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Project Management Objectives - 9 To Remember
Objectives are not easy to create, however, a couple of tips here will hopefully help. Exactly what should objectives be or do?
Meet the objectives of the business:
It is common sense that any project management objectives should align themselves with the long-term plan of the business and the principal project management goal. Any objective ought to be aligned with one at a higher level. If this holds all objectives will inevitably match with that of the project objective.
Additionally, there should be no mismatch with the culture of the organization or the Mission Statement. Under PRINCE2 these areas would be evaluated as part of the Business Case.
Must be measurable:
If you consider objectives as specific aims it is widespread practice to make sure that they fulfill distinct criteria. These would be 'measurable'. Unless the objective is well characterized, measurement may prove hopeless. The potential to measure objectives enables you to set criteria for successful completion. We mean by measurable that a 'deliverable' must be produced. This can then be used as information in assessing standards to prove project completion.
This is a must. If an objective can not be fulfilled then either its definition is incorrect or the scope is amiss. In any case this calls for revision.
Easy to comprehend:
This appears similar to ensuring objectives are well specified. However, an objective could be well characterized and simultaneously complicated. Easier is best. If objectives are written clearly it will raise comprehension and hence reduce errors.
Not too many:
If we choose the PRINCE2 explanation of products literally and stretch them to objectives we would have hundreds. It is better to make objectives sit at an elevated level and then incorporate the lower activities or products. This enables simpler assessment at key times at a suitable level.
Have the support of stakeholders and other interested parties:
In the absence of total encouragement from on high a project is likely to have substantial problems that could easily be avoided by agreement earlier. Within PRINCE2 the Project Board will approve each plan and the Business Case.
SMART denotes a common phrase for use when producing objectives (or targets). It means Specific, Measurable, Achievable, Relevant and Time (related).
For example, an easy objective could be, 'hand over the component by 14th December'.
We have discussed products under PRINCE2 amounting to an end result. This is not strictly accurate. Although a product could be the outcome of a series of tasks it may be more properly identified as the result of applying the 'product'
For example, you may well have an objective of pushing down expenditure by 20 %. This, when accomplished, could boost sales by 12 % with a long-term boost in annual income of 6 %. With regard to PRINCE2 2009 view the section 'Business case - Business Case defined - Outputs, outcomes and benefits'.
Within PRINCE2 2009 the Business Case will indicate the benefits following from the outcome of the project management objectives. View the section 'Business case - The PRINCE2 approach - The contents - Expected benefits'.
Components that you are contracted to supply.
The deliverable is the usual outcome of an objective. This is the product or proof that you should produce to meet the standards for fulfillment of the objective. As well as the project objectives, there will be lesser objectives for the team members. The existence of project schedule milestones allows the team members to examine progression vs objectives which should in theory be finished.
At all occasions the Project Manager is responsible for generating the objectives within quality, time and cost limitations.
As well as writing articles about items like project management objectives
, for example, we put together easy jargon free information over a broad field for business and personal use. If you could do with more important information why not take a look at Prince2 2005
Article submitted Sunday, June 24, 2012 & read 51 times.
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