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Smart, Pure and Clear – The New Objectives?

Smart Pure and Clear - The New Objectives - Emma-Ruth Arnaz-Pemberton - Wellingtone PPM

Our VUCA (volatility, uncertainty, complexity, and ambiguity) world is demanding more and more from our projects and programmes. The adage of developing SMART objectives no longer works for some PMOs with their eye on the wider picture.

S.M.A.R.T

SSpecific, Measurable, A – Attainable, Relevant and Time based. This approach was developed to add focus to the end goal of a change initiative, and SMART ensures that objectives are developed so they are succinct and those involved in change know what they are striving for.

Nowadays we are seeing the rise of new types of objectives – those that need to be PURE and CLEAR.

P.U.R.E

P – Pure, Understood, R – Relevant, and Ethical has a keen eye focused on the impact to the wider community or society. Making objectives PURE tells others that you are making this change for the right reasons and encourages trust from those impacted by the end result.

C.L.E.A.R

C Challenging, LLegal, EEnvironmentally Sound, Agreed, and RRecorded can be used for larger initiatives that require the legal and environmental impacts to be considered, as well as the beneficial change that is being sought that challenges the status quo.

Should your objectives be all three?

No.

Of course elements of each one will exist as they do cross over. But maybe, if you look at what your organisational objectives and values are, the standard your PMO has been using as best practice needs a bit of a re-brand to make objectives mirror the culture that your organisation is working within or towards.

Another consideration is Coaching as the new Leadership style. A coaching approach is becoming more prominent as organisations adapt to their new workforce, their expectations, and the technological (and social) changes that are affecting the way we work.

A fundamental principle of coaching is to define the goals of an individual; so, these approaches can all be utilised for more than PPM objectives and goals, for your (or your team) development.

By Emma-Ruth Arnaz-Pemberton – Director, Wellingtone

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