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Going from Activity to Results

 Moving from Activity to Results Analysis Paper

Make Accomplishment Measurable! A synopsis

By Salah Elbakkous, Sr. Sys. Analyst

Douglas K. Smith's publication " Make Success Considerable! ” is focused on avoiding the trap to perform activities with no clear thought of why specifically we are doing them. Essentially, he states that to hit your objectives, organizations must not engage in actions for which they may have no device for judging whether they will be worth undertaking or ongoing. To be successful, businesses, advises Cruz, need to create outcome-based desired goals instead of activity-based goals. Outcome-based goals happen to be SMAART (Specific, Measurable, Aggressive, Achievable, Relevant, and Time-bound). SMAART goals must have very good grammar. Johnson defines a target that has good grammar as one that will include a action-word (increase, reduce, etc . ), an object, just how much, and by the moment.

Douglas Jones recommends four types of metrics or " yardsticks”: 1 . Speed/time

2 . Price

three or more. On spec (according to specification)/expec quality (according to customer expectations) 4. Great yields (what positive effects are we all trying to complete for each of our customers, pertaining to our shareholders, and for ourself? ) A few positive deliver metrics happen to be familiar and objective: revenues, profits, etc. Others are not so familiar. The number of partnering, morale, pleased customers. An excellent outcome-based goal should have in least one of the initial two metrics and at least one of the last two metrics.

In tackling the condition of shifting from activity-based goals to SMAART goals and in the task gain clearness and specificity that matter most, Jones suggests the that is made up of a series of five " just how? ” inquiries. The following is an example presented by simply Smith:

|Challenge |Answer | |How do you know accomplishment? |We'd do a better job of leading the market. | |How...

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