subject: Project Management Objectives - 9 Tricky Areas To Consider [print this page] Overview: Overview:
Objectives are difficult to prepare, however, some suggestions here will hopefully help. What should objectives do or be?
They should meet the objectives of the business:
It is well-known that any project management objectives should align themselves with the overall plan of the business and the major project management goal. Each objective ought to be aligned with one above it. If this holds all objectives will normally agree with that of the project target.
In addition, there must be no clash with the culture of the organization or the Mission Statement. Within PRINCE2 these aspects would be reviewed in the Business Case.
Measure the output:
If you imagine objectives as targets it is usual practice to make sure that they meet certain conditions. They should be 'measurable'. If the objective is not characterized, measurement might turn out to be unattainable. The potential to measure objectives lets you set standards for successful completion. By measurable we mean that a 'deliverable' should be generated. This can then be employed as proof in assessing criteria to show project completion.
Attainable:
This is a must. If an objective can not be satisfied then either its specification is amiss or the scope of the project is incorrect. Either way this entails correction.
Easy to comprehend:
This appears comparable to guaranteeing objectives are well characterized. Nonetheless, an objective can be well defined and at the same time complex. Easier is ideal. If objectives are simply written it will raise awareness and hence diminish mistakes.
Not a lot:
If we take the PRINCE2 definition of products literally and stretch them to objectives we will have lots. It is more helpful to make objectives sit at a higher level and then encompass the lower tasks or products. This permits easier assessment at strategic times at a suitable level.
Have the support of stakeholders and other interested parties:
In the absence of full support from above a project is likely to have substantial issues that might easily be prevented by agreement beforehand. Within PRINCE2 the Project Board will approve every plan and the Business Case.
The acronym SMART:
SMART denotes a common phrase for application when designing objectives (or targets). It represents Specific, Measurable, Achievable, Relevant and Time .
For example, a simple objective might be, 'deliver the object by 21st September'.
Useful outcome:
We have discussed products in PRINCE2 being equivalent to an end result. This is not absolutely true. Though a product could be the end result of a series of activities it might be more accurately described as the result of using the 'product'
For example, you may well have an objective of pushing down expenditure by 20 %. This, when accomplished, could raise turnover by 12 % with an overall boost in annual income of 6 %. With respect to PRINCE2 2009 see the section 'Business case - Business Case defined - Outputs, outcomes and benefits'.
The Business Case within PRINCE2 2009 will show the advantages stemming from the outcome of the project management objectives. View the section 'Business case - The PRINCE2 approach - The contents - Expected benefits'.
The deliverables:
Items that you are bound to deliver.
The deliverable is the typical result of an objective. This is the sample or evidence that you should produce to fulfill the criteria for conclusion of the objective. In addition to the objectives of the project, there will be reduced objectives for individuals. The existence of milestones in the project schedule allows the team to evaluate progression against objectives which must theoretically be done.
At all moments the Project Manager is accountable for creating the objectives within quality, time and cost limits.
