What is the criteria and how to write SMART objectives & goals? We all need to do it. But what are SMART objectives and goals? What is the history of SMART objectives & goals? What are the variations of SMART objectives & goals. This page seeks to answer all of these questions.

What is a SMART Objective or goal?

Think of an objective you need to set right now, business or personal. To make your objective SMART, it needs to pass the following test: Specific, Measurable, Achievable, Relevant and Timely.

Or is there more to SMART Goals and Objectives than this?

Writing SMARTer Objectives and Goals

The criteria in objectives and goals are: Specific, Measurable, Achievable, Realistic, Time-based, Exciting, Recorded… or is it?

Follow the links (to jump down the page) or scroll down….

History and origins of the SMART objectives acronym – updated Dec 2009 updated April 2017
History of SMARTER – updated June 2010 Checked 2017

Introduction to SMART Objectives and Goals

SMART Variations – updated June 2010 Updated April 2017

Working Definitions of SMART objectives

SMARTer Definitions

Template or formats for writing SMART Objectives

SCCAMP Model

GREAT Model

Verbs for use in objectives

Rewriting existing objectives

10 Tips for Setting SMART Goals / Objectives

Uses of SMARTER objectives

Making objectives personal – WIIFM & PRISM

Have a look at our ready to use training materials – leader guide, participant handouts, ppt slides etc

History of SMART objectives and SMART Goals

Management by Objectives is often credited to Peter Drucker in his 1954 book “The Practice of Management”, from this claimed history and approach the use of the acronym SMARTer has grown. Having said that, for those that have bothered to read the book – there is NO DIRECT reference to SMART by Drucker in this publication.

While it is clear that Drucker was the first to write about management by objectives, the SMART acronym is harder to trace in terms of documented evidence. Read about our investigation into the history and origins of the SMART objectives acronym.

The use of the approach to managing known as “Management By Objectives” or MBO, has reduced in recent years, however increasingly, many organizations are using the SMART and SMARTER acronym within goal setting and performance appraisal or management environments. The use of SMART objective formatting is not limited to business and performance management, indeed SMART possibly started in the world of personal development.

This page has been written to provide not only an overview of the SMART objective format but to help you the manager or developer to write your own.

SMARTer is an acronym to help in the writing of objectives. The objectives can be for managing performance or for developmental purposes.

There are a variety of types of objectives that can be written, all can be done in the SMARTer format.

• Process objectives
  • lets you know what you are doing and how you will do it; describes participants, interactions and activities
• Impact objectives
  • lets you know what the long term implications of your program[me]/ activity will be; describes the longer term impact on your target audience or organization
• Outcome objectives
  • lets you know how you will change attitudes, knowledge or behavior (short term); describe the degree to which you expect this change
• Personal objectives
  • personal development is an ideal application for SMARTer objectives. Often we see SMARTer objectives written for project management or business and performance management, however as individuals in our personal development plans, SMARTer objectives are also a valuable formula within which to set and individual measure performance.

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Language in objectives

Objectives are active using strong verbs. Action verbs are observable and better communicate the intent of what is to be attempted, like plan, write, conduct, produce, apply, to recite, to revise, to contrast, to install, to select, to assemble, to compare, to investigate, and to develop. etc.

Avoid generalities in objective statements and infinitives to avoid include to know, to understand, to enjoy, and to believe. rather than learn, understand, feel. The words need to be not only active but measurable.

A goal can be defined as “The purpose toward which an endeavor is directed; an objective”  In personal and organizational development terms, the goal is set as the main single aim and objectives are the elements which together achieve the goal.  goal may only have one objective.

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SMART Objective and Goal acronym variations– SMARTer

There are many criteria variations on the theme including:

Some versions of the SMART acronym add the letters – ER making SMARTer objectives

One of the key advantages in using SMARTER in the agreeing and setting of personal development goals, it it helps to recognize the importance of the engagement of the individual. The more motivated they are by the development objective the better they appears to perform, often putting extra time into self development activity.

* changes introduced in SMARTER 2003 in “Strategy Planning for Success” Kaufman et al –

Advanced PE for Edexcel By Frank Galligan (2000) – This is believed to be the first publication of SMARTER (if you know of an earlier publication please let us know)

Some proponents have said that to be really effective objectives should be SMARTER² Where it is the multiplying factor of using all elements that ensures a powerful and effective objective.

SMART-C

Some also add a C at the beginning or end of SMART or SMARTER making C-SMART or C-SMARTER, where C is Challenging.

