project planning and management

series 370

ACKNOWLEDGEMENT
The Project Planning and Management Series
consists of a set of manuals and associpted

modules presenting practical approaches, tools

and
management. (See list on back cover). A product techniques for project planning and

of the Government of Jamaica/USAID

National Planning Project (197e-1980), the series
ment Resource Team (PDRT) of PAMCO for was developed by the Project Develop.
use in "action-training" workshops and

reflects extensive experience in training and

project development. All present PORT

members are contributing authors and have

worked together in writing, revising and
publishing the series. Special credits are due
to Dr. Merlyn Kettering for design and
development of the series; Dr. Bruce Brooks
for writing final versions of many modules;
Mrs. Marjorie Humphreys for assuming primary
editing
for organizing draft papers into more useful materials; and producvion responsibility and
since 1979, for designing the cover and improving Mr. Lascelles Dixon, head of PORT
Christine Hinds and Miss Linette Johnson for many of the illustrations; and Mrs.

typing the drafts and final manuscripts.

Any commentson the series and its usefulness

are welcome.

Marcel Knight

Managing Director

PAMCO

March, 1980

Uistributed With Permission

of PAMCO
Development Projectby
Management Center
Office of International Cooperation &Development
Contributing Authors: U.S Department of Agriculture.
elyn Keterng Room 4301 - Auditors Building
Bruc Brooks Washington, D.C. 20250
Conrad Smikle

Lascelles Dixon

Michael Farr

Marjorie Humphreys

Published by:
Thi Project Analysis & Monitoring Co. Ltd. (PAMCO)
Inter-Contineal Hot-, 4th Floor
Kingston, Jamaica. W.I
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MODULE,1!

DEFINING, PROJECT OBJECTIVES

k,6
u e 'F.oo/

A. PREREQUIS1TE-S: Module 16 - Project Area Analysis

Module 32 - Environmental Analysis &
Institution Building Model

B, VISCSIsON:

A project objective identifies the expected achievements

at the end-of-project point in time.
A project is not of a project

necessarily

confined to one objective.

A number of specific sub-objectives

can be arranged
in a hierarchy

with the main objective at the top. Objectives determine

tion the project will take with the variety of activities the direc
determined

by the objectives of the project.

The management of these activities will determine whether

reaches its main objective.
At an early stage in.planninq,the project

objectives must be stated even if some project

necessary detail may not yet

have been developed.

As the project plans progress,
the objectives

may be refined and expanded.

Dec ding on Objective6

Project managers and others involved in formulating

the project know

that every development project must eventually be funded.

It is

usually apparent to them that funding will

not be forthcoming
the project measures up with regard to certain criteria unless

used to evaluate project objectives. Therefore, a project that are

must be formulated in sufficient depth to permit evaluation proposal

objectives in terms of the selected evaluation criteria..

of the

managers must formulate objectives in terms that translate Project

into the project evaluation criteria if they are to directly

direct
analysis properly, as the project moves towards approval. further

mus*t be acceptable in terms of these criteria or the Objectives

proposed

project is not likely to be approved.

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Material

CVLteA'aL 6o Evatuattng Objee.t&Wve

The objectives of any project really arise out of the criteria by

which projects are judged and finally implemented. The project

criteria that have universal acceptance are difficult to determine,

but the criteria listed below are listed for consideration. They

are seen )planning objectives as well as objective evaluation

criteria:?b

1. Maximize direct benefits to users

2. Maximize returns to investors

3. Minimize cost/quantity ratios

4. Minimize time until introduction

5. Maximize indirect effects on the development process

- reduce'unemployment or underemployment
- increase income and wealth redistribution
- increase favourable balance of payments
- reduce inflation

- increase economic growth ratio

- increase national savings.

- promote further development and other projects

frequently considered in development projects

6. Employ maximum use of indigenous, under-utilized resources

7. Diversify the economy

8. Concentrate effort in least developed culture

9. Promote national integration of desperate culture.

This list is expanded to include two additional objective evaluation

criteria which were not included in the reference list but can also

be used to define the appropriate scope of project objectives.

