The goals are broken down in different levels of details, by asking ‘''why?''’ and ‘''how?''’. You ask, ‘''why are we doing this?''’ to make sure the goals make sense and ‘''how are we doing this?''’ to make the goals specific. Since the method is an iterative process you ask the questions again and again to improve the goals. <ref name="HDP"> Geraldi, J., Thuesen, C., Oehmen, J., & Stingl, V. (2017). How to DO Projects? A Nordic Flavour to Managing Projects, page 113-115. Dansk Standard. DS Handbook Vol. 185 </ref> It can be used for both project-, program- and portfolio management, however, the focus will be on using the method in a project management context.

	This article will investigate the Goal Hierarchy and its purpose and how it can be applied to make your project more specific and goal oriented. The application of the method will be followed by its limitations with a critical reflection of the method and its application. Hence you will be aware of what the method can and cannot do and when it will be beneficial to use after reading this article.		This article will investigate the Goal Hierarchy and its purpose and how it can be applied to make your project more specific and goal oriented. The application of the method will be followed by its limitations with a critical reflection of the method and its application. Hence you will be aware of what the method can and cannot do and when it will be beneficial to use after reading this article. (Please note that some images may be incorrectly aligned with the text if your screen resolution is not set to 150%).


	[[Category:Project Management]] [[Category:Purpose]] [[Category:Scope]]		[[Category:Project Management]] [[Category:Purpose]] [[Category:Scope]]

S153320 at 13:58, 28 February 2021

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 In the project case the iterative process that have been made doing the first phase of the project (step 1-3) is now over. The next step is to discuss what should be the goals and what should be the deliverables doing the organizing and preparing phase. After the discussion in the project group they have finished making the Goal Hierarchy shown in figure 6. They have broken down the main goal ‘less traffic congestion’ by making two subs-goals stating that they wish to optimize the road network and improve public transportation within the boundaries of the municipalities. Those goals are still not tangible, so the sub-goals are broken down into project-goals. The project group decides to make four project-goals where they want to focus on passability, developing the road network, making public transportation attractive and to increase availability. The deliveries are found by asking the question ‘''what?''’. This to find out what should be delivered to achieve the goals. The group decides on seven deliveries, where some of them have been elaborated in further detail by sub-deliveries.
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 The project group has reached the point where they only are missing the step of making specific success criteria to the project-goals. As an example, they agree that they would like it to be 20% faster to get from A to B before May 2022 and that they would like to have the road network expanded by 45% before September 2023. In figure 7 the rest of the chosen success criteria are shown. It should be noted that the success criteria should be as detailed as possible as it will make it more useful and easier to determine if the success criteria have been achieved.
 == Limitations ==

S153320 at 13:55, 28 February 2021

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	After the five steps have been completed, it is time to carrying out the work required to fulfil the goals shown in figure 6. After the work is completed, the deliveries shown in figure 6 are carried out. Followed by achieving the success criteria, described in figure 7, after the ending phase of the project. At last by not least, the goals from figure 6 have been achieved in the operating and maintaining phase. Thus, the Goal Hierarchy has been used by the project group which has made their project goal-oriented with specific deliveries and measurable success criteria. Furthermore, they were always sure of the purpose of the project throughout the project lifespan.		After the five steps have been completed, it is time to carrying out the work required to fulfil the goals shown in figure 6. After the work is completed, the deliveries shown in figure 6 are carried out. Followed by achieving the success criteria, described in figure 7, after the ending phase of the project. At last by not least, the goals from figure 6 have been achieved in the operating and maintaining phase. Thus, the Goal Hierarchy has been used by the project group which has made their project goal-oriented with specific deliveries and measurable success criteria. Furthermore, they were always sure of the purpose of the project throughout the project lifespan.



	== Limitations ==		== Limitations ==

S153320 at 13:54, 28 February 2021

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 In the project case the iterative process that have been made doing the first phase of the project (step 1-3) is now over. The next step is to discuss what should be the goals and what should be the deliverables doing the organizing and preparing phase. After the discussion in the project group they have finished making the Goal Hierarchy shown in figure 6. They have broken down the main goal ‘less traffic congestion’ by making two subs-goals stating that they wish to optimize the road network and improve public transportation within the boundaries of the municipalities. Those goals are still not tangible, so the sub-goals are broken down into project-goals. The project group decides to make four project-goals where they want to focus on passability, developing the road network, making public transportation attractive and to increase availability. The deliveries are found by asking the question ‘''what?''’. This to find out what should be delivered to achieve the goals. The group decides on seven deliveries, where some of them have been elaborated in further detail by sub-deliveries.
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 The project group has reached the point where they only are missing the step of making specific success criteria to the project-goals. As an example, they agree that they would like it to be 20% faster to get from A to B before May 2022 and that they would like to have the road network expanded by 45% before September 2023. In figure 7 the rest of the chosen success criteria are shown. It should be noted that the success criteria should be as detailed as possible as it will make it more useful and easier to determine if the success criteria have been achieved.
 After the five steps have been completed, it is time to carrying out the work required to fulfil the goals shown in figure 6. After the work is completed, the deliveries shown in figure 6 are carried out. Followed by achieving the success criteria, described in figure 7, after the ending phase of the project. At last by not least, the goals from figure 6 have been achieved in the operating and maintaining phase. Thus, the Goal Hierarchy has been used by the project group which has made their project goal-oriented with specific deliveries and measurable success criteria. Furthermore, they were always sure of the purpose of the project throughout the project lifespan.

S153320 at 13:53, 28 February 2021

2021-02-28T13:53:14Z

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	In the project case the iterative process that have been made doing the first phase of the project (step 1-3) is now over. The next step is to discuss what should be the goals and what should be the deliverables doing the organizing and preparing phase. After the discussion in the project group they have finished making the Goal Hierarchy shown in figure 6. They have broken down the main goal ‘less traffic congestion’ by making two subs-goals stating that they wish to optimize the road network and improve public transportation within the boundaries of the municipalities. Those goals are still not tangible, so the sub-goals are broken down into project-goals. The project group decides to make four project-goals where they want to focus on passability, developing the road network, making public transportation attractive and to increase availability. The deliveries are found by asking the question ‘''what?''’. This to find out what should be delivered to achieve the goals. The group decides on seven deliveries, where some of them have been elaborated in further detail by sub-deliveries.		In the project case the iterative process that have been made doing the first phase of the project (step 1-3) is now over. The next step is to discuss what should be the goals and what should be the deliverables doing the organizing and preparing phase. After the discussion in the project group they have finished making the Goal Hierarchy shown in figure 6. They have broken down the main goal ‘less traffic congestion’ by making two subs-goals stating that they wish to optimize the road network and improve public transportation within the boundaries of the municipalities. Those goals are still not tangible, so the sub-goals are broken down into project-goals. The project group decides to make four project-goals where they want to focus on passability, developing the road network, making public transportation attractive and to increase availability. The deliveries are found by asking the question ‘''what?''’. This to find out what should be delivered to achieve the goals. The group decides on seven deliveries, where some of them have been elaborated in further detail by sub-deliveries.

S153320 at 13:51, 28 February 2021

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Show changes

S153320 at 13:48, 28 February 2021

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	Through all steps in the following, we will look at a fictive project case. The case is about a municipality that wishes to have ‘less traffic congestion’ on their road network. The head of the road department finds out that the surrounding municipalities have the same challenges. Therefore, the municipality chooses to cooperate with them. Since the municipalities are not road owners of the largest traffic roads, people from the Danish Road Directorate gets associated with the project. The project group now consists of various professionals with one project manager. To reach the goal of having ‘less traffic congestion’ they use the Goal Hierarchy.		Through all steps in the following, we will look at a fictive project case. The case is about a municipality that wishes to have ‘less traffic congestion’ on their road network. The head of the road department finds out that the surrounding municipalities have the same challenges. Therefore, the municipality chooses to cooperate with them. Since the municipalities are not road owners of the largest traffic roads, people from the Danish Road Directorate gets associated with the project. The project group now consists of various professionals with one project manager. To reach the goal of having ‘less traffic congestion’ they use the Goal Hierarchy.


