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unrealistic targets are not practical and achievable. you or you team will not able to achieve them Participant+Tracking+Form+Template (1).docx

As learned earlier in the module targets are equally important to the project as part of the ME plan.
Targets states the level that your project will meet by a certain date or what needs to be achieved by your project by the end of each phase
Defining your targets helps the people involved to have a common goal they are focusing on, depending on whether the targets are quantifiable, efficient and also if they are measuring the quality of services offered.
There's a thin line in setting realistic and unrealistic goals, since several factors are considered to avoid unrealistic goals.
The project member needs to lay down certain factors such as:

• Funding available for the project so as to make sure the targets meet the available resources and finances to avoid going overboard or incurring a huge difference between the set amount and the projected amount to be used

• The required outcome by donors or stakeholders is also a key factor to consider.

• Data should be used in setting targets rather than feelings to avoid being too optimistic or pessimistic

• Historical trends should be consudered as it giveds past informatiion, in a way that mkaes etting targets easier

Step One: Understand the Customer's Problem
When you receive an unreasonable request from a client, your first response might be confusion or exasperation. Maybe the client has changed their mind all of a sudden or is asking you to do more for the same money.

Remember that your client is not trying to be difficult deliberately, they just don't understand the impact that their request will have in terms of quality, budget, or time. You might know that their demand is unrealistic, but they don't.

So, even if you're frustrated, do your best to remain calm and professional. Proactively managing your emotions in this way will enable you to stay in control, and to prevent matters from escalating if exchanges or negotiations become tense.

Try to understand why your client believes their request is reasonable. Listen actively to them and look at the problem through their eyes. Are they under pressure from senior bosses? Are they fully aware of the procedures you need to follow?

Make a genuine effort to solve the client's problem and demonstrate empathy. For example, tell them that you can see why they would like it that way and that you're sorry their request doesn't fit into the current schedule. Follow up by asking whether there's anything else you could do to improve matters (though do stop short of simply giving in to the client's demands).

Establishing rapport in this way will help you to manage their expectations better and increase your chances of finding a happy resolution. It can also help to prevent your relationship from breaking down, and to protect your reputation. A dissatisfied or angry customer could post negative reviews or comments about you on social media, for instance.
Step Two: Explain Your Situation
If you have received a request to do something that you don't think you can deliver, the first thing to do is make sure that your initial assumptions are correct.

Check that your refusal doesn't breach the terms of your original agreement and, if it doesn't, refer your client back to it. If you're still unsure, get a second opinion from a senior colleague, who might have an alternative solution that you haven't thought about yet.

If your colleague agrees that nothing can be done, you'll need to go back to the customer and justify your decision to them. Be friendly, but firm. You don't want to come across as dismissive or unsympathetic.

Explain your situation in a way that they will understand. Avoid using jargon or general excuses like, "I'm sorry, but our systems won't allow that." Your client won't know anything about your systems or particularly care about them. Share as much information as you can about the processes that you use and emphasize why these take time.

If the problem is to do with the budget, be as transparent as you can about the costs involved and explain why some resources cost what they do. But, don't overshare! Stop short of discussing things like your profit margins or the markups that you need to achieve on your products or services.

If your client still doesn't understand why you can't do what they want and becomes unreasonable or rude, stay professional and avoid reacting in kind. Depersonalizing the situation can help here. For example, avoid using "I" or "Me" statements. Instead, say, "Our initial agreement didn't cover this, but if you can wait another week, we can get this over to you by next Friday."

Tip:
Many potential problems can be prevented by preparing a clear, "ironclad" brief before work begins. This should set out deadlines, budget and specifications for the project.

Make sure that your client agrees to the brief before work begins and update them on your progress regularly to help avoid any nasty surprises.

Step Three: Resolve the Problem
Once you've explained the situation to your customer, try to resolve it by using one of the following strategies:

1. Find a Win-Win Solution
   When you understand the customer's problem and he accepts your position, you can start to work together to find a win-win solution. Ask them whether the product really needs all the "bells and whistles" that they originally requested and give them an alternative. Could you perhaps produce a less complex product for the customer earlier, or for a lower cost?