These are:

10. Maximize foreign exchange earnings, and

11. Minimize the use of foreign exchange earnings.

(1)Development Project Management: An Integrated Approach to Project

Planning and Implementation, Planning Processes-and Project Manage

ment.

Raymond Rodosevich. Graduate School of Management, Vanderbilt

University, U.S.A. February, 1974, pp. 19 and 20.

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These-criteria give the planner the appropriate

writing the initial project objectives. They aredimensions
broad and
for

general,

but objectives based on these criteria can be refined at later

stages when greater knowledge permits refinement and assignment of

priorities which must be done to satisfy the needs and desires of

the supporters of the project.

As project planning evolves and analysis permits more detailed

planning, the objectives are broken into a

number
These sub-objectives are measurable and are-relatedof tosub-objectives.

(MILESTONES, SEE MODULE 10) as the projects progress.

key events

Pwobtem Statement and Objectives Preparation

The management of a project

needs to have, as far as possible, a
' complete and clear concept of the scope and environmental dimensions
surrounding a proposed project before formulating the project objec
tive and sub-objectives. Otherwise, objectives may be meaningless

inthe world of practical affairs.

These "real world practical

affairs" include such

things as level of education,
availability of raw material, income levels, nutritionaccess to jobs,

levels, and

cultural and social mores of the target population inthe project

area.

Objectives can take a

general form such as "achieve greater produc
tion", or they may take a
more specific form, i.e., "increise fish

production inArea C by 100% within four years".

An objective that

permits quantitative evaluation at some later time islooked upon

as an operationa2 objective. This objective isthe basis for a

specific action "increase fish production inArea C", and specifies

a definite

quantity that isexpet~ted to be attained by the end of

four years. Therefore, the degree of success or short-fall of the

project can be measured periodically as the project progresses by

referring to the expected increase infish production

four years.
At the end of the stated time an accurate atassessment
the end of

be made of the success of the project with respect to this specific

can

objective,

When planners move from general objectives to more specific ones,

they generally move from what isexpected to happen ultimately or

the end objec.,tive of the project to the mean of accomplishing the

stated specific objectives.

There is a hie,roit
=h
o6 objecttiva in every project. These resemble

a chain of ends - means, with an objective at the top which

by achieving a number of intermediate objectives that are theismeans

reached

to the higher end.

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If the planners pursue an intermediate objective that'is unfeasible,

because their analysis of factors surrounding the project isfaulty,

then there is a weakness in the ends - means logic. Objectives at the

top of the hierarchy of objectives will not be attained. The manager

needs to generate data as the project is implemented. This data is

used to check whether the assumed retationship between the intermediate

and top objectives actually does exist and to what degree.

Another problem arises when available information causes the planners

to choose the "wrong" means of achieving the project objective or the

"wrong" objective.. For example, the top objective

may be to improve

the nutrition level of rural people by increasing the production of

poultry and the subsequent consumption of the poultry by those who

produce it. The objective may not be reached because the rural

people have their own objective, e.g., they decide to sell the poultry

rather than eat it,and use the additional purchasing power to buy

clothing or household appliances.

Ifchecks are made before planning of the project, this very important

information will be revealed and the project end objective revised

to fit the real-world situation. Knowledge of people's tastes and

attitudes isneeded before planning projects.

The project objective may be the concern of several organizations or

government bodies. Raising fresh water fish production islikely to

be of interest to the Ministry of Agriculture because of its implica

tions to farmers; to the Ministry of Health because of its nutritional

implication; to the Ministry of Trade and Commerce because of its

implications for imports of capital goods and fish feeds if these

are not produced indigenously, plus the likelihood of increased

foreign exchange earnings iffish are exported, or a reduction of fish

imports that could save foreign exchange that may now be used to

purchase and import fish.

Each of these groups has a different top or main objective as far as

the project is concerned. Increased farm income may be the objective

of the Ministry of'Agriculture while the Ministry of Health views the

prime objective as one of raising the level of human nutrition. But

the different objectives are not mutually exclusive. Different

organizations simply state objectives differently depending on the

organization taking the leadership on the project. Each of these

different organizations has different perceived interests and respon

sibilities relative to their clientele groups.
The "best" projects,

i.e.,
the ones most likely to succeed, are those whose objectives are

mutually supportive.