SMART-S

Others have started to add an S at the end to make – SMART-S where the last S is stretching or sustainable.

SMAART

Some add a second A to make SMAART, where the two As are Attainable and Action-oriented.

One could argue that it does not matter which one you use as long as everyone in the organization is working to the same model. To some extent it all depends what you are using the objective for, and in what context. A business performance objective may have a different format to a developmental goal, however as long as everyone in the organization is working to the same version.

SMARTIE Goals
…
Inspiring
Enthusiasm

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Some working definitions

Using the most common version of the SMART objective criteria here are some common explanations.

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Additional definitions – smartER goals and objectives

Extending:
The goal should stretch the performer’s capabilities or make a significant contribution to the mission and purpose of the organization. It’s boring and can seem purposeless if it doesn’t (and the “A” — acceptance and accountability – criteria will suffer too).

Exciting:

The goal must be engaging for the individual. When a person is excited by the goal or the journey they are more likely to apply themselves to the achievement of the activity being discussed.

Rewarding:
A person should know what it will mean and what will result from a full effort in completing the goal.

Recorded:

There is a written record of the objective, its constraints and the enablers required for success. Having the objective written is said to help increase the likelihood of completion and success, at the very least it ensures that both parties have a common understanding of what was agreed.

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Let’s add some more detail…

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Templates and Formats for writing SMARTer objective statements

SMART Objectives Version 1

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Template or format for writing SMARTer objective statements – Version 2

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Template or format for writing SMARTer objective statements – Version 3

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Sample SMARTer Statements

More sample objective statements

• By the end of the diabetes skills building workshops 60% of the attendees will be able to describe and demonstrate 4 new skills they have learned and will use in managing their child’s diabetes.

• By the end of the asthma management classes, 75% of patients will be able to describe and demonstrate the correct use of a Peak-Flow Meter.

• By May 10, 2009 the Health Education staff from the Stroke Association will have planned and conducted 4 skills building workshops for 50 carers of recently diagnosed Stroke patients at the Chiswick training centre.

• Profitability Objectives – To achieve a 25% return on capital employed by August 2009.
• Market Share Objectives – To gain 25% of the market for sports shoes by September 2009
• Promotional Objectives –
  • To increase awareness of the dangers of flowers in Wales from 12% to 25% by June 2009.
  • To increase trail of X washing powder from 2% to 5% of our target group by January 2009.

• Objectives for Growth – To increase the size of our Scottish operation from £100,000 in 2006 to £200,000 in 2009.

• Objectives for Branding – To make “zz-pop” brand of cola the preferred brand of 18-25 year old females in North London by February 2009.

Note – there is no single correct way to write a SMART objective. It will depend on the nature of the objective and the intended use. The real test is to compare the statement against the SMART criteria you have chosen to use… does the statement tick all the boxes?

In some of the samples shown, you are not given the CONTEXT of the objective so it is impossible to say if the objective is truly SMART from the information given.

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Rewriting Existing objectives to meet the SMART Criteria

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Worksheet

Which of these are SMART objectives?

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Other objective setting models and acronyms include:

SMAART goals are:

• S – Specific
• M – Measurable
• A – Attainable
• A – Action-oriented
• R – Results-oriented
• T – Time-phased

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SCCAMP objectives or goals

• S – goals must be Specific
• C – within the Control of the individual
• C – goals are Challenging
• A – goals must be Attainable
• M – training targets should be Measurable
• P – goals are Personal

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TRAMS – as SMART – just that TRAMS is presented in a different order for training or educational purposes.

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PURE Objectives (often used in objectives within learning events)

Where PURE means:

• Positive
• Understood
  • Performance
  • Style
  • Jargon
  • Culture
• Recorded
• Ethical

For team objectives

To make your team function effectively, the first thing you need to know is the GREAT model.

• G – Goals
• R – Roles/ Results
• E – Expectations / Performance
• A – Accountabilities / Abilities
• T – Timing

The GREAT model specifies what people must know so that they can work together effectively.

Goals

• What are the goals of the project?
• What is the goal of each individual activity?
• Why are we doing this?

Roles

• What is my job as an individual team member?
• What do I do?
• What is the contribution I am expected to make?
• What expertise do I bring to the situation?
• What is everyone else’s role and everyone else’s expected contribution?

Expectations

• How good is “good enough”?
• What is the level of performance that is desired?
• What level of performance is not desired?
• Why are the expectations set at this level as opposed to another?

Accountabilities / Abilities

• Who is accountable for each phase of the work, especially on jobs that cut across functional lines or involve several people?
• What abilities do we possess that have a hearing on the individual job assignments?

