SMART goals are objectives written to be Specific, Measurable, Achievable, Relevant, and Time-bound. The framework turns a broad intention into a result with a clear scope, a way to judge progress, and a deadline. The wording is not universal: some sources use “Attainable” instead of “Achievable,” or “Realistic” instead of “Relevant.” This guide uses Achievable and Relevant, while explaining how to apply the tests.
What does SMART stand for?
SMART is a checklist for drafting and evaluating goals. George T. Doran introduced the acronym in his 1981 article “There’s a S.M.A.R.T. Way to Write Management’s Goals and Objectives” in Management Review, according to the Project Management Institute (PMI). Its terms have since been adapted. PMI records variants including Actionable or Assignable, Reasonable, and Time-framed; the Chartered Management Institute (CMI) notes that sources differ in how they use achievable, realistic, and relevant. See CMI’s explanation of wording variants.
- Specific: The result and its scope are clear.
- Measurable: A metric or observable test shows whether the result has been achieved.
- Achievable: The target is feasible given the available resources and constraints.
- Relevant: The result matters to the mission, project, user, or problem it is meant to address.
- Time-bound: The goal has a deadline or defined time window.
How to write a SMART goal
Start with the result you want, then make its scope, measurement, feasibility, purpose, and timing explicit. A goal can be clear but unmeasurable, measurable but irrelevant, or ambitious but impractical; check all five dimensions together.
- State the result with an action verb. Start with a verb such as improve, reduce, increase, implement, or complete.
- Define what is included. Specify the people affected, deliverable, or scope so readers know exactly what will change.
- Choose a measure and, where useful, a baseline. Use a percentage, count, rate, time, cost, quality threshold, or other observable test. A baseline makes the intended change easier to assess.
- Check feasibility. Compare the target with current performance, staffing, skills, budget, authority, and other constraints. A goal should require effort without depending on resources or control you do not have.
- Explain why it matters. Connect the outcome to the underlying problem, a user need, the project charter, or an organizational strategy.
- Set timing and accountability. Name a finish date or time window, an owner, and a point at which progress will be reviewed.
PMI project guidance stresses that objectives need target dates, and UF/IFAS describes a time-bound goal as having a starting and ending point. A deadline makes the intended period clear; an owner and review point make it easier to tell who will monitor progress.
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SMART goal examples
Healthcare reporting
The Betsy Lehman Center publishes this example: “Over the next six months, 90% of laboratory test results will be shared with both the primary care provider and patient within 48 hours.” It names the results and recipients, sets a 90% target, defines the service interval as 48 hours, and limits the objective to six months.
Project delivery
A PMI project example is: “Design, Build and Implement a new inventory management system replacing 3 redundant inventory systems by 2nd quarter 2007.” It names the deliverable, identifies what it will replace, and gives a deadline. The example is historical; its date is part of the original wording, not a current target. See PMI’s project-scope guidance.
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PMI’s published examples show how measurable targets can cover different kinds of work:
- Provide deliverable estimates within 10% of actuals during the first six months, then within 5% during the next six months.
- Reduce severity-1 defects to zero and severity-2 defects to fewer than five from January through December.
- Increase division revenue by at least 15% by fiscal year-end while reducing costs by at least 5%.
These examples pair a target with a period or deadline. For a goal you write yourself, also make sure the person accountable has the authority and resources to influence the outcome. See PMI’s workplace-feedback examples.
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How to tell whether a goal is actually SMART
Use these questions to review a draft before adopting it:
- Outcome and scope: Can someone tell what will change and what is included?
- Measure and baseline: Is there a defined way to assess success, and is the starting point known when a change is being measured?
- Feasibility: Do the people responsible have the skills, budget, authority, and time required?
- Relevance: Does achieving this goal address the problem or support the larger purpose?
- Timing and review: Is there a deadline or time window, plus a practical point for checking progress?
- Ownership: Is someone responsible for tracking or delivering the result?
Use the review to improve the objective, not just to label it. For example, adding a number does not fix a goal that measures the wrong thing, and a deadline cannot make an infeasible target realistic.
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What SMART goals can—and cannot—do
SMART is a drafting and evaluation framework, not proof that a goal will succeed. It helps make objectives clearer and easier to assess, but it cannot guarantee performance gains or account for every change in circumstances. Revisit a goal if its assumptions, available resources, or priorities change.
Be explicit about the A and R words your organization uses. “Achievable” and “Attainable” both focus on feasibility; “Relevant” emphasizes fit with the purpose or strategy, while “Realistic” is often used to stress feasibility. Sources do not apply these labels identically, so the important point is to test both whether the goal can be met and whether it is worth pursuing.
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