Specific and Succinct: The goal should state exactly what the project is to accomplish. It should be phrased using action words (such as "design," "build," "implement," etc.). It should be limited to those essential elements of the project that communicate the purpose of the project and the outcome expected.
Measurable: If you can't measure it, you can't manage it. In the broadest sense, the whole goal statement is a measure for the project; if the goal is accomplished, the project is a success. However, there are usually several short-term or small measurements that can be built into the goal. Caution: Watch for words that can be misinterpreted such as; improve, increase, reduce (by how much?), customer satisfaction (who decides if they're satisfied and how?), etc. If you must include them, be sure to include how they will be measured. If you use "jargon" terms, be sure that everyone who reads them interprets them the same way.
Agreed-upon: Does everyone in the organization have to agree that the project is necessary and desirable? No. Then who? Obviously, those who must do the project need to agree that it is necessary. Realistically, those individuals who control the resources necessary to get the project done need to agree that it is important. In addition, those who will be impacted by the project should agree that it needs to be done. Beyond that, agreement about the project is not likely to impact your ability to get it done one way or another.
Realistic: A project needs to be both possible and appropriate. On the possible side, the skills, knowledge and abilities to actually complete the project successfully should be readily available to the project team. On the appropriate side, the project itself should be something that makes sense for the organization to undertake.
Time-framed: The deadline for delivery is usually one of the first things you'll find out about a project. Including this promised delivery date in the goal statement ensures that the team is constantly reminded of it and that the organization has an idea of when the project output will be delivered. Remember Parkinson's Law: "Work expands to utilize all available time."
As mentioned above, good project goals are short - usually less than 50 words. You should be able to tell someone your project goal in an elevator ride going less than three floors.