Regardless of the organization originating the project and the clien

tele itserves, the project will need to develop objectives that fit

the development objective criteria previously listed on PAGE 2 and 3.

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Material

As a'consequence, the project islikely to serve the sub-objectives

or perhaps the top objectives of more than one group. Each group

who may be interested inthe project objective should be alerted to

the proposal and its objectives and be involved so that the project

planners will gain strength and support from as many groups as

possible.

Obje.tWve,6 in Confti&t

Each organizational group will ordinarily-have more than one over

riding objective. For example, a private business has these objec
tives: To maximize returns on investment, to satisfy its customers,

and to be competitive in all aspects of the business. Sometimes, but

not always, these objectives are inconflict. The conflict can be

resolved by carefully choosing the sub-objectives that are the mecnz

for reaching the end objective.

Other writers have this to say about objectives inconflict;(1)

"Objectives may be in conflict with each other.

For example, a

development authority may find that the objectives of recycling

investment funds may be in conflict with the objective of retaining

political support or there may be a conflict

between achieving an

early increase in food production and achieving greater equality in

rural areas. Several things can be said about conflicts inobjec

tives:

- Economic and financial objectives are often elements in such

conflict.

- Projects that have an overall favourable benefit-cost

relationship offer greater scope for resolving conflicts

among objectives because more resources are available

to satisfy objectives and entities.

- Objectives apparently in conflict can often be reconciled.

by ingenuity and creative innovation."

- Conflicts inobjectives often become evident only after

analysis and the elapse of time.

:(1) Etementz o6 Ptoject Management. Development Project Centre,

U.S.D.A. InCo-operation with Agency for International

Development. June 1976 p. 31 - 32.

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Material

Opw.ationo2Z Objective4
Detailed operational objectives, which are the statement of means,

usually include quantitative units of measurement. These may be

measured indifferent ways such as acres of land, calendar days,

percentage rates, physical units, e.g., boxes, bunches, tons,

hundred-weights, etc.
The opv. t.onat.Z or means objectives must

state clearly what quantitative units are to be used to measure

progress toward the higher objectives.

Objectives must also be realistic. The project manager must make

decisions based on objectives and inthe process allocate resources.

The decisions he/she makes are circumscribed by the stated objectives

which inturn assume the availability of resources to attain the

objectives.

So, instating project objectives the project planner must always

realistically view statement of objectives inthe light of available

resources and funds.

Ifpreliminary analysis shows that resources, including one or more .

of these - labour, capital, or needed skills (including middle

management) are likely to be lacking or perhaps tctally unavailable,

the project objectives and sub-objectives need to be thoroughly

examined to be sure that they are attainable.

SummwAry

Insummary, these points relative to the formulation of objectives

are emphasized:

1.Carefully formulated objectives are needed to give guidance

to the management of the project.

2.To formulate sound and attainable objectives, careful

consideration must be given to the real world situation,

which necessitates the measurement of objectives against

a set of pre-project selection criteria. A suggested list

of criteria isenumerited on PAGE 2 and 3.

3.Objectives Within the same project may conflict with one

another. These conflicts need to be recognized and resolved

by putting project objectives inorder or priority and

management should recognise that there may be conflicting

objectives.

4.A problem faced by planners and project managers isa

visualization of the complex relationship -that exists between

different elements or groups of elements ina

project.

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Material

5. Theproject planners'must not over-reach available

.resources by stating over-ambitious objectives.

C. PURPOSE:
Inarriving at objectives, analytical tools that are helpful in
formulating projects and inmanaging project conflicts and disagree
ments over objectives are mentioned in the following table.
These

tools are useful in attacking the problems that project planners and

managers may fail to anticipate or conceptualise, and therefore take

steps to overcome.
They help the planner to identify the hierarchy

of objectives and sub-objectives of a project, showing how the

elements and interaction of elements within the project are related.

They reveal the conflicts that exist between objectives within a

project, and show how different objectives in the project are related

to each of the others.

The analytical tools for overcoming these problems and the specific'

problems they are designed to help overcome are shown inthe

following table:

TABLE 1.

PURPOSE
TOOL
1. Defining objectives and a) Objective tree

structuring them in a
b) ,Intent structure

hierarchy of objectives.

