Making It Happen: A Non-Technical Guide to Project Management

4.1. Trying To Set Goals

"As project manager," Al said, "you should start by establishing the project goals with the team." One thing about Al you had to admire: personal animosity from everyone he worked with would not stop him from speaking what he thought was the truth.

"Okay, Al," I said, "let's begin with project goals." I got up and walked to the flip chart. "I'll write them up as we go."

Leslie volunteered the first one. "I think the main goal of your project, as well as the Marketing project, is to make the WindSailor a big success for Hyler."

That sounded good to me, and everyone nodded agreement. On the flip chart I wrote:

Project Goal: Make the WindSailor a success

Sheila, Al's assistant, had some concerns with that. She said, "That sounds pretty fuzzy. If we are going to make that the goal, should we have some kind of measurement of success?"

Leslie said, "How about meeting the projected sales of 2,600 units in the first year?"

Under the first line on the flip chart, I wrote:

by meeting the first season sales target of 2,600 units.

"Everyone happy with that?" I asked.

Luigi said, "How about putting something in about minimizing disruption to our current production operation, which, I will remind you all, is what gives us grocery money every week."

I hesitated with the pen. "I'm not sure how that would be classified. It's not really a goal..."

Al said, "In project management terms, that would be a sub-goal. See, it supports the main goal, but it's secondary."