Chartering a project: Defining the project objective
2/16/2005
A project objective is often referred to as the goal. The project objective serves as the marching orders or charge for the project leader and team. It provides information as to what, where, and when, as well as information about how much improvement or change needs to occur. At the completion of the project, any person should be able to refer back to the project objective and determine whether the project was successful.
In a nutshell, project objectives should be S.M.A.R.T.
| S = specific: | Define exactly what is to be accomplished.
|
| M = measurable: | It must be quantifiable.
|
| A = actionable and achievable: | The team must be able to act upon what is being asked. It must be realistic.
|
| R = relevant: | The goal must be relevant to the problem outlined in the business case.
|
| T = time bound: | It needs a timeline. State when it must be accomplished.
|
A project objective typically contains the following elements:
- process (name it)
- progress measure (cycle time, hold time, returns, etc.)
- direction (increase, decrease)
- target (new desired state)
- deadline (by when)
Listed below are some examples of how to create an effective project objective.
| Project objective that needs work |
Issue |
Good project objective |
| In the admissions process, decrease the current cycle time of 37 days for the admittance decision process by June 30, 2005.
| How much should the cycle time be decreased?
| In the admissions process, decrease the current cycle time for the admittance decision process from 37 to 10 days by June 30, 2005.
| |
Decrease the number submitted without signature from 10% to 1% by August 15, 2005
| What process are we dealing with? Decrease the number of what submitted?
| In the expense management process, decrease the number of expense reimbursements submitted without signatures from 10% to 1% by August 15, 2005.
|
| In the accounts payable process, improve the number of payments made on time to 99% by May 31, 2005. |
What is our starting point, or baseline? How do we know if this is realistic and achievable? |
In the accounts payable process, improve the number of payments made on time from 90% to 99% by May 31, 2005. |
| Improve overall student and faculty satisfaction with the bookstore from 72% to 85% by July 31, 2005. |
Project objectives should not be tied to increasing or improving overall satisfaction. There are too many variables driving satisfaction. It would be wise to focus on some or all of the underlying elements. |
In the checkout process of the bookstore, reduce the average customer wait from 5 minutes to 30 seconds by July 31, 2005. |
How-To Main Page
|
Return to: U of M Home