2. D escribing complex relation-

'a) Tree diagram

ships ina project.

b) Oval diagram

c) Interaction matrix

3. Shows how different

entities and pacts of

the project logically fit

Logical framework

together with the objec

tives.

Objective trees are discussed inthis module.

(SEE APPENDIX 1.1.)

The other tools that are helpful in arriving at project objectives

are discussed and illustrated in "System Tools & Project Planning",

Delp, Peter, et al.

PASITRAM, Indiana University, Bloomington,

Indiana, 1977. The Logical Framework, discussed inMODULE 2,will be

helpful
to the project planners in their efforts to formulate sound,

attainable objectives that help them to be reasonably sure that the

project will be successful.

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APPENDIX 1.1. Resource
Material
OBJECTIVE- TREES(1)

A. PREREQUISITES:
This tool aids project design and evaluation by visualizing hierarchical

linkage of objectives in a tree diagram.

The tree diagram identifies

objectives at a lower level that contribute to attaining objectives at a

higher level and permits a systematic approach to project development.

It'is imperative that project objectives be well defined, agreed upon,

unambiguously and clearly stated and have priorities set on them.

One of

the techniques used to help the planners to formulate and order objectives
is the Objective Tree. (SEE ILLUSTRATION 2, p.1.3.8)

B. DISCUSSION:

The Objective Tree is a useful tool because:'

1. It systematically approaches the problem of developing a comprehen

sive and explicit set of project objectives

2. It puts objectives in a simple and orderly form which makes it

useful in communicating the interrelationship of'the objectives to
decision makers and others with project interests..

3. Both qualitative and quantitative objectives may be included in the

objective tree

4. Linkage between objectives is more likely to be included rather'

. than
overlooked.
Illustration on PAGE 1.1.7is only a partial objectivetree, but it demon
strates three points made previously:

l..
Projects have end-means hierarchy on objectives. The end objective,

i.e.,
the one at the top of the tree, is in that position because

there is no higher objective. None of the other objectives raise

the logical question of means to accomplish it without showing these

(1) The basis for this discussion is taken primarily from:

Sgstem Tooz 6or Project Planning. Delp P., Thesin A., Motiwalla
J., Sheshadri N., International Development Institute , Indiana
University, Bloomington, Indiana. 1977. The diagrams and parts of
the explanatory material are additions to this source material.

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means.
All of the other objectives are sub-objectives.
Material

2. Objectives of development projects are usually complex.

clear, concise picture of a total project, diagraming isTonecessary

get a

to put it into perspective, and to ascertain which objectivds

should

be included in the hierarchy and in what order.

In the diagramming

process, it may be discovered that this is not a single project

but

several different projects with one top objective and a hierarchy

of

different sub-objectives.

Conflict between Ministries and Agencies can be resolved by

using

the objective tree to break the overall objective into the different

sub-objectives and finally into operational objectives (SEE ILLUS-

TRATION 1, p.1.1.7)to indicate clearly which Ministry should logic

ally identify with the objective. There may be confusion over
versus ends.
The objective tree structures the statement of means

identifying means (sub-objectives) for accomplishing the ends.

ends by

3.
An objective tree for a simple project may be perceived differently

by each individual. Each person will construct an objective

tree

for a given project in a different manner because of personal

differences in the relative importance that they place on the

ends
means position of objectives in the hierarchy. An underlying
for this difference is often the variation in clientele served reason

by the

different groups.

C. PURPOSE
The Objective Tree is a.tool that-helps to define proj-ect objectives
and
provides a systematic way for placing them in hierarchial order.

D. USES.
The Objective Tree is used to:

1.
give guidance for designing a rational system of objectives;

2. provide for an evaluation of the objectives system;

3. show how project objectives are interrelated;'

4. identify criteria for evaluating alternative means;

5. help assess the scope of the project;' and

6. provide necessary inputs for use in other project tools including

the Logical Framework..

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E. DEFINITIONS:
Material

Objee4Lve - a specific

statement of purpose expressing a desired

end.
It consists of an action or positive verb, e.g.,

increase, raise, decrease, provide, etc.,. plus an

object, e.g., jobs, loss, production, food, etc., and

qualifying words, e.g.,

in industry, in agriculture,

to municipalities, etc.
If the three parts are put

together the result is an

objective, i.e., increase

food production, promote industrial development,

provide jobs, etc.