Make sure that any alternatives you do offer are feasible before you suggest them. For instance, if you bring forward a deadline, what impact will it have on your team's workload? How will it affect the budget?

Avoid suggesting a solution that falls short in all three categories of the Iron Triangle (time, budget and quality). You don't want to make an already delicate situation worse. Your customer will likely understand by now that what they want is unrealistic, but they are unlikely to back down on all aspects of their request. Be sure to preserve their dignity at this point!

2. Make a "One-Time-Only" Offer
   Your customer may be important enough to your business for you to consider making an exception to the rule, even if it means asking staff to work a few extra hours or calling in favors from your own suppliers.

However, if you do decide to go this way, proceed with caution. There's a danger that by agreeing to their demands you'll open the floodgates for similar requests in the future. If other clients get to hear about the special treatment you're giving to your customer, they might expect the same from you, too.

Be absolutely clear that this is a one-off. In most cases, the customer will appreciate your effort, particularly if you make it clear how exceptional the deal is. It might even help to strengthen your relationship.

3. Refuse Politely
   If what your customer is asking for exceeds what you can actually deliver, be honest with them. Committing to a request that you can't possibly fulfill will only make matters worse and could damage your relationship in the long run.

Remember, you don't need to be aggressive when you refuse their request, just assertive. Thank the customer for their initial commitment to you, and stress that if you could achieve what they are asking for, then you would.

Taking a step back from your customer's unrealistic request in this way doesn't need to mean the end of your deal. In fact, it could be just the beginning of another phase of negotiation.

4. Know When to Walk Away
   A point may come when you realize that your customer simply won't see reason.

If they continue to demand more than you can deliver, or becomes aggressive or rude, it may be best to complete the contracted work to the best of your ability and then end the relationship.

Be polite but firm and suggest that the customer find an alternative supplier. Even at this late stage, your refusal may be enough to prompt them to rethink their request. So, leave the door open for as long as you can once you've explained the situation. It's essential that you always gain the support of your manager if you need to do this.

It is very common to set unrealistic targets, especially for inexperienced people. The repercussion is you will feel that the team is not performing yet it is the targets that are unrealistic[link text]

Careful development of data collection is very important. I feel that this process must be participatory and cannot be done solely by one person

Unrealistic targets are targets that cannot be met, considering all the available resources and information.

I believe Programs tend to have either really low targets, sometimes even lower than their baselines, and others tend to have too ambitious targets that doom it to fail

I believe Programs tend to have either really low targets, sometimes even lower than their baselines, and others tend to have too ambitious targets that doom it to fail

Unrealistic targets are those that cannot be achieved whether all risk and assumptions are avoided..If all things worked out as planned, the targets would still not be achieved.

Unrealistic targets are those that cannot be achieved whether all risk and assumptions are avoided. If all things worked out as planned, the targets would still not be achieved.

What will happen if the targets set were impossible to achieve?

Targets should be high but also realistic, otherwise, they may not be achieved. Also, there should be room for adjustment in the case of a target thatvis too high.

I find unrealistic targets more of a starting point before people start adjusting to the most achievable. I think they should be discussed inorder for the team to think more before it gets easier though it runs a risk of taking some time.

I find unrealistic targets more of a starting point before people start adjusting to the most achievable. I think they should be discussed inorder for the team to think more before it gets easier though it runs a risk of taking some time.

I find unrealistic targets more of a starting point before people start adjusting to the most achievable. I think they should be discussed inorder for the team to think more before it gets easier though it runs a risk of taking some time.

Unrealistic targets center around wishes or hopes rather than what is achievable. These targets are not attainable, doable, or practical.

I find unrealistic targets more of a starting point before people start adjusting to the most achievable. I think they should be discussed inorder for the team to think more before it gets easier though it runs a risk of taking some time.

Je pense que nos projets nous devons avoir des objectifs réalisables pour donner un sens concernant ce que nous voulons voir à la fin du projet.