	[[File: Goal_Hierarchy_step1...jpg \|thumb\|450px\|right\| Figure 3: Step 1 of the Goal Hierarchy inspired by figure 3.6 (Attrup and Olsson) <ref name="PPP"> </ref> and figure 17 (Geraldi, Thesen, Oehmen and Stringl) <ref name="HDP"> </ref> made by Emilie Torp.]]		[[File: Goal_Hierarchy_step1...jpg \|thumb\|450px\|right\| Figure 3: Step 1 of the Goal Hierarchy inspired by figure 3.6 (Attrup and Olsson) <ref name="PPP"> </ref> and figure 17 (Geraldi, Thesen, Oehmen and Stringl) <ref name="HDP"> </ref> made by Emilie Torp.]]

S153320 at 13:47, 28 February 2021

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 With the project case of having less traffic congestion, the project manager can examine: ‘''how can we achieve the purpose: less traffic congestion?''’. The answer to this may be by optimizing the road network and improving the public transportation (see figure 3). For each of the goals there is an outcome, which is to have a better road network and public transport. To get back into the hierarchy, the project manager can then ask the question: ‘''why should we optimize the road network and improve public transport?''’. The answer to this is to get less traffic congestion. This iterative process can be made as the knowledge expands in the first phase of the project improving the goals and thereby the purpose of the project.
 [[File: Goal_Hierarchy_step2..jpg |thumb|450px|right| Figure 4: Step 2 of the Goal Hierarchy inspired by figure 3.7 (Attrup and Olsson) <ref name="PPP"> </ref>and figure 17 (Geraldi, Thesen, Oehmen and Stringl) <ref name="HDP"> </ref> made by Emilie Torp.]]
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 In the project case the goals are scaled down by asking ‘''how?''’ to each goal to examine how the goals can be achieved. To optimize the use of resources and the time within the project group, the project manager chooses to divide the project group in two. One group that works with the goal of optimizing the road network and another group with improving public transport. The first group will then have to investigate how the goal 'Optimize road network' can be concretized. This is done by asking the question ‘''how should we optimize the road network?''’, the answer to this is by increasing the focus on passability and by developing the road network. Then the question of ‘''how?''’ is asked again: ‘''how should we increase the focus on passability?''’. This is done by coordinating the roadwork, optimizing the traffic signals, and expanding the road network. This process will continue until specific deliveries have been made to fit the goals. Meanwhile the second group will be doing the same process in order to improving the public transportation.
 [[File: Goal_Hierarchy_step3..jpg |thumb|450px|right| Figure 5: Step 3 of the Goal Hierarchy inspired by figure 3.8 (Attrup and Olsson) <ref name="PPP"> </ref> and figure 17 (Geraldi, Thesen, Oehmen and Stringl) <ref name="HDP"> </ref> made by Emilie Torp.]]
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 In the project case the project group changes the focus from only looking at ‘''how?''’ to include the ‘''why?''’. By doing so they forces themselves to look up and down in the hierarchy. The first group starts out by asking, ‘''why''’ from the bottom of the hierarchy to the top. For example, ‘''why do we need a coordination of roadwork?''’. It is because we want to focus on passability. Followed by asking, ‘''why should we focus on passability?''’. That is because we want to optimize the road network. After that process they will continue by asking the question ‘''how?''’, which might create more deliveries. The process of moving the focus up and down in the hierarchy continues until the two groups are satisfied with the goals and deliveries. When the two groups are done with the process, they can then meet up and put it all together. This might even create new or improved goals or deliveries. Furthermore, there might be goals that can fit together after the union of the goals. An example of this is that the goal ‘develop road network’ also improves the public transportation (see figure 5).
 [[File: Goal_Hierarchy_step4.jpg |thumb|450px|right| Figure 6: Step 4 of the Goal Hierarchy inspired by figure 3.8 (Attrup and Olsson) <ref name="PPP"> </ref> and figure 17 (Geraldi, Thesen, Oehmen and Stringl) <ref name="HDP"> </ref> made by Emilie Torp.]]
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 In the project case the iterative process that have been made doing the first phase of the project (step 1-3) is now over. The next step is to discuss what should be the goals and what should be the deliverables doing the organizing and preparing phase. After the discussion in the project group they have finished making the Goal Hierarchy shown in figure 6. They have broken down the main goal ‘less traffic congestion’ by making two subs-goals stating that they wish to optimize the road network and improve public transportation within the boundaries of the municipalities. Those goals are still not tangible, so the sub-goals are broken down into project-goals. The project group decides to make four project-goals where they want to focus on passability, developing the road network, making public transportation attractive and to increase availability. The deliveries are found by asking the question ‘''what?''’. This to find out what should be delivered to achieve the goals. The group decides on seven deliveries, where some of them have been elaborated in further detail by sub-deliveries.
 [[File: Goal_Hierarchy_step5.jpg |thumb|450px|right| Figure 7: Step 5 of the Goal Hierarchy inspired by figure 3.10 (Attrup and Olsson) <ref name="PPP"> </ref> and figure 17 (Geraldi, Thesen, Oehmen and Stringl) <ref name="HDP"> </ref> made by Emilie Torp.]]
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 The project group has reached the point where they only are missing the step of making specific success criteria to the project-goals. As an example, they agree that they would like it to be 20% faster to get from A to B before May 2022 and that they would like to have the road network expanded by 45% before September 2023. In figure 7 the rest of the chosen success criteria are shown. It should be noted that the success criteria should be as detailed as possible as it will make it more useful and easier to determine if the success criteria have been achieved.
 After the five steps have been completed, it is time to carrying out the work required to fulfil the goals shown in figure 6. After the work is completed, the deliveries shown in figure 6 are carried out. Followed by achieving the success criteria, described in figure 7, after the ending phase of the project. At last by not least, the goals from figure 6 have been achieved in the operating and maintaining phase. Thus, the Goal Hierarchy has been used by the project group which has made their project goal-oriented with specific deliveries and measurable success criteria. Furthermore, they were always sure of the purpose of the project throughout the project lifespan.

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2021-02-28T13:43:13Z

Annotated Bibliography

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	== Annotated Bibliography ==		== Annotated Bibliography ==
	*''Attrup, M. L. and Olsson, J.R. (2008). Power i projekter og portefølje, DJØF Publishing''		*''Attrup, M. L. and Olsson, J.R. (2008). Power i projekter og portefølje, DJØF Publishing''
	This book provides an insight into how to apply the Goal Hierarchy step by step. It is also possible to get concrete and easy to read examples of how the method is used, which makes the book very useful. In general, the book provides with lots of useful tools to manage projects in practice and it is therefore highly recommended.		This book provides an insight into how to apply the Goal Hierarchy step by step. It is also possible to get concrete and easy to read examples of how the method is used for different types of projects, which makes the book very useful. In general, the book provides with lots of useful tools to manage projects in practice and it is therefore highly recommended.

	*''Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management''		*''Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). Retrieved from https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management''
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	*''Geraldi, J., Thuesen, C., Oehmen, J., & Stingl, V. (2017). How to DO Projects? A Nordic Flavour to Managing Projects. Dansk Standard. DS Handbook Vol. 185''		*''Geraldi, J., Thuesen, C., Oehmen, J., & Stingl, V. (2017). How to DO Projects? A Nordic Flavour to Managing Projects. Dansk Standard. DS Handbook Vol. 185''
	This book provides insight into the four perspectives of project management: purpose, people, complexity and uncertainty. The book shows an extended version of the Goal Hierarchy based on figure 38 from Olsson and Attrup, 2015, in chapter 6. The biggest difference is that the Goal Hierarchy is shown in one overall figure. The book can be recommended since it consists of useful theories and methods of project management.		This book provides insight into the four perspectives of project management: purpose, people, complexity and uncertainty. The book shows an extended version of the Goal Hierarchy based on figure 38 from Olsson and Attrup, 2015, in chapter 6. The biggest difference is that the Goal Hierarchy is shown in one overall figure in 'How to DO Projects'. The book can be recommended since it consists of useful theories and methods of project management.

	== References ==		== References ==
	<references />		<references />

S153320: /* Limitations */

2021-02-28T13:38:25Z

Limitations

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	The Goal Hierarchy is not without its limitations. Before deciding to use the Goal Hierarchy, consider whether the project you are working on can benefit from using the method. The same applies if you are using the method for a program- or portfolie management case. There are differnet goal setting phases for different types of projects. For example, in the case of a building- or delivery project they are often based on their deliveries where their success criteria are directly linked to the deliveries. This since there is a clear purpose from the beginning of the project. One example can be a project where a construction firm has to build a bathroom. The goal is not that relevant to focus on since they already have a delivery where the success criteria e.g. can depend on what the quality of it when it is completed is. Conversely, the Goal Hierarchy can be useful for the more strategic projects. Instead of the project being about making a bathroom, it can be about how the company wants to make bathrooms and at the same time improve their customer service. The Goal Hierarchy is then recommended to be used, since the project becomes more goal-oriented. At the same time, if the project is at a strategic level there is a need to find a more specific purpose without limiting the flexibility of the project.		The Goal Hierarchy is not without its limitations. Before deciding to use the Goal Hierarchy, consider whether the project you are working on can benefit from using the method. The same applies if you are using the method for a program- or portfolie management case. There are differnet goal setting phases for different types of projects. For example, in the case of a building- or delivery project they are often based on their deliveries where their success criteria are directly linked to the deliveries. This since there is a clear purpose from the beginning of the project. One example can be a project where a construction firm has to build a bathroom. The goal is not that relevant to focus on since they already have a delivery where the success criteria e.g. can depend on what the quality of it when it is completed is. Conversely, the Goal Hierarchy can be useful for the more strategic projects. Instead of the project being about making a bathroom, it can be about how the company wants to make bathrooms and at the same time improve their customer service. The Goal Hierarchy is then recommended to be used, since the project becomes more goal-oriented. At the same time, if the project is at a strategic level there is a need to find a more specific purpose without limiting the flexibility of the project.

	For projects about delivering a specific product, it might be better if you use a more task-oriented method, such as the Work Breakdown Structure, to create an overview of the activities and work tasks of the project. However, you must not forget that if you change focus from looking at goals to activities the purpose and goals of your project might be forgotten along the way. Also, the project manager might not always be the best person to define activities for people with other expertise. <ref name="HDP"> </ref> However, it is possible for a company to apply both the Goal Hierarchy and Work Breakdown Structure to a project by using the Goal Hierarchy to define the goals and deliverables and the Work Breakdown Structure to create a structure over a work-oriented description of the deliveries.		For projects about delivering a specific product, it might be better if you use a more task-oriented method, such as the Work Breakdown Structure, to create an overview of the activities and work tasks of the project. However, you must not forget that if you change focus from looking at goals to activities the purpose and goals of your project might be forgotten along the way. Also, the project manager might not always be the best person to define activities for people with other expertise. <ref name="HDP"> </ref> However, it is possible for a company to apply both the Goal Hierarchy and Work Breakdown Structure to a project. This by using the Goal Hierarchy to define the goals and deliverables and the Work Breakdown Structure to create a structure over a work-oriented description of the deliveries.

	In addition, there is a limitation in using the Goal Hierarchy since there can be a point in time where it is no longer possible to ask the question ‘''why?''’. If you continue to ask '‘''why?''’ you might end up wondering why we are existing. Therefore, you need to stop the process at a given time to avoid a major and unrealistic purpose of the project. This since you need a clear purpose to make a clear direction for the project. <ref name="PPP"> </ref>		In addition, there is a limitation in using the Goal Hierarchy since there can be a point in time where it is no longer possible to ask the question ‘''why?''’. If you continue to ask '‘''why?''’ you might end up wondering why we are existing. Therefore, you need to stop the process at a given time to avoid a major and unrealistic purpose of the project. This since you need a clear purpose to make a clear direction for the project. <ref name="PPP"> </ref>