Timing

• When must this be done?
• At what pace am I to work?
• How does the timing of one piece of the work affect other pieces?

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Verbs to use in writing SMART-er Objectives

• Activate address adjust analyze apply arrange assemble assess assist associate
• Balance breakdown build
• Calculate categorize center change charge check choose cite classify clean close combine compare complete compute conduct connect construct contrast convert copy count create critique
• Define describe design detect determine develop diagram differentiate disassemble discharge disconnect display distinguish
• Enumerate estimate evaluate examine, execute, explain
• File fill form formulate
• Grasp group
• Identify illustrate indicate inspect install interpret
• Label lift list listen locate make manage manipulate measure modify
• Name
• Order organize outline
• Perform plan predict prepare prescribe produce proof purchase
• Quote
• Recall recite record reiterate repeat reply reproduce respond restate
• Select serve solve specify
• Tabulate tell test trace transcribe transfer troubleshoot use
• Validate verify
• Write

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10 Tips for Setting SMART-er Goals and or Objectives

 George Ambler has a good post on SMART goals at his blog The Practice of Leadership. It’s title is the “10 Steps to Setting SMART objectives” and references an article by Andrew Bell whose title is also “10 Steps to SMART Objectives” (.pdf). Some of the tips may seem like no-brainers, but I find it’s usually the simple things that get forgotten or overlooked:
1. Sort out the difference between objectives and aims, goals and/or targets before you start. Aims and goals etc relate to your aspirations objectives are your battle-plan. Set as many objectives as you need for success.

2. SMART stands for Specific, Measurable, Achievable, Realistic and Timely.

3. Don’t try to use the SMART order, often the best way to write objectives is: M-A/R-S-T.

4. Measurable is the most important consideration. You will know that you’ve achieved your objective, because here is the evidence. I will know too! Make sure you state how you will record your success.

5. Achievable is linked to measurable. Usually, there’s no point in starting a job you know you can’t finish, or one where you can’t tell if/when you’ve finished it. How can I decide if it’s achievable?
• You know it’s measurable
• Others have done it successfully (before you, or somewhere else)
• It’s theoretically possible (ie clearly not ‘not achievable’)
• You have the necessary resources, or at least a realistic chance of getting them
• You’ve assessed the limitations.

6. If it’s achievable, it may not be realistic. If it isn’t realistic, it’s not achievable.You need to know:
• Who’s going to do it?
• Do they have (or can they get) the skills to do a good job?
• Where’s the money coming from?
• Who carries the can?
• Realistic is about human resources/time/money/opportunity.
7. The main reason it’s achievable but not realistic is that it’s not a high priority. Often something else needs to be done first, before you’ll succeed. If so, set up two (or more) objectives in priority order.

8. The devil is in the specific detail. You will know your objective is specific enough if:
• everyone who’s involved knows that it includes them specifically
• everyone involved can understand it
• your objective is free from jargon
• you’ve defined all your terms
• you’ve used only appropriate language.
9. Timely means setting deadlines. You must include one, otherwise your objective isn’t measurable. But your deadlines must be realistic, or the task isn’t achievable. T must be M, and R, and S without these your objective cannot be top-priority.
10. It is worth this effort. You’ll know you’ve done your job well, and so will others.

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History and origins of the SMART objectives acronym

There are many that claim to know the true history of the SMART acronym, however there is little documented evidence.

What I have found to date (Oct 08) is the following – it will be corrected and updated as I gain new information.

Many claim Drucker is the originator – I have researched this and cannot find any inclusion in any of his books, nor have I found a publication by him containing the term.

During the 1940s and 1950s there were many engineering and educational publications that started discussing the merits of “specific and measurable” goals or objectives. Interestingly the term mostly used in the very really days was that of goal setting rather than objective setting, even within technical environments. The fact that specific and measurable have been used almost since the beginning of the era of management and educational publications suggests that the foundations for SMART goals or objectives was widespread. Indeed reading many of the original pieces I have found that language like realistic, relevant, resourced etc have accompanied much of the early texts, so the ‘leap’ to the acronym or mnemonic was perhaps an organic one rather than one of innovation in its true sense. The use of specific and measurable goals was just as prevalent in the educational world as it was the business world.

So with that said who used the SMART description and in what publication…

Blanchard includes references to SMART in “Leadership and the One Minute Manager” (LOMM). In leadership and the one minute manager Blanchard uses the SMART objective acronym on p89. This book was first published in 1985. No references are noted and copyright is assumed. here SMART is – Specific, Measurable, Attainable, Relevant and Trackable. This appears to be one of the first books to use the acronym.