Dans nos projets nous devons bien organiser notre projet en fixant des objectifs clairs et réalisable.

Input indicators
This type of indicators measure the quantity, quality and timeliness of resources-human, financial and material technological and information provided for a project, program or activity.

Process indicators
These measure the progress of activities in a program or project.

Output indicators
Output indicators measure the quantity, quality and timeliness of the products (goods or services) that are the result of an activity, project or program.

Outcome indicators
They measure the intermediate results generated by programme outputs. Correspond to any change in people's behaviour as a result of project or program activities.

Setting an unrealistic target may lead to complication and failure of the project. It is better to set targets that are realistic usually based on historical data, using a baseline as this would ensure that the project is on track.

Being realistic with targets can be difficult when there has not been a pilot project. I'd prefer to err on the side of conservative targets when the project is in its first implementation.

What are definitions under m&e plan?
Is there short cuts in data management ?

Setting unrealistic targets is not good for a project. We do not want to set targets that might not be possible to achieve. This would also affect the project.

One should set realistic targets but they should be ambitious.
If unrealistic targets are set it would cause stress among staff and misunderstanding of the project.
Setting realistic targets ensures a good job done.
For example if your project is distributing food to drought stricken families and those families are in four counties, you can't set a target like, the four counties will get the food in a week .
It is ambitious but unrealistic since you can't reach all the four counties in such a short time.

how to select strong indicators?

Targets that are unrealistic may cost a lot of money and one might risk not getting the necessary outcome.
Setting targets that are practical should be taken into consideration since time and money is of essence

Unrealistic targets causes the research to be unsuccessful. One needs to focus on what is to be achieved and how it is being achieved with the limited funding and manpower to get the task done.

Unrealistic Targets are targets that may not be acheivable due to different reasons such as due to time, resources, availability of the necessary expertise and other external factors.

I agree with this idea. Because it demotivate the expertise in one way and the other

Thank you. for having me here. this module is so interesting topic in project management. I learned so many things.

Unleastic targets, are the targets that are not acheavable, by maybe setting a very high number or percentage that can not be accomplished within the set time

To set targets like an M and E expert, we will need to use data, not feelings, to set targets

Un realistic targets are not measurable and means of measurement are expensive or beyond the value of the output required.

Targets have to be ambitious but realistic taking into consideration the risk involved, resources (time, human, funding, capacity) to have them achieved.
Setting unrealistic targets i.e. either too lofty or underwhelming affects impact of project.
There has to be a balance between the two sides.
Also when new developments spring forth, adjustments have to be made to accommodate these changes.

A problem I have encountered is when there is no baseline and stakeholder expectations are the main drivers of targets. We were unsure how to predict how many clients would take up a new product, nor were we sure how to determine what an ideal uptake rate would be. This lead to stakeholders feeling like the uptake rate was insufficient. We ended up pursuing a different project that guaranteed better uptake rates but that failed overall because the natural uptake rate was much lower than what was being pushed for my management. Even a small, preliminary study would have assisted in this regard.

Projects often come with unrealistic targets and expectations. This can lead to a lot of stress and pressure for those involved. It can also lead to projects taking much longer than expected and not being completed to the desired standard. It is important to set realistic goals and expectations for projects, so as to avoid any unnecessary stress and wasted time and effort.

It is important to know what your targets are so that you can monitor and evaluate the impact of your project. Even though it is good to have high goals, the targets need to be realistic in order to make a difference. You can't have a target being "0% of females in this village will be poor", this is not likely to happen although you want it to happen.

Interesting topic! Now I know how well to set realistic and ambitious targets. Adjusting targets is also something new i didn't know before. The course is very important for us as new learners

Les cibles doivent etre definis en fonction des indicateurs fixes! Si les indicateurs fixes ne sont pas obectifs, il est difficiles d''atteindre des cibles realistes

unrealistic targets are not practical and achievable. you or you team will not able to achieve them Participant+Tracking+Form+Template (2).docx

Unrealistic targets are usually set without fully taking into consideration risk and assumption. This could be place unnecessary pressure on implementing staff and may lead falsifying data in order to come close to targets thus targets should be carely considered before they are set

It is very important to be ambitious in your targets because, if you aim for the sky, you may fall among the clouds even if you cannot reach the sky.

