SMART goals: A goal-setting technique - Revision history

S173741: /* FAST */

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FAST

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	====FAST====		====FAST====
	FAST is a framework created to help managers setting and managing goals. It attempts to summarize how goals as a whole should be approached and utilized, modernizing goal setting through the inclusion of more agile practices and a focus on the surrounding environment. While SMART serves as a checklist of things to keep in mind when creating goals, FAST focuses both on goal setting and on creating a better surrounding environment for goals. In terms of goal setting, FAST reprioritizes what is important, but do not stray far from SMART. The real difference between the two methodologies comes from the more agile approach of FAST goals and the splitting of the focus from goal setting to both goal setting and goal utilization. The argument against SMART is that it undervalues ambition, focuses narrowly on individual performance and ignore the importance of discussing goals. To drive strategy execution, managers should instead set goals that are FAST — frequently discussed, ambitious, specific, and transparent.<ref> Sull, D. & Sull, C. (2018). ''With Goals, FAST Beats SMART''. https://sloanreview.mit.edu/article/with-goals-fast-beats-smart/ Retrieved February 28th, 2021. </ref>		FAST is a framework created to help managers setting and managing goals. It attempts to summarize how goals as a whole should be approached and utilized, modernizing goal setting through the inclusion of more agile practices and a focus on the surrounding environment. While SMART serves as a checklist of things to keep in mind when creating goals, FAST focuses both on goal setting and on creating a better surrounding environment for goals. In terms of goal setting, FAST reprioritizes what is important, but does not stray far from SMART. The real difference between the two methodologies comes from the more agile approach of FAST goals and the splitting of the focus from goal setting to both goal setting and goal utilization. The argument against SMART is that it undervalues ambition, focuses narrowly on individual performance and ignore the importance of discussing goals. To drive strategy execution, managers should instead set goals that are FAST — frequently discussed, ambitious, specific, and transparent.<ref> Sull, D. & Sull, C. (2018). ''With Goals, FAST Beats SMART''. https://sloanreview.mit.edu/article/with-goals-fast-beats-smart/ Retrieved February 28th, 2021. </ref>

	====SMARTER====		====SMARTER====

S173741: /* Annotated bibliography */

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Annotated bibliography

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	'''Yemm, G. (2013).''' ''''''Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent.'''''		'''Yemm, G. (2013).''' ''''''Essential Guide to Leading Your Team: How to Set Goals, Measure Performance and Reward Talent.'''''

	*This book aims help readers learn how to use a number of specific tools and techniques to produce more effective performance and outcomes. For this article, the important aspect of this book is the definition of SMART and SMARTER which the author ~~clarifies~~, and also ~~explains~~ the need for the methods.		*This book aims to help readers learn how to use a number of specific tools and techniques to produce more effective performance and outcomes. For this article, the important aspect of this book is the definition of SMART and SMARTER which is clarified by the author, and it also includes an explanation of the need for the methods.

	'''''How to Make Your Goals SMART.'''''		'''''How to Make Your Goals SMART.'''''
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	'''Prather, C. (2005).''' '''''THE DUMB THING ABOUT SMART GOALS FOR INNOVATION.'''''		'''Prather, C. (2005).''' '''''THE DUMB THING ABOUT SMART GOALS FOR INNOVATION.'''''

	*This article aims to elucidate the drawbacks of using SMART in connection with goals related to innovation. It ~~also~~ clarifies in which context it makes sense to use SMART goals, and also offers an alternative set of criteria for breakthrough goals in innovation.		*This article aims to elucidate the drawbacks of using SMART in connection with goals related to innovation. It clarifies in which context it makes sense to use SMART goals, and also offers an alternative set of criteria for breakthrough goals in innovation.

	'''Locke, E. et al. (1980).''' '''''Goal setting and task performance: 1969-1980.'''''		'''Locke, E. et al. (1980).''' '''''Goal setting and task performance: 1969-1980.'''''

