The Art of Defining Project Goals
The Art of Defining Project Goals with Dave Frank
Greetings, fellow adventurers in the realm of project management! Today, we embark on a journey to explore a crucial aspect that often eludes the grasp of even the most seasoned project managers: the art of defining project goals. As we venture forth, let’s arm ourselves with the wisdom of other Skippers – Project Managers – guiding their crews across the oceans of VUCA
Picture this: one fine morning, a company sets its sights on boosting sales value by arming its salespeople with tablets showcasing a comprehensive overview of the warehouse. Sounds like a worthy goal, right? Alas, the path ahead is not as straightforward as it appears at first glance.
For a project goal to be truly attainable, it must be more than just a glimmer of ambition in the corporate eye. While equipping retailers with tablets may seem achievable, it is but a single piece of the intricate puzzle that constitutes increasing sales. An attainable goal depends on a cohesive web of interconnected activities, all working harmoniously to propel us towards the envisioned destination.
Here lies the first pitfall: crafting a goal so vast that it spans realms beyond the project manager’s influence. A project manager must not only be a visionary but also a master strategist, ensuring all tasks and responsibilities align with the overarching objective. A goal’s achievability is rooted in the sum of its parts, with every activity meticulously contributing to the grand design.
Now, let us shine a light on the second variation of the unattainable goal fallacy: the allure of idealistic nobility. In the halls of governmental projects, we often encounter noble slogans of “promoting entrepreneurial attitudes,” “strengthening professional images,” and “stimulating the business sector.” Admirable, no doubt, but is anyone truly waiting with bated breath for these abstractions to materialize?
I urge Y’all to consider: Who, in this vast and varied world, stands to benefit from such lofty ideals? Is there a specific “someone” out there, eagerly awaiting the stimulation of a particular sector? Without a tangible recipient, the goal drifts into the realms of abstraction, adrift without purpose or action.
As the insightful project manager, it falls upon you to ground these aspirations in practicality and specificity. Seek the pulse of your target audience, discern their needs, and tailor your goals to serve them relentlessly. In the realm of business, for instance, we must direct our gaze towards the poultry entrepreneurs – those who truly care about the sector’s stimulation.
But wait, dear readers, our expedition does not conclude here! As we embark on our quest for achievable project goals, we must also bear in mind the need for measurable metrics. To quote Zeihan once more, “how can we hit a target that we can’t even see?”
Each goal must be accompanied by a set of quantifiable indicators, benchmarks to gauge progress and success. Only through clear metrics can we steer our course and make informed decisions, adjusting sails when needed and embracing the winds of progress when they favor us.
In conclusion, fellow adventurers, the art of defining project goals is not for the faint of heart. It requires the wisdom to create attainable targets, the foresight to shun the allure of lofty abstractions, and the audacity to demand measurable outcomes. Now we are no land lovers anymore, we can navigate this uncharted territory of project management with confidence, setting sail towards the shores of success.
May your projects be fruitful, your goals attainable, and your journey one of purpose and accomplishment. Onward, brave project managers, for the world awaits your vision and leadership!
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