Above all, your targets must be realistic and achievable; otherwise, it is like setting yourself up to fail.

It is very important to set ambitious targets for your projects and in setting this targets as an m&e expert it very advisable to use key sources before you set your targets namely; Experts opinion, research on previous projects, stakeholders expectations and budget line. These various factors will hinder one from setting unrealistic targets. Unrealistic targets are not healthy for projects because there cannot be realised and dampens the image of the organisation when its not achieved.

Unrealistic target can be discouraging both to team members and donor, therefore it is most important to consider alot of factors and information before setting realistic target, this includes previous research work done and expert advice.

Unrealistic targets can make you feel like you have overachieved or underachieved when that may not be the case. Setting targets that are Specific, Measurable, Achievable, Realistic and Time Bound are key to project monitoring and evaluation.

Unrealistic goals in a project are a good thing because they keep the project motivated and trying to do better all the time. That's also a big win for everyone engaged in the project: they'll always get the best version of the project.

Having an Ambitious is good for every policy and project, but too much ambitious leads to project failure. The M&E planner should adjust the time and resource with targets. In this respect, the collection based-line data is relatively important in order to know the current situation. Combining the result from based-line survey and the historical trend of the indicator, the team need to carefully set up the realistic targets.

Setting unrealistic targets can have both positive and negative consequences depending on the situation. Here are some points to consider:

Negative consequences of setting unrealistic targets:

Decreased morale: Employees may become demotivated if they feel like they are being set up for failure, which can lead to decreased morale, decreased job satisfaction, and decreased productivity.

Increased stress: When targets are unrealistic, employees may feel overwhelmed and stressed, which can lead to burnout, absenteeism, and turnover.

Reduced quality: In an effort to meet unrealistic targets, employees may cut corners or rush through tasks, which can compromise quality and lead to errors.

Damage to relationships: When teams are unable to meet unrealistic targets, it can lead to blame and finger-pointing, damaging relationships and undermining collaboration.

Positive consequences of setting unrealistic targets:

Increased motivation: For some people, unrealistic targets can be motivating, pushing them to work harder and be more creative in finding solutions.

Improved performance: Although setting unrealistic targets can lead to stress and decreased morale, it can also push individuals and teams to achieve more than they thought possible, leading to improved performance.

Innovation: When faced with unrealistic targets, employees may be forced to think outside the box and come up with new and innovative solutions to meet the challenge.

Learning opportunity: Even if the targets are not met, the process of striving for them can provide a learning opportunity for employees and help them develop new skills and knowledge.

Overall, setting unrealistic targets can have both positive and negative consequences, and it is important to weigh the potential benefits and drawbacks carefully when deciding on goals and targets for individuals or teams. It is important to set challenging but achievable targets that motivate and drive performance, rather than demotivate and hinder progress.

Unrealistic goals are goals that are not attainable, doable, or practical. These goals are set by individuals or teams with unrealistic expectations of their abilities and potential. They set overly ambitious, unrealistic goals, and frequently impossible to meet.
Practice setting and enforcing boundaries. ...
Consider your supervisor's intentions. ...
Solicit help from your coworkers to reach goals. ...
Meet with your supervisor and offer feedback. ...
Create a workflow timeline that can help you succeed.

A urealistic target is one that can be met with the resources you have available to you. Resources might include time, money or access to other people to help you. The target should also be relevant and useful to you. For example: Unrealistic: I'm going to read 30 books on astronomy by tomorrow.

Unrealistic Targets are made most times when there is no access to adequate information. Unrealistic Targets are also most likely made in project providing new type of services because of lack of baseline for comparism. However since there is room for Targets to be adjusted, Updating and reviewing the Log frame at intervals should guide in adjusting Target in the course of the implementation of the project.