Tree. G'ph - A set of elements that are linked with only one link
between any two elements. The elements that make up
an objective tree are the objective statements.
Meaond6Eni - Identifies and assesses the alternative actions
that

,Ana4y6.L are proposed to reach the desired ends.

A.etatve Obje.,t&ve
- is an objective that is judged
subjective
ly. An example of a qualitative objective is "to
improve air quality", or "to improve morale".
Q4ant!ttve Obje.;tve
- include measurable ends or expected
results such as "biild 16 new secondary schools" or
"provide 60 new bjses".

F. LIMITATIONS:

G. ASSUMPTIONS:

H. OUTPUT:

IL STEPS FOR CONSTUCTION OF AN OBJECTIVE TREE

The user will find, it helpful to develop an objective trae
by developing

it one step at a time. There is no substitute for practice

development of project objective trees, but the steps outlinedin the

below are

useful for orienting the project designer and implementer

in their efforts

to define and structure the project objectives.

An objective tree identifies and links objectives. An important

remember is to start constructing the tree without worrying point to

too much

about perfection.
There will be additions and refinements
after the

initial framework has been constructed.

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Material

Thes e steps, based on a.partial excerpt of material(1). are recommended

for developing an objective tree:

STEP 1. Generate an initial list of objectives

1.1
Define the problem area.

1.2
Identify the people who will be involvedIn designing.,

or directing the project.

1.3
Elicit their project-related objectives..

1.4 Identify as many project objectives as possible, .with

out attempting to structure the objectives.

STEP 2. Identify an overall objective.

*2.1 Identify an overall objective of the project to which '

all other objectives relate. This objective will

re
flect a value judgement.

2.2. This objective is positioned at the.first level of the

tree. All other objectives will be positioned below,
.i t.

STEP 3. Extend the tree one level down.

3.1, Select the objectives for the next level down from the

list generated in STEP 1, or generate additional

objectives.

3.2 Draw lines on the tree to connect these lower level

objectives to the objectives they help to achieve.

STEP 4. Extend the tree to the next lowest level.

4.1 Choose'one of the objectives listed on the current

lowest level of the tree. Identify the sub-objectives

that help to achieve it.

4.2
Repeat STEP 3 for all other objectives at the level

most recently constructed. Another level of objectives

(1) These steps were taken from Stostem TooZ6 6or Projecrt Ptanning

Peter Delp, et al., International Development Institute, Indiana

University, Bloomington, Indiana. 1977. p. 52

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Material

result when all of the objectives in this level

are

dealt with.

STEP 5., Review the Tree.

5.1
Review the tree constructed so far.
It may be.found

that:

(a) Some objectives are missing;

(b) An intermediate level of objectives may be

added;

(c) It is possible to extend the tree upwards from

the first (top) level; or

(d) An objective at one level is

seen to achieve

more than one objective at some higher level.

In this case, %ede6inition o4 the objective i4

necezzauj.
5.2 If the tree seems complete, go to STEP 6, otherwise,

re.turn to STEP 4.

STEP 6. Check "the measurability of lowest level objectives.

6.1
Take an objective at the lowest level of the objective

tree. Ask the question:

Is this objective measurable?

This is the stopping rule for the tree diagram.

6.2 Generally, the objective at the lowest level will be

quantitative. Quantitative objectives generally have

a numerical

threshold to indicate what performance is

acceptable.

6.3 If the lowest level objective is not measurable, extend

the objective down one more level, i.e.,

return to

STEP 4.

6.4
Repeat STEP 5 for
each of thelowest level objectives.

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Exampte o6 How to ConstLuct An

Material.
Objective Tree 6ot a Project
Ideas for a project
must evolve into a statement of action
that is need
ed to meet a specific felt need.
When the planner makes
a statement

about a specific felt need, he is beginning the development

archy of objectives; Structuring an objective tree begins of a hier
with a state
ment of a felt need and suggesting a number of actions
or objectivese

which may be expanded using a why

and how system of logic.
This approach

is similar to the ends-means logic but is simpler to comprehend

mits the planner to start at any point to develop the objectives and per
make up the objective framework of a specific project objective that

tree.

The structure of an objective tree can start anywhere in

the objective

framework of the tree and move upward if there is a

higher
objective that

can be identified. This can be determined by asking the.

question "why?"

The planner can also move downward, if there are lower

objectives that

can be identified when the question "how" is asked.

Below is an example of "why" and "how" logic applied to

a set of objec
tives. State an objective which is in a
hierarchy of objectives,
for

example:

"Improve Dairy Herds".

Why? To increase milk production.

Why? To raise protein level in the diet.

Why? To improve the nutrition level.

Why? To raise national health standards.

The objective tree is arranged in hierarchial order of

objectives when
no

higher objective can be reached when the "why" question is asked.

Likewise, if the stated objective out of a group of objectives

raise National Health Standards", the "how" logic
can be is "to

used to order

the above set of objectives. For example:

"to raise National Health Standards".

How? Improve nutrition levels

How? Raise protein level in diet

How? Increase milk production

Note that you can continue with the "How" logic beyond the
objectives

"to increase milk production", e.g., "improve dairy herds".

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ILLUSTRATION 1 Material

An Example of a Partial Objective Tree for

DEVELOPMENT OF A NUTRITION PROJECT

Raise Protein Intake Level in National Diet

Expand School Increase Pr-

Feeding tein Output Improve Food

Employment Distribution

ProgrammretinOpu

Increase Milk Increase Live- Provide Jobs

Production Increase-

stock production
Nutrition

Education
.Improve Dairy
Increase Live- Incre(se Increase
. .

.Cow Breeding
stock Feed-
Jobs in----- Jobs in Star a Mass
Add Nutri- * -
Production Industry
Agriculture Media Nutri-

tion
tion courses

in Primary

Information
Schools

Programme

Increase number--of
Employ 1250 more

-Dairies with-25'to
Employ

Workers in
200 more

35 Cows
Aluminum
Workers in

Industry Transport

Increase Milk
Produce Male

Indu stry

-Production per Cow by

Dairy Animals

1000 lbs. per yr. thatweigh

1000 lbs. in

15 months.

d-
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ILLUSTRATION -2. Material
An Example of An Objective Tree to

INCREASE MILK PRODUCTION "

Raise National Health Standards
Improve Nutrition Levels
Increase Protein in Diets
Increase Milk Production
Improve Dairy Herds
,I . . " ".m ro e ' :- i
Import High Increase Increase Impjove Impo t High
Production Artificial Training Veterinary
Bulls Producing.
Insemination for Dairy
I Farmers
Services Breeding.
Stock-Heifers.
-

Import Import Train 10 Import Hold 16 Train 40 Train Contract Place

6 Holstein 6 Brown Artificial 10,000 Herd Extension
Bulls 16 Para- for 4 100
Swiss Insemina- Units Improve- Workers Profes- Veterin- Holstein
Bulls tors of ment sionals arian Cows on
Semen Seminars Consult- 10 Farms
for Cattle ants
Farmers
Start
Experi-
mental
Breed
ing
Progr.

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-NOTES TO THE TUTOR Material

MethodoeOgy fai Group Wor'k

STEP 1. Identifying the pobem and genetating
the iniotial i of
objective arve accomplhed by assembing'thoae
t.Zi be involved in the formutation 0d peuans who
the propoedptoject.
The group Zeader a6k them to ass6ist in
this effoit.
A usefuZ approach to this step. i to povide
each peonwith
a sheet o6 pape and a,&k them to identity
objective.
The leader should not allow the prabtem and the
any discussion during

this period.

STEP. . "After each ha recorded the pobtem

and the objectives, the
teadeA 6houZd 6-irt ask each membe o6
the group in turn to
give thei. statement o the ptoblem.
repone on a fV p chaxt. When aZt have The leader tecords
shoud asak the group to select one problem teponded, the Zeader
statement which they
be,.eve "s the bezt.
Next, ask each peson to put his/heA objectives
6o aU can see each tist. on a wat chart
At this time, divide the entite
g-toup into 6eveal discuzion gtoups with
a Chairmwan fot each
group, the task being to a'ange the objectives
individuat Lst6 into one hiAzwtchy o 6rom the
objectives. Each grtoup
can etninate, combine, add o do whateveA
necesay to complete the best hitwachiat they believe is
set o objective 6or%
,solving the poblem.
When az groups have completed objective
trees, put them on watt
chart6.
Ask each group to examine the
othe groups to see i6 they woud tike effort6 od each o the

changes to their own charts. When al to make any additions o

groups have tesponded,
d6ocuz on the construction o6 one chart
at a time and a king the ewtite group by taking one objective
to decide where and how
it fits in ot whether it it6 in at al.
tives on the chart6 and 6it them into Go thtough a( objec
a master objective tee
6or soution o the problem.
Remember
complete until quantitatively measurable the objective tree is not

end of each of the various branches of objectives appear at the

the tree.

When toweA objective satLsy mote than

shown by using btoken .ines iather than one higheit objective this can be
When objectives Ae at cAoss-puwposes testating the'sub-objectivei,
o% in confict, the objective tee
,shoutd teveat tL-s by use o6 double ines
oar thei 6orms o broken inez.
(SEE ILLUSTRATION 1, p.1.1. 7). This information
i.s vauabZe to ptoject
planners.
There ate usuaLy atternative objectives
hghei objectives, o a project. But, i6 that can be pw-sued to ieach
thete is not a higheA objective

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 1.1.10 PAMCO, PDRT

Resour e
Material
that can be teached above the action-objetive started with, then -that
objective becomes the highest objective in the objective tee for the.
prtoject.
The same ptbcedwre can be 6oZowed to devetop the objective beow the
objective used a the statng point, but instead o askng the quetion
"Why is this objective being pursed?", auk "How can this objective be
accomplished?"
The "why" and "how" ogic thu enabte.s the ptanneA to arrange the obje'c4 '
tives in their hiearchiatotdeA. in the objective tee.

Once the objective ae in Zogica2 otde, they should be quantified a6

fa.t a6 possibte at a22 leves. To do this wtth the project example do%
inctea-6ng milk prtoduction, the planner wi usuatty need the hetp o
technician and knowledgeable peson regarding the dairy industry. Thi,
Zs neceaty i6 the quatification o tAe objectives are to be reatiztic
ally done. For% example, an objective could be "to impo/t 50 daity butt
to imptove the daity herds". The planner needs to know how many cows
-each buLZ can serve given logztic problems, and how many cows thete ate
to be served. Planners at.so need to know what bteed are best suited to
the atea.
Imptoved breeding to increa-se milk production i only one sub-objective
od the ptoject; there can be a sizeabLe numbeA od others. The quantities
asigned to each objective muwst be eatieticaUy viewed in the context o
what must be accomplshed to %eachthe higher objectives o the project,
which should at.o be quantified. The objective tree i not onLy a
panning tooL, but the quantification 06 objectives atzo makes it a uze
6ut ptoject evaluation intrument. The more care devoted to making an
objective tree opevationaUy sound and paoject specific and with real
istic quantities atached to each objective, the moe Uikely it is that
the ptoject witL be succeszuly implemented, i.e., achieve the stated
objective.
Thexe may be seveal sub-objectives at each o6 the lower leves of the
objective tree as shown in ILLUSTRATION 2. But, because the sub-objec
tive contibute to a highex objective, the highert objectives become
dewer until the one which the planneA beieve4 i the top objective do1%
the pawtcuat ptoject i teached.
At this point there is a need 6or the planner to view the ptoject in
terms o a list o national itria by which ptojects axe judgedaccept
abLe by the funding agences.

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 1.1..I PAMCO, PDRT

Resource
EXERCISE. Material

ORDERI NG OBJECTIVES

OBJECTIVES FOR FAMILY PLANNING PROJECT

The following statements relate toa project in Family

Planning.
Place

them ina hierarchial order, beginning with the most general

ending with (1)and

the most specific (7), by writing.the appropriate number

in
the space provided ( ).
Use "How and Why" logic to order the objectives.

( 1 ) A. Improve the standard of living in-Jamaica.

( ) B. