Quality in Healthcare

SMART Matrix

What It Is

• A SMART matrix is a communication and planning tool used to identify the specifics of actions or tasks.
• SMART stands for specific, measurable, attainable, resources, and time.
• It is an L-shaped matrix designed to capture the key points of a team’s project objectives.
• It provides a process to review how actions are being implemented around various attributes.

When to Use It

• When you need to analyze an implementation plan’s tasks to ensure they are on track.
• When you need to understand the amount of resources needed to implement a plan.
• When you need to understand how the various tasks are sequenced and related.

How to Use It

• On a piece of flip chart paper draw an L-shaped matrix with five columns labeled Specific, Measurable, Attainable, Resources, and Time.
• Write the implementation plan title in the upper left of the chart.
• Detail the specific tasks to be performed. Make the task statement detailed and well defined. The example in the figure below shows a combination of task and objective statements providing measures, outcomes, and time frames.
• For each detailed specific task:
• Define a measure or indicator that can be tracked.
• Determine how it will be attained in actionable terms that are realistic and feasible.
• Indicate the amount and type of resources required to complete each task identified.
• Identify the timeline for completion.
• Once you have completed the matrix, review the results with the implementation team to ensure that you have accounted for and recorded everything.
• Review the matrix to make sure the timeline is realistic and all tasks are not due to be completed on the same day.
• Review the matrix and get a feel for the total amount of resources required. Determine if they are available or if adjustments need to be made.

The figure below shows a table summarizing the detailed conversation generated by using the SMART matrix. Notes within the matrix indicate areas of resource constraints that require attention from project sponsors and department leadership.

Excerpted from Ron Bialek, Grace L. Duffy, and John W. Moran, The Public Health Quality Improvement Handbook (Milwaukee, WI: ASQ Quality Press, 2009), pages 209–210.