In their books Blanchard and Hersey use the term SMART goals. it is in the 1988 version (5th edition of Management of Organizational behavior). It is not in any earlier editions of the publication, and no references to the term exist. Again like Blanchards LOMM book the acronym is the same (p382). in this chapter the authors claim that much of the content is based on their work since 1981 (p377). Therefore Doran used the term before Blanchard.

The real beginning?

Some claim Paul J. Meyer used it in his work “Personal Success Planner” in 1965, although there is no documented evidence before November 1981 for this.

From Jim Moore – the Meyer family archivist –

“Mr Meyer first used the acronym in 1965.  However, the 1965 usage was in instructional text and was not then copyrighted as an acronym.  .

As you may be aware, John Haggai attributes the acronym to Paul (in Mr Haggai’s book, Lead On! – 1986) but without specific citation or other documentation.”

This is interesting as this publication date co-insides with the writing of the Blanchard book. The earliest printed evidence that Meyer used the term is on a goal planning sheet from 1986.

Meyer and Blanchard have collaborated on projects so this could explain why it is included in Herseys and Blanchards seminal work.

The original version used by Meyer used the criteria:

• Specific
• Measurable
• Attainable
• Realistic and
• Tangible

Meyer users the term Tangible , however the most common version uses Time bound – the Blanchard/ Hersey version.

Some claim that George T. Doran, developed the concept of S.M.A.R.T. goals in the discipline of project and program management and cite – George T. Doran, “There’s a S. M. A. R. T. Way to Write Management Goals and Objectives”, Management Review (AMA Forum), November 1981, pps. 35-36

Doran, George T. “There’s a S.M.A.R.T. way to write management’s goals and objectives.” Management Review 70.11 (Nov. 1981): 35. Business Source Corporate. EBSCO . 15 Oct. 2008.

These certainly appear to be the first published articles documenting the SMART Objective as we know it today, however all this appears to prove is that there is an earlier source.

One of the earliest publications applying goal setting directly to individuals performance is in:

GOAL SETTING AND SELF-CONTROL. By: RAIA, ANTHONY P.. Journal of Management Studies, Feb 1965, Vol. 2 Issue 1, p34-53, 20p; EBSCO . 31 Oct. 2008

And while this does not list the full SMART format it does talk about specific and measurable as well as requiring goals to be:

• Authorised to complete the goal
• Realistic and challenging
• Tied to a completion date

So the elements are there – but not tied into the SMART formula. Incidentally this document also explores what may well have been one of the first individual performance appraisal approaches

We are continuing to work on establishing a record based on printed use of the acronym – and will keep this page updated. Indeed when the truth is proved we will re-write this pages and include all appropriate references.

In this document for me there is an enlightening paragraph:

“… Planning the Use of Resources — One of the most important aspects of the program is that it takes the manager away from the daily operations of the plant and forces him to plan the use of his resources. The process of goalsetting involves translating short-term company objectives into specific goals which are tied to a completion date. This helps to integrate the work of the individual with the overall objectives of the enterprise.”

If you know of an earlier source we would love to know (to be honest it is driving me nuts attempting to get to the bottom of this – MDM).

Uses of SMARTER Objectives

Remember the SMART or SMARTER approach is a TEST to be carried out after writing the goals or objective to test its validity – it is not an order to be followed or a constraint to be applied when developing goals or objectives.

SMARTER Objectives can be used in a wide range of setting including – Performance Management, Project Management, program management, appraisals, management by objectives , personal development plans, personal learning logs and a wide range of other applications

See our page on Key Performance Indicators KPIs and Critical Success Factors CSFs

Making it personal – WIIFM – PRISM

To enhance the effectiveness of any learning objective/goal setting some literature suggests adding
the elements WII‐FM (What is in it for me?) and Interest.

This creates the PRISM model which covers the 5 points of the SMART model as well as includes the additional 2 elements.

Goal Setting or How Being SMART Isn’t Always the Right Objective (Avery, 2005)

See our article on exercises and activities for developing and writing SMART goals and objectives for managers or our book on Strategic Diagnostic tools

The information contained on this page about SMART and SMARTER objectives has been complied from a range of sources. © is not assumes over any model. This information is provided ‘as is’ and RapidBI accept no liability for its accuracy or its use.

Have a look at our ready to use training materials – leader guide, participant handouts, ppt slides etc

How to write SMART objectives & goals – page reviewed and updated June 2014 – first published on: Jan 29, 2007