The Ultimate Guide to Goal-Oriented Project Management: Strategies for Success

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Annual Tradition: Goal-Oriented Training

As an important departmental tradition, we invite an experienced product manager each year to conduct training on "Goal Orientation." At first glance, "goal orientation" might seem as simple as "do what you want to do!"

However, after the training, we discover that it's actually quite challenging. In many specific situations, it's easy to make mistakes without deep thinking or rich experience.

Action Guide: From Specific Scenarios to Specific Techniques

Based on the training content, I've compiled an "from specific scenarios to specific techniques" action guide. This guide is primarily for self-reminder, but I hope it can be helpful to others as well.

1. Basic Requirement: Clear Project Goals

Basic requirement: Every project at work must have clear goals.

Goals should be clear ("What is your goal?")
Goals should stem from purpose ("What is your ultimate vision?")
Goals must be assessable (Note: Assessable doesn't necessarily mean quantifiably measurable)
Goals should not conflict with each other (keep the number moderate)
If the project comes from external sources without clear goals: For example, when the boss directly assigns a task, you might be reluctant to ask about the goal due to face-saving or eagerness to succeed. Colleague ZX reminds us that even if asking about the goal might be awkward, it's much better than taking the blame after project failure. Remember not to mistake means for goals.
If the project comes from external sources but the goal is unclear: ZX suggests that repeating and confirming with the boss or partner is a good method to clarify goals.
If the current goal is difficult to assess: For instance, there might only be a vague purpose without specific expectations (like when the boss often says "I want XX to be better"), or the goal is too abstract to measure (like "expand brand influence"). SS considers this the most critical work before project initiation. ZX suggests continuing to break down the goal until it's measurable. CCM repeatedly emphasizes that goals are often difficult to assess because you lack the courage to break them down deeply. CCM points out, "I've almost never encountered a project that couldn't be broken down through meetings, but I often see projects where the goals are only clarified during case reviews."
If the project comes from external sources and seems difficult to assess: SS shared a quick method - propose a goal to the boss and observe their reaction.

2. Basic Requirement: Project Evaluation

Basic requirement: Every project at work must be evaluated (not necessarily very formally). When evaluating, the degree of goal achievement must be the primary focus, and we absolutely cannot evaluate based solely on benefits! This is a lesson I learned from evaluating a certain expansion project. Continuous modifications improved the credibility of the conclusions, but ignored the initial goals, leading to criticism even after repeated modifications.

3. Intermediate Requirement: Choose the Best Solution

Intermediate requirement: Choose the best solution among various methods to achieve the goal

Usually, specific means trigger action. Even if the current means initiated the project, we must temporarily set aside this means and choose the optimal solution starting from the goal. The originally planned means may not be necessary. Additionally, JJ reminds us to avoid incorporating solutions into goals and then guiding actions, as this may hinder us from considering other possible solutions.

4. Advanced Requirement: Promote Goal-Oriented Culture

Advanced requirement: Promote or participate in building a goal-oriented corporate culture