Project Goals

Business objective vs. Project output

It is important to distinguish between what we build (the output) and what it brings us (the business goal). A project may deliver new software (the output), but the true goal is, for example, "a 20% time saving for an administrative worker".

Note from practice: The fulfillment of business goals often becomes apparent only after some time has passed since the project's completion. Nevertheless, we must define them right at the beginning so that every requirement we allow into the project steers toward these goals.

What will you find in the template and how to fill it in correctly?

1. Identification and source

Where did the objective come from? Objectives don’t arise in a vacuum. Record whether the objective originated from a strategic workshop, a regulatory requirement, or a market analysis. This will help you maintain context as priorities inevitably shift during the project.

2. Objective description

Describe the objective clearly and concisely so that even someone outside the project team can understand it. No fluff—just the pure essence of what you want to achieve.

3. Metric

How will we measure success? This is the most important field. An objective that cannot be measured is not an objective—it’s a wish. Define both quantitative (numbers, percentages, time) and qualitative (satisfaction, compliance with standards) parameters. The metric is what we will evaluate at the end of the project (or after it).

4. Owner and priority

Each objective has its owner—the person to whom the result will be presented. At the same time, objectives should be prioritized. Not everything is “High” priority. Differentiating importance will help you in critical moments when trade-offs in scope need to be made.

5. Dialogue between the implementer and the owner

A project is a living process. The template provides space for notes from both sides. The implementer can outline technical constraints here, while the project owner can clarify business context.

Why define goals the Projectman way?

Well-defined objectives protect the project manager from scope creep. If someone comes to you with a new request, your first question should be: “Does this help us achieve any of the defined objectives?” If not, such a request has no place in the project.

At Projectman, we believe that project success is measured by delivered value—not just a checklist of completed tasks. With this template, you ensure that your project delivers real value to the business.