You are very right. However watching the video on Setting Target, It was explicitly stated that in setting target, Risk and assumption should also be put into consideration.

you have try to avoid unrealistic target because if your target is not realistic then you may end up disappointment

you have try to avoid unrealistic target because if your target is not realistic then you may end up disappointment

we have to avoid unrealistic target otherwise we may end up disappointment

Its really clear, learnable and interesting.

Realistic is target that is unachievable.

what is a midline targets?

what is a midline targets?

Unrealistic targets are targets that don't align with the indicators, these targets portray a different message from the indicators. They are also targets that are made without consideration of reliable data. These targets are unrealistic making them unreachable.

Unrealistic can only lead to confusion

Unrealistic targets can lead to project conflicts

Most project failures are as a results of having unrealistic targets

Unrealistic targets are a cause ,

unrealistic targets are targets that are not attainable, doable or practical

To me personally, the issue of unrealistic objectives are those that we should not include to achieve certain goals set or achieved at the end of the project, that is to say that defining unrealistic objectives for our project will not motivate both the donor partners as well as the project team itself. I have to confirm here that it is not necessary to define unrealistic objectives at any time for our project.

unrealistic targets are targets that are not attainable, doable or practical

unrealistic targets are targets that are not attainable, doable or practical

Setting unrealistic targets, you will be shooting yourself down. if targets are too high you will fail to meet them and at the end you fail to achieve the objectives. if too low there are chances of sub standard and the donors may fail to see the value for money.

unrealistic targets are not practical and achievable. you or you team will not able to achieve them

100% of community members reche with oral health education within three months in Tanzania

Unrealistic targets can lead to disappointment for the whole team. It is good to set ambitious but realistic targets which can be adjusted according to the available resources. Set targets by looking at reliable sources, collecting data or starting at zero. Historical trends can also help in setting realistic targets.

Some times the reason for unrealistic targets might be to impress the donors and maybe get more funding.

puts workers under alot of stress

Unrealistic targets are goals that are set so high that they are almost impossible to achieve. These targets can be detrimental to an individual, team, or organization because they often lead to stress, burnout, and a decrease in motivation.

If you are a starting your NGO from scratch whitout any resource to get access on how to set a good target, what alternative do you have to do not set unrealistic targets ?

Unrealistic targets can result in several negative consequences;
They can lead to inaccurate measurements and skewed data. When targets are set too high, it can be difficult to accurately assess progress, as it may not reflect the reality of the situation on the ground. This can lead to inaccurate reporting, which can ultimately undermine the credibility of the M&E process.

Unrealistic targets can lead to demotivation among program staff. When staff are expected to achieve targets that are unattainable, it can lead to frustration and a sense of failure. This can result in staff disengagement, which can ultimately lead to program failure.

Unrealistic targets can hinder the ability of M&E to accurately assess the effectiveness of a program or project. When targets are set too high, it can be difficult to determine whether the program or project is effective or not. This can lead to an inaccurate assessment of the impact of the program or project, which can ultimately result in a misallocation of resources.
To avoid unrealistic targets in M&E, it is important to set realistic and achievable targets based on a thorough understanding of the context in which the program or project is implemented. This can be achieved through careful planning and consultation with stakeholders, including program staff and beneficiaries. Additionally, it is important to regularly review targets and adjust them as necessary based on progress and changes in the context. By setting realistic targets and regularly reviewing progress, M&E can effectively measure the success of a program or project and make informed decisions about its future direction.

Unrealistic targets can lead to demotivation among program staff. When staff are expected to achieve targets that are unattainable, it can lead to frustration and a sense of failure. This can result in staff disengagement, which can ultimately lead to program failure.

unrealistic targets can hinder the ability of M&E to accurately assess the effectiveness of a program or project. When targets are set too high, it can be difficult to determine whether the program or project is effective or not. This can lead to an inaccurate assessment of the impact of the program or project, which can ultimately result in a misallocation of resources.

Its always good to set targets which the team can achieve.

I have noticed that some of the targets set by the M&E Team are unrealistic and may not be fully/partially fulfilled.
How do we tackle the situation.

I have been in a similar situation where we offered training to a specific segment for a specific course, but the participants wanted careers in other fields. Half way the training program, it felt like the target audience, the targets, everything needs to be revised from scratch.

UNREALISTIC TARGETS

Hallo every one on this platform am seeking to learning more on this module about identifying indicators since i started i failed to understand it well so incase any has more ideas he/she can share with me

Unrealistic target are those target which are not clearly specified. Measurability is vague, the scope and scale is to big that are not feasible to be completed within the specified timeline.

Unrealistic targets are target that may not be achievable due to short time frame given, people on the ground are not consulted about the targets needed for the implementation.

I think setting targets can be an overwhelming process if the objectives and the indicators are not clearly defined from the offset. Meanwhile, what is most helpful in the process of setting targets is reviewing the M & E reports of previous projects from likeminded organization. The experience and data from other reports can provide insight to your design.

Data collection tools can protect the integrity of your research, allowing you to identify and resolve discrepancies before drawing conclusions. Providing references for future projects: The storage capabilities of data collection programs can enable you to save your work and reference them for future projects.
Data Management its also the Process of collecting, analyzing, safeguarding and storing data.

reaching targets its about the success

Interesting section about unrealistic targets. I was a little surprised at how the course noted that it was acceptable to change targets (perhaps downward if conditions necessitate it) as necessary. I'm assuming that USAID would approve the original targets, so I would think that USAID would have to approve any reduction in the targets. I liked Peter's idea of creating targets that are somewhere between a non-risk environment and a risk-filled environment.

Unrealistic targets can look achievable but not considering the efforts , inputs and the other assumptions taken in consideration.

They are sometime conceived as difficult task to do after intervening each target and paying keenly attention to details of each target set.

unrealistic Targets are the targets which are unachievable by the project and project objectives.

Unrealistic targets leads to lack of careful planning, inaccurate estimation of cost and also ineffective communication between all the participants involved in the project.
To avoid unrealistic targets one should practice setting and enforcing boundaries and also create workflow timeline that can help the organisation succeed.
Unrealistic targets if not taken with care can lead to disappointment to donors and frustration.

Unrealistic targets leads to lack of careful planning, inaccurate estimation of cost and also ineffective communication between all the participants involved in the project.
To avoid unrealistic targets one should practice setting and enforcing boundaries and also create workflow timeline that can help the organisation succeed.
Unrealistic targets if not taken with care can lead to disappointment to donors and frustration.

A question is not showing up on my screen. However, Unrealistic targets is a topic I'm interested in. How do M&E practitioners effectively set targets without letting thoughts/feelings/preconceived notions influence their decisions?

A question is not showing up on my screen. However, Unrealistic targets is a topic I'm interested in. How do M&E practitioners effectively set targets without letting thoughts/feelings/preconceived notions influence their decisions?

These are targets set without proper formative research done by the principal researcher. They might by internal or externally implicated by the donor or stakeholders. Thus it is necessary to breakdown the main target to first quarter and mid term so as to keep in check on whether to adjust the main targets based on funding availability and other inevitable factors.

Unrealistic targets will most likely be advised by being too overoptimistic or relying too much on our biases. Setting unrealistic targets will likely lead to disapointing outcomes since it will not materialise. setting unrealistic targets poses a danger to the organisation in form of demotivated staff, unhappy donors and demoralised managers.

Unrealistic targets can put too much pressure on the team, bringing about stress, unproductivity, and a lack of creativity to propose solutions. It is best when our targets are more reachable, yet ambitious enough to provide a much-needed nudge to reach an outstanding level.

Unrealistic targets might include timelines that are too short or too long. It is important to consider building additional time, as a safeguard, in the event of unforeseen circumstances.

Unrealistic goals are goals that are not attainable, doable, or practical. These goals are set by individuals or teams with unrealistic expectations of their abilities and potential. They set overly ambitious, unrealistic goals, and frequently impossible to mee