Are you solving the right problem? Turning insight into action
Part 2: From objectives to outcomes
So, you have elicited and captured the requirements, identified the root cause, or causes, and built a clear picture of the problem, which has called for the need of a project. Now the target end state of the business at the close of the project needs to be clearly defined: the objective.
What is the objective?
Let us be clear what we mean by ‘objective’ from CITI’s perspective. Projects often have multiple ‘objectives’ which might include products, processes, outcomes, benefits, or other results; this is confusing. So, we use the word objective to describe the singular end state which marks the close of the project. The other so-called ‘objectives’ are not ignored – they are framed using more appropriate terms, e.g., impacts, benefits, or critical success factors (CSFs). These are often driven by individual stakeholders’ agendas or differing views of what they feel the outcomes should be. At CITI, we know that calling everything by the same name, ‘objectives,’ creates confusion and lack of clear direction.
This means, there can only be one objective: a clearly defined end state that all senior stakeholders are aligned on, and committed to achieving, by the close of the project. The other aims, normally called ‘objectives’ do not describe the end of the project, but things that must, or should, happen during, or after, the project.
Any elements essential to successfully achieving the objective, should be reframed as Critical Success Factors (CSFs); they qualify the objective – by setting conditions that must be met for the project to be seen to succeed at the point of closure. Post-project outcomes are not called ‘objectives’ they are identified either as outcomes, impacts, or benefits, and are the consequences of the project, typically, occurring post-closure, after the project has met its objective. We will explore CSFs further on in the blog; impacts and benefits will have to await another opportunity for discussion!
Problem
statement is clearly defined
Objective
of this proposed change initiative
Outcomes
that stick!
From Problem to Objective: Finding the right direction
Once the problem statement is clearly defined, focus needs to be obtained by identifying the objective of this proposed change initiative – which should be one objective statement that describes the target end state of the business once the project is complete. It is crucial for the key stakeholders to fully align on this objective statement, as it is, ultimately, when the project leaves its legacy to the business-as-usual operations. Ambiguity around the objective, or consideration of multiple objectives, will cause stakeholders to be split in terms of what their focus and priorities are. This is why a single clearly defined objective, which key stakeholders are aligned on, is critical. It ensures lasting buy-in throughout the change initiative and provides clear direction for the project. The Sponsor and, in particular, the Senior User, must buy-in to the objective statement, as they are responsible for ensuring the deliverables are integrated into the business and the intended benefits are realised. Both of which, typically, occur post-project.
At CITI, we place particular emphasis on getting this step right. We work closely alongside our partnering organisations to facilitate focussed sessions with the right stakeholders in the room, ensuring alignment from the start and keeping the conversation rooted in the right space, and not prematurely drifting into exploring solutions.
From Objective to defining Success: Defining Critical Success Factors (CSFs)
Once a clear shared objective has been established, the next question to focus on is:
What must happen for us to successfully achieve it?
This is where Critical Success Factors (CSFs) come into the conversation. These are not generic tasks or KPI’s – they are specific, non-negotiable conditions that must be met for the project to be viewed as having successfully finished. If even one is missed, the project will fail even if the objective is achieved.
For example, if a project had an objective to implement a new customer support system, a CSF might be: There must be no deterioration of service levels during staff training on the new system. To meet this CSF, the Sponsor may need to secure additional funding to backfill staff during training periods.
CSFs help make better decisions under pressure, guide resource allocation, and help maintain focus when complexity and competing priorities arise. They also provide a shared understanding of what truly matters – helping align leadership, delivery teams, and stakeholders around the conditions for successful delivery.
This is where CITI adds real value. We work with organisations to define and validate their CSFs early – before delivery begins. This early clarity prevents divided effort, helping stakeholders, managers and teams prioritise what truly matters, and ensures execution stays tightly aligned with the objective.
From CSFs to Outcomes: Defining the right Deliverables
With the problem clearly defined, the objective established, and the CSFs in place, the next step is to shape the right deliverables. These are the projects outputs – they must be designed to directly address the root cause of the problem/s or satisfy a CSF. The right deliverables combine to provide the capability that will bring the solution to life and move the organisation to its desired end state with purpose and precision.
Final Thought
At CITI, we partner with organisations to ask—and answer—the challenging questions, but also the right questions. From capability assessments to strategic change planning, we guide teams to define the real problem, build the right solution, and deliver outcomes that stick.
If you are not sure whether your current projects are solving the right problem, now’s the time to take a closer look. Because no matter how good your solution is—it only works if you are solving the right thing.
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