Objectives are difficult to prepare, however, some tips here will hopefully help. What must objectives do or consist of?
They ought to match objectives of the business:
It is standard practice that all project management objectives ought to align themselves with the overall business plan and the main project management goal. Every objective should be in alignment with one above it. If this holds true all objectives will normally match with that of the project goal.
Moreover, there ought to be no clash with the culture of the organization or its Mission Statement. In PRINCE2 these elements would be reviewed in the Business Case.
Must be measurable:
If you think about objectives as specific aims it is common practice to make sure that they satisfy certain conditions. These would be 'measurable'. Unless the objective is well characterized, measurement may turn out to be impossible. The capability to measure objectives enables you to set criteria for effective completion. We mean by measurable that a 'deliverable' ought to be generated. This can then be used as proof in assessing standards to verify project completion.
This is a requirement. If an objective can not be met then either its definition is at fault or the scope is incorrect. In any case this calls for alteration.
Easy to comprehend:
This appears similar to ensuring objectives are well defined. Nonetheless, an objective can be well specified and simultaneously complicated. Easier is ideal. If objectives are plainly written it will raise awareness and thus reduce problems.
Not a lot:
If we take the PRINCE2 explanation of products literally and stretch them to objectives we will have hundreds. It is better to make objectives sit at a higher level and then encompass the lower tasks or products. This enables easier review at strategic periods at a suitable level.
Have the encouragement of interested parties and other stakeholders:
In the absence of complete backing from on high a project is likely to have significant issues that might simply be prevented by agreement beforehand. Within PRINCE2 the Project Board will approve any plan and the Business Case.
The acronym SMART:
SMART describes a well-known phrase for use when designing objectives (or targets). It stands for Specific, Measurable, Achievable, Relevant and Time .
For example, a straightforward objective could be, 'provide the device by 18th July'.
We have written about products in PRINCE2 being equivalent to an outcome. This is not absolutely correct. While a product might be the end result of a sequence of tasks it could be more properly described as the result of applying the 'product'
For instance, you might well have an objective of pushing down cost by 20 %. This, when accomplished, could raise turnover by 10 % with a long-term raise in yearly income of 5 %. With respect to PRINCE2 2009 view the section 'Business case - Business Case defined - Outputs, outcomes and benefits'.
The Business Case under PRINCE2 2009 will point out the benefits stemming from the outcome of the project management objectives. View the section 'Business case - The PRINCE2 approach - The contents - Expected benefits'.
Things that you are obligated to supply.
The deliverable is the usual outcome of an objective. This is the sample or information that you must produce to satisfy the criteria for fulfillment of the objective. In addition to the project objectives, there will be shorter objectives for the team members. The existence of project schedule milestones enables the team members to review progression against objectives which should theoretically be finished.
At all occasions the Project Manager is accountable for generating the objectives within time, cost and quality limits.
We generate easy, free of jargon, material over a broad field for personal and business use. If you need more tips don't fail to see Prince2 2009 at http://www.prince2-2009-basics.com, or pay a visit to our training store at http://www.marchltd.co.uk
EasyPublish this article: http://submityourarticle.com/articles/easypublish.php?art_id=274506