Commenting on my advice to Unwilling Reviewer, several respondents described the need for a precise description for what "done" means on any assignment or project. Well, kind of. Certainly, every formal project management methodology I've ever seen includes this as a requirement for a successful project. It's one of those ideas that's hard to argue with, even though it isn't always true, or even possible. Projec Commenting on my advice to Unwilling Reviewer, several respondents described the need for a precise description for what “done” means on any assignment or project.Well, kind of.Certainly, every formal project management methodology I’ve ever seen includes this as a requirement for a successful project. It’s one of those ideas that’s hard to argue with, even though it isn’t always true, or even possible. Projects chartered to build a product can only succeed if the project team has a clear understanding of what the product is supposed to be and do. So far so good. But how about the project that creates that description?The fact of the matter is that many projects and assignments are, by their very nature, open-ended and uncertain. If, for example, I agree to help a company develop a supply chain strategy, just how precise can the description of my deliverable be? The answer is, not very: If if was possible to create a precise description, the project wouldn’t be necessary.This certainly doesn’t mean this kind of project is completely open-ended. It does mean the boundaries are softer and more pliable than those in a development effort. And that’s as it should be. It’s true that some employees can’t succeed with this kind of assignment. The way to solve this isn’t, however, to make the specs more precise. It’s to assign employees who can succeed when given only a general account of what’s needed.– Bob ——– Technology Industry