Objectives: are you using them to your advantage?

If you’ve had anything to do with objectives, the mere mention of the word makes you groan. They are hard to define if done properly, but despite them being around for ages, (started in the 1940s and given more credence by Robert Mager, educationalist, in the 1960s) they are still being misused.

It doesn’t help that so many terms have been used with the same precept such as:

• Learning objectives
• Outcomes
• Enabling objectives
• Terminal objectives
• Educational objectives
• Performance objectives
• Instructional objectives
• Competencies

An objective is a precise definition of a result that is wanted, in terms that will allow the result to be measured. (Glossary, Managing Interactive Media, 4th edition). The key thing is that they are defined with a measurable outcome. The test is built into the definition - a bit like Agile scrums. So, if the measure is missing, it isn’t an objective. It might be a goal or a general aim which are more nebulous or woolly, but it isn’t an objective.

How can you use them to your advantage? Well, if your clients - especially at the beginning of a project - are having difficulty in defining what they want to achieve with their interactive sites, and if any of them understands or has had to use objectives it might be the spur you need to get them to be more precise. If they can give you measurable objectives in business terms of what they are trying to achieve, it makes your job so much easier. Remember, we have tried to influence you to work in measurable ways so that you can prove that you have achieved what the client wanted. We have placed the burden of defining objectives or the equivalent on you. But if your client can define the measures - for example "increase traffic to our site by 30%" or "increase sales on our online site by x%" or "decrease the complaints about poor usability of our site by x%" - you can see how these concentrate your focus and efforts.

Note the construction of the objective-style sentence. We will do this (use a tangible verb in the first part of the sentence) by doing this (stating a provable/measurable outcome in the second part of the sentence).

There you are: sorted. It’s not as problematic as many make out. You can do it and so can your clients. Once you understand the tricks, objectives can work for you. You don’t have to call them objectives; which may be why there are a lot of alternative terms around as in the list. This blog just covers the basics. If you are motivated to learn more about objectives there’s a good summary from an educational stance at The University of Ohio.

Then you just have to consider how to apply them to your situation. Good luck.

What is a project?

Maybe it is a good opportunity at the beginning of a year for you to reassess what project categories your company is involved with. We analysed the following in the first chapter of our book: client based projects, bread and butter projects, investment projects, maintenance projects, quick fix projects, R&D projects, good will projects, and pitches/tenders to win projects.

We suggested there that you identified and categorised the types of project you dealt with over the last year to see how and where your time and efforts have been deployed. Try it again. What projects have been most profitable? What projects have generated more business? Which projects have increased your company status? And so on ... Monetary return may not always be as straightforward in terms of the progress of a company. Looking back at projects can help you devise strategies for the future in terms of which projects may have to most impact – even in these uncertain times.

Perhaps we need to go back to some basics like ‘what is a project?’ Here are some views.

For those looking for a formal definition of a project the Project Management Body of Knowledge (PMBOK) defines a project as a temporary endeavor undertaken to create a unique product, service or result. The temporary nature of projects indicates a definite beginning and end. The end is reached when the project’s objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists.
What is a Project? Module by: Merrie Barron, Andrew R. Barron.

A project in business and science is a collaborative enterprise, frequently involving research or design, that is carefully planned to achieve a particular aim.
Wikipedia: Project

But cnx differentiate between a project that is new and unique and an operation in business that is a repetitive process. Where does this leave us with web site revisions (maintenance?) and micro sites (small client projects?) Are they new projects or not projects at all, just part of a process; and if that is so, should project management tenets be applied in their production?

We have argued previously that they should be considered separate projects and costed out with time, resources and expenditure. We still maintain that, in fact. They can be grey areas but they do have new or different objectives and therefore represent a unique product or service even if they are refinements of a previous attempt.

Well, agree or disagree?