• Save
Asif Kabani SMART Goals Development
Upcoming SlideShare
Loading in...5

Asif Kabani SMART Goals Development



Asif Kabani SMART Goals Development

Asif Kabani SMART Goals Development



Total Views
Views on SlideShare
Embed Views



0 Embeds 0

No embeds



Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
  • Che,
    Many thanks for sharing it, I heard about this before on TV, and now directly from you I thing its good, Kindly share the link for Ipad app, if any pl, also I wish to share your website with my professional network and Professional of Project Management.

    Are you sure you want to
    Your message goes here
  • You may want to check out http://www.GoalsOnTrack.com/, a very nicely built web app designed for tracking goals, habits, and todo lists, and supports time tracking too. It's clear, focused, easy to navigate, and most of all, really works!
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

Asif Kabani SMART Goals Development Asif Kabani SMART Goals Development Presentation Transcript

  • SMART  goals  Development Asif Kabani
  • Specific •  The first term stresses the need for a specific goal overand against a more general one. This means the goal isclear and unambiguous; without vagaries andplatitudes. To make goals specific, they must tell a teamexactly what is expected, why is it important, who’sinvolved, where is it going to happen and whichattributes are important.•  A specific goal will usually answer the five "W" questions:•  What: What do I want to accomplish?•  Why: Specific reasons, purpose or benefits ofaccomplishing the goal.•  Who: Who is involved?•  Where: Identify a location.•  Which: Identify requirements and constraints.
  • Measurable   •  The second term stresses the need for concrete criteriafor measuring progress toward the attainment of thegoal. The thought behind this is that if a goal is notmeasurable, it is not possible to know whether a team ismaking progress toward successful completion.Measuring progress is supposed to help a team stay ontrack, reach its target dates, and experience theexhilaration of achievement that spurs it on to continuedeffort required to reach the ultimate goal.•  A measurable goal will usually answer questions such as:•  How much?•  How many?•  How will I know when it is accomplished?
  • A0ainable •  The third term stresses the importance of goals that arerealistic and attainable. While an attainable goal maystretch a team in order to achieve it, the goal is notextreme. That is, the goals are neither out of reach norbelow standard performance, as these may beconsidered meaningless. When you identify goals thatare most important to you, you begin to figure out waysyou can make them come true. You develop theattitudes, abilities, skills, and financial capacity to reachthem. The theory states that an attainable goal maycause goal-setters to identify previously overlookedopportunities to bring themselves closer to theachievement of their goals.•  An attainable goal will usually answer the question:•  How: How can the goal be accomplished?
  • Relevant •  The fourth term stresses the importance of choosing goals thatmatter. A bank managers goal to "Make 50 peanut butterand jelly sandwiches by 2:00pm" may be specific, measurable,attainable, and time-bound, but lacks relevance. Many timesyou will need support to accomplish a goal: resources, achampion voice, someone to knock down obstacles. Goalsthat are relevant to your boss, your team, your organizationwill receive that needed support.•  Relevant goals (when met) drive the team, department, andorganization forward. A goal that supports or is in alignmentwith other goals would be considered a relevant goal.•  A relevant goal can answer yes to these questions:•  Does this seem worthwhile?•  Is this the right time?•  Does this match our other efforts/needs?•  Are you the right person?
  • Time-­‐‑bound   •  The fifth term stresses the importance of grounding goalswithin a time frame, giving them a target date. Acommitment to a deadline helps a team focus theirefforts on completion of the goal on or before the duedate. This part of the SMART goal criteria is intended toprevent goals from being overtaken by the day-to-daycrises that invariably arise in an organization. A time-bound goal is intended to establish a sense of urgency.•  A time-bound goal will usually answer the question:•  When?•  What can I do six months from now?•  What can I do six weeks from now?•  What can I do today?
  • References •  ^ Doran, G. T. (1981). Theres a S.M.A.R.T. way towrite managements goals and objectives.Management Review, Volume 70, Issue 11(AMAFORUM), pp. 35–36.•  ^ Meyer, Paul J (2003)."What would you do if you knew you couldn’t fail?Creating S.M.A.R.T. Goals". Attitude Is Everything: IfYou Want to Succeed Above and Beyond. MeyerResource Group, Incorporated, The.ISBN 978-0-89811-304-4.
  • SMART  goals  Development Asif KabaniEmail: kabani.asif@gmail.comFree  Seminar  and  Training  Workshop Contact  us:  Skype:  kabaniasif  or  email:  kabani.asif@gmail.com Follow  on  TwiEer:  @kabaniasif