SMART Goals and Objectives - Revision history

Sunebaldus: /* Annotated Bibliography */

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Annotated Bibliography

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

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

	==Litterature==		==Litterature==

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Annotated Bibliography

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

Sunebaldus: /* Annotated Bibliography */

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Annotated Bibliography

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


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

Sunebaldus: /* Annotated Bibliography */

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Annotated Bibliography

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

Sunebaldus: /* Annotated Bibliography */

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Annotated Bibliography

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	==Annotated Bibliography==		==Annotated Bibliography==

	'''Locke, E. A. & Latham, G. P. (2002). Building a Practically Useful Theory of Goals Setting and Task Motivation:'''		'''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.		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'''

	~~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==		==Litterature==

Sunebaldus: /* Abstract */

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Abstract

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	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>.		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.		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==

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	==Abstract==		==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.		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.		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.		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.		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.
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	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" />		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>		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>
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	===The popular version of SMART Goals===		===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~~>.		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.		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.

Sunebaldus: /* Goal setting */

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Goal setting

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	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~~>		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>		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==		==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" />		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" />

Sunebaldus: /* Abstract */

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Abstract

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

Sunebaldus at 16:13, 4 March 2019

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	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.		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.		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.		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.		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. They five principles are:		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)		* Clarity (about what is to be achieved)
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	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.		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.		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==		==Annotated Bibliography==
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	<references/>		<references/>

	1: George T. Doran: http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management-Review.pdf		<!--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		2: Harvard Business Review: https://hbr.org/2017/01/3-popular-goal-setting-techniques-managers-should-avoid
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	8: https://www-tandfonline-com.proxy.findit.dtu.dk/doi/abs/10.1080/08956308.2005.11657331#aHR0cHM6Ly93d3ctdGFuZGZvbmxpbmUtY29tLnByb3h5LmZpbmRpdC5kdHUuZGsvZG9pL3BkZi8xMC4xMDgwLzA4OTU2MzA4LjIwMDUuMTE2NTczMzE/bmVlZEFjY2Vzcz10cnVlQEBAMA==		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		9: https://www-tandfonline-com.proxy.findit.dtu.dk/doi/pdf/10.1080/14623943.2016.1187120?needAccess=true-->