2.1.3T Goals, Strategies and Objectives

(2.1.3T.P1)

Business goals are high-level statements that provide overall context for what the project is trying to achieve. Strategies describe how the goals will be achieved. Objectives are lower-level statements that describe the specific, tangible products and deliverables that the project will deliver. The definition of goals and objectives is more of an art than a science and it can be difficult to define them and align them correctly. However, through practice and the use of some common definitions, you can start to identify and tell the difference between goals and objectives. 

Business Goals (2.1.3T.P2)

TenStep does not use the term “project goals”. Goals are set at the organization level – not the project level. Objectives are at the project level.

Goals are high-level statements that describe what are organization is trying to focus on for the next three to five years. For example an organization goal might be to "increase the overall satisfaction levels for clients calling to the company helpdesk with support needs". Because the goal is at a high-level, it may take more than one project to achieve. In the above example, there may be a technology component to increasing client satisfaction. There may also be new procedures, new training classes, reorganization of the helpdesk department and modification of the company rewards system. It may take many projects over a long period of time to achieve the goal.

The goal should reference the business benefit in terms of cost, speed and / or quality. In the prior example, the focus is on quality of service. Even if the project is not directly in support of the business, there should be an indirect tie. For instance, an IT infrastructure project to install new web servers may ultimately allow faster client response, better performance or some other business benefit. If there is no business value to the project, the project should not be started.

If you can measure the achievement of your goal, it is probably written at too low a level and is more of an objective.

If your goal is not achievable through any combination of projects, it is probably written at too high a level. In the above example, you could envision one or more projects that could end up achieving a higher level of client satisfaction. A goal statement that says you are trying to achieve a perfect client experience is not possible with any combination of projects. It may instead be a vision statement, which is a higher-level statement showing direction and aspiration, but which may never actually be achieved.

It is important to understand business goal statements, even though goals are not a part of the Project Charter. Goals are important from a business perspective. The purpose of a project should be to contribute to the achievement of a business goal or strategy. This is called “alignment”. If your project does not align to organizational goals and strategies it should not be started. The project manager needs to understand the business goals that the project is contributing to.

Business Strategies (2.1.3T.P3)

Business goals tell you what is important. Strategies tell you how you are going to achieve the goals. There may be many ways to achieve your business goals. Your organization’s strategies are a high-level set of directives that articulate how the organization will achieve the goals, and ultimately move toward its long-term vision.

Projects may be authorized that contribute directly to the business goals, or the project may contribute toward a strategy. In general, no projects (or any work) should be undertaken that do not align to your strategy.

Project Objectives (2.1.3T.P4)

Objectives are concrete statements that describe the things the project is trying to achieve. An objective should be written at a lower level, so that it can be evaluated at the conclusion of a project to see whether it was achieved. Goal statements are designed to be vague. A well-worded objective will be Specific, Measurable, Attainable / Achievable, Realistic and Time-bound (SMART). (SMART is a technique for wording the objective. An objective does not absolutely have to be SMART to be valid.)

An example of an objective statement might be to "upgrade the customer service telephone system by December 31 to achieve average client wait times of no more than two minutes".

  • Note that the objective is much more concrete and specific than the goal statement.

  • The objective is measurable in terms of the average client wait times the new phone system is trying to achieve.

  • You can assume that the objective is achievable and realistic.

  • The objective is time-bound, and should be completed by December 31.

Objectives should refer to the deliverables of the project. In the prior example, the objective refers to the upgrade of the telephone system. If you cannot determine the deliverables that are created to achieve the objective, the objective may be written at too high a level. On the other hand, if an objective describes the characteristics of the deliverables, it is written at too low a level. If the statements describe the features and functions, they are requirements, not objectives.

If the project is a part of a larger program, the objectives of all the underlying projects should be in alignment with the program objectives.

Importance of Objectives (2.1.3T.P5)

Objectives are important because they show a consensus of agreement between the project manager and the project sponsor on the main purpose of the project. The specific deliverables of an IT project, for instance, may or may not make sense to the project sponsor. However, the objectives should be written in a way that they are understandable by all of the project stakeholders.

Objectives are also valuable since they provide alignment to organization goals and strategies. Your organization should not authorize projects that do not tie to goals and strategies

Define Objectives Before the Project Starts (2.1.3T.P6)

The project objectives and the business goals and strategies they support should be defined and agreed upon before the project starts. The deliverables of the project are created based on the objectives.

On many projects, however, it is easier to see the deliverable that need to be built rather than the project objectives that are driving the deliverables. It is important to have both objectives and deliverables. If you think you know the deliverables that need to be built, work with your sponsor on why they need to be built. The answers to this question should help you uncover the project objectives. You can then make sure that the objectives all align to business goals and strategies. If you think you have to build certain deliverables, but you are not able to tie them to project objectives and business goals, you should seriously question why you are building them.

A facilitated meeting between all major stakeholders is a good way to create the objectives and gain a consensus on them at the same time.