S173741 at 19:38, 28 February 2021

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	<references/>		<references/>

	~~[[Category:Purpose]][[Category:Scope]]~~

S173741 at 19:37, 28 February 2021

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	''by Ali Jamal Jomeh''		''by Ali Jamal Jomeh''

	~~[[Category:Purpose]][[Category:Scope]]~~

	== Abstract ==		== Abstract ==

S173741: /* Abstract */

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Abstract

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	''by Ali Jamal Jomeh''		''by Ali Jamal Jomeh''

			[[Category:Purpose]][[Category:Scope]]

	== Abstract ==		== Abstract ==

S173741 at 19:34, 28 February 2021

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	<references/>		<references/>

			[[Category:Purpose]][[Category:Scope]]

S173741: /* Why SMART is relevant to project managers */

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Why SMART is relevant to project managers

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	*'''R'''elevant		*'''R'''elevant
	*'''T'''ime-bound		*'''T'''ime-bound




	==== Why and when is it relevant to use this tool? ====		==== Why and when is it relevant to use this tool? ====


	Setting goals and objectives is critical for every organisation because goals determine the broad vision and direction for any organisation. The best goals will align with the organisation mission and describe the organisation's longer term aspirations before laying out specific actions. Lower level goals and project goals should ideally relate to the corporate level goals. As a result, leaders and managers need to get the process of setting objectives right, as inadequately formulated objectives can lead individuals, teams or the whole organisation in the wrong direction.		Setting goals and objectives is critical for every organisation because goals determine the broad vision and direction for any organisation. The best goals will align with the organisation mission and describe the organisation's longer term aspirations before laying out specific actions. Lower level goals and project goals should ideally relate to the corporate level goals. As a result, leaders and managers need to get the process of setting objectives right, as inadequately formulated objectives can lead individuals, teams or the whole organisation in the wrong direction.

S173741: /* SMARTER */

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SMARTER

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	*E (Evaluate): This criterion demands a manager to evaluate the progress of the goals. As projects are exposed to a dynamic business environment, a continuous evaluation of performance is necessary to adjust the goal settings.		*E (Evaluate): This criterion demands a manager to evaluate the progress of the goals. As projects are exposed to a dynamic business environment, a continuous evaluation of performance is necessary to adjust the goal settings.
	*R (Review): The final aspect of SMARTER ~~goal setting~~ is that goals should be reviewed, and can be revised based on the outcome of the evaluation~~. Revision happens during evaluation, so these two stages go hand-in-hand~~.		*R (Review): The final aspect of SMARTER is that goals should be reviewed, and can be revised based on the outcome of the evaluation.

	These criteria can help mitigate some of the potential flaws of the original tool.		These criteria can help mitigate some of the potential flaws of the original tool.

S173741: /* Why and when is it relevant to use this tool? */

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Why and when is it relevant to use this tool?

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	https://blog.capterra.com/10-smart-goal-setting-best-practices-for-project-planning/ Retrieved February 19th, 2021.</ref> or the Balanced Scorecard.<ref> Miller, R. (2012). ''Smart goals and goal setting for career enhancement''. https://jalt-publications.org/tlt/departments/job-info-centre/articles/1661-smart-goals-and-goal-setting-career-enhancement Retrieved February 19th, 2021. </ref> To summarize, its easy applicability and level of awareness combined with the positive resonance among users are some of the main reasons for the tool's success.		https://blog.capterra.com/10-smart-goal-setting-best-practices-for-project-planning/ Retrieved February 19th, 2021.</ref> or the Balanced Scorecard.<ref> Miller, R. (2012). ''Smart goals and goal setting for career enhancement''. https://jalt-publications.org/tlt/departments/job-info-centre/articles/1661-smart-goals-and-goal-setting-career-enhancement Retrieved February 19th, 2021. </ref> To summarize, its easy applicability and level of awareness combined with the positive resonance among users are some of the main reasons for the tool's success.

	So when should the tool be used in project, programme and portfolio mangagement? In the field of project management, SMART goals generate a sense of direction, structure and focus in the planning phase. In ISO 21500, it is stated: ''“The purpose of Define scope is to achieve clarity of the project scope, including objectives, deliverables, requirements and boundaries, by defining the end state of the project. The definition of project scope makes clear what the project will contribute to the strategic goals of the organization”''. <ref> ISO 21500. (2012). ''Guidance on Project Management''. </ref> As the definition of the scope is initiated in the planning phase of a project, SMART goals will typically be applied in this stage from a project management perspective. In programme and portfolio management, the scope tends to be more fluid than that of a project, as it is unlikely that solutions for all the projects within the programme/portfolio can be identified at the outset, and at the same time the business environment may change. Normally, a portfolio is distinguished between a standard and structured portfolio. A standard portfolio is an accumulation of projects and programmes with unconnected objectives. Its scope is flexible and is simply the sum of the projects and programmes it contains. In this case, it is inexpedient to use SMART ~~goals~~ as the scope is derived from a bottom-up approach. A structured portfolio is, however, defined by the strategic objectives of its host organisation that it is designed to satisfy. Its scope is the sum of the projects, programmes and change activity required to deliver those strategic objectives. In this context, the use of SMART ~~goals~~ is more apparent as defining the strategic objectives in the portfolio scope forms the basis for the initiated programmes and projects.<ref> Praxis. (n.d.). ''Scope management''. https://www.praxisframework.org/en/knowledge/scope-management </ref> In short, the appliance of SMART in programme or portfolio management should only be relevant if the scope is defined from a top-down approach. Even then, there may be some drawbacks to using the technique. These will be covered in the section 'Limitations'.		So when should the tool be used in project, programme and portfolio mangagement? In the field of project management, SMART goals generate a sense of direction, structure and focus in the planning phase. In ISO 21500, it is stated: ''“The purpose of Define scope is to achieve clarity of the project scope, including objectives, deliverables, requirements and boundaries, by defining the end state of the project. The definition of project scope makes clear what the project will contribute to the strategic goals of the organization”''. <ref> ISO 21500. (2012). ''Guidance on Project Management''. </ref> As the definition of the scope is initiated in the planning phase of a project, SMART goals will typically be applied in this stage from a project management perspective. In programme and portfolio management, the scope tends to be more fluid than that of a project, as it is unlikely that solutions for all the projects within the programme/portfolio can be identified at the outset, and at the same time the business environment may change. Normally, a portfolio is distinguished between a standard and structured portfolio. A standard portfolio is an accumulation of projects and programmes with unconnected objectives. Its scope is flexible and is simply the sum of the projects and programmes it contains. In this case, it is inexpedient to use SMART as the scope is derived from a bottom-up approach. A structured portfolio is, however, defined by the strategic objectives of its host organisation that it is designed to satisfy. Its scope is the sum of the projects, programmes and change activity required to deliver those strategic objectives. In this context, the use of SMART is more apparent as defining the strategic objectives in the portfolio scope forms the basis for the initiated programmes and projects.<ref> Praxis. (n.d.). ''Scope management''. https://www.praxisframework.org/en/knowledge/scope-management </ref> In short, the appliance of SMART in programme or portfolio management should only be relevant if the scope is defined from a top-down approach. Even then, there may be some drawbacks to using the technique. These will be covered in the section 'Limitations'.

	==== Connection to standards ====		==== Connection to standards ====

S173741: /* Background on goal-setting theories */

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Background on goal-setting theories

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	A few years after Locke’s published article, Gary Latham studied the effects of goal setting in the workplace. His results supported Locke’s findings – that there is an inseparable link between goal setting and workplace performance. According to Locke and Latham, there are five goal setting principles that can improve our chances of success: Clarity, Challenge, Commitment, Feedback and Task complexity.<ref> Locke, E. & Latham, G. (1991). ''A theory of goal setting & task performance''. Prentice-Hall, Inc. https://www.researchgate.net/publication/232501090_A_Theory_of_Goal_Setting_Task_Performance </ref> Since Locke's first findings, numerous techniques based on goal setting theory have been published including SMART goals which will be covered in the next section.		A few years after Locke’s published article, Gary Latham studied the effects of goal setting in the workplace. His results supported Locke’s findings – that there is an inseparable link between goal setting and workplace performance. According to Locke and Latham, there are five goal setting principles that can improve our chances of success: Clarity, Challenge, Commitment, Feedback and Task complexity.<ref> Locke, E. & Latham, G. (1991). ''A theory of goal setting & task performance''. Prentice-Hall, Inc. https://www.researchgate.net/publication/232501090_A_Theory_of_Goal_Setting_Task_Performance </ref> Since Locke's first findings, numerous techniques based on goal setting theory have been published including SMART goals which will be covered in the next section.

	[[File:SMART_figur.PNG\|680px\|thumb\|auto\|Process of establishing SMART goals. ~~With~~ inspiration from <ref> ''SMART Goals: Definition and Examples''. (2020). https://www.indeed.com/career-advice/career-development/smart-goals Retrieved February 16th, 2021. </ref>]]		[[File:SMART_figur.PNG\|680px\|thumb\|auto\|Process of establishing SMART goals. Own creation with inspiration from <ref> ''SMART Goals: Definition and Examples''. (2020). https://www.indeed.com/career-advice/career-development/smart-goals Retrieved February 16th, 2021. </ref>]]

	=== SMART goals ===		=== SMART goals ===