The document discusses two methods for setting goals for projects: CLEAR and SMART. The CLEAR method involves setting goals that are collaborative, limited in scope and duration, emotional, appreciable by breaking large goals into smaller ones, and refinable as new information arises. The SMART method involves goals that are specific, measurable, attainable, relevant, and time-bound with definite start and end dates. Communicating goals to others is important for achieving them.

1. North Western University, Khulna
Professional Practice and Business Communication
Course code : EEE -2305
Presentation Topic :Presentation Topic :
Project goal setting trends and their
comparative analysis
Presented by
Md. Mozammel Haque

2. Goal Setting For A Project
The project goal refers to achieving a desired
outcome at a specific end date employing a
specific amount of resources. To be used as a
measure for goal achievement, performance
goals must be clearly creating a roadmap forgoals must be clearly creating a roadmap for
everyone involved in the project. The first step to
creating this road map is setting goals with
techniques and tricks, the following two formulas
always work: CLEAR and SMART.

3. CLEAR Goal Setting
The CLEAR method is
very similar to the
SMART method for goal
setting but with a slight
difference in how the list
is created.
This method is a newer
one compared to theone compared to the
SMART method which
was developed in 1981.
Keeping up with the
faster-paced, more
mobile and dynamic
businesses of the 21st
century.

4. Collaborative
• Your goals should encourage everyone involved
to work together. Even if you are a team of one,
you still have your support system to cheer you
on to the finish line.
• Ask for suggestions on how they, your supporters• Ask for suggestions on how they, your supporters
or your co-workers, would frame the goals on
your list but make sure you are making the final
decisions on what those goals will be. This way,
your support system or other team members will
know exactly what will be accomplished.

5. Limited
Each goal should be limited in both scope,
what is to be done during that step, and
duration, how long it will take. There may or
may not be follow up action to the goal. Themay not be follow up action to the goal. The
key here is limited in score and should not
reflect an infinite loop.

6. Emotional
• Your goals should tap into your team’s energy
and passion so that you can make an
emotional connection to them.
• The more passionate you and your supporters• The more passionate you and your supporters
or team members are about something, the
more likely that goal will be accomplished.

7. Appreciable
Large goals should be broken down into
smaller goals. This is so that each goal can be
accomplished quickly and easily. Doing so
allows for long-term gain and raisesallows for long-term gain and raises
enthusiasm as goals are accomplished and
able to be checked off the list.

8. Refinable
You want to set goals with a steadfast
objective. However, as new situations and
information arise you need to give yourself
permission to modify and refine those goals aspermission to modify and refine those goals as
you go. If you fail to refine your goals you risk
the chance that a goal will be unreachable

9. SMART Goal Setting
The SMART system has
been considered the
best-practice framework
for setting goals. It is
often used by employers
during performance
reviews and to allow thereviews and to allow the
employee to know exactly
what is required for
achieving success.
However it can be used in
any other situation do
goal setting for self and
others.

10. SPECIFIC
Your goals must be clear and unambiguous.
This is to make sure you know exactly what
you are wanting to accomplish. Returning to
the idea of a car trip, if you do not knowthe idea of a car trip, if you do not know
where you are going it is impossible to
determine if you have reached your
destination.

11. MEASURABLE
Your results need to be able to be measured in
some way. If you are using this method to get
a promotion, you might use the number of
products sold each week or a completionproducts sold each week or a completion
percentage. If you are using this method for
physical fitness, you may use the number of
pounds you can bench press or the number of
blocks or miles you can walk, run or bike.

12. ATTAINABLE
• Your goals must be realistic, not just to you
but to others as well. If it seems unattainable
to others you may not receive the support you
need or deserve. If it seems unattainable to
you, you may feel discouraged and give up.you, you may feel discouraged and give up.
• Researchers know that people are much more
motivated to work on goals that they actually
see as achievable, so do not frustrate yourself
by choosing goals that are not achievable.

13. RELEVANT
• Your goals should relate to what you are using that list
of goals for. If it is for your career, your list of goals
should reflect that relevance. For example, a writer
wouldn’t set a goal of baking 1000 cupcakes by 3pm if
it is 9am.
• While a writer can bake, it would take a professional• While a writer can bake, it would take a professional
baker to create 1000 cupcakes in six hours. A more
relevant goal for the writer would be to write 1000
words per hour. In order to determine if a goal is
relevant, ask yourself these questions: Is it in your
control to achieve it? Can it be realistic for you to
achieve?

14. TIME-BOUND
You should have definite beginning and ending
points for each goal on your list. Each goal
should have a fixed duration so that you don’t
procrastinate. Procrastination is the mortalprocrastinate. Procrastination is the mortal
enemy of success.

15. Achieving the goals you set during
your goal setting- Role of
communication
Now, that you have set your goals, you have
positioned yourself to communicate your
goals with others. Look at the first goals thatgoals with others. Look at the first goals that
you have created, and ask yourself what
information you need to communicate to
achieve those goals.