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A paper based on the Instructor's Resource Kit, Module 1,
Managing the Implementation of Development Projects, by Jerry Brown under the
direction of John Didier, World Bank Institute, Washington D.C., 1998. Robert
Youker may be reached at bobyouker@worldnet.att.net
and John Didier at jdidier@worldbank.org.
Published here April 2003.
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Summary
As we have just seen:
- The hierarchy of objectives results in a logical framework that involves
both a vertical and horizontal logic.
- The vertical logic answers the Why-How questions, also referred to as Ends/Means
or Objectives/Strategy.
- The horizontal logic deals with measures of results and assumptions, the
if-then relationships.
- Planning can begin at any vertical level of the hierarchy and then proceed
in an up-down direction until all levels of the hierarchy are complete.
- These levels are called: policy, strategic, and operational, and each
has corresponding objectives.
We have also seen that the interests of different levels of management within
an organization, i.e. top, middle, and operational, typically correlate with
the hierarchy levels:
- Top management is interested in policy and policy objectives.
- Lower management wants to know about operational objectives.
While the hierarchy of objectives is primarily a tool for use by project planners
and stakeholders during the pre-implementation phases of the project life cycle,
project managers and post-project evaluators can also use it.
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Horizontal
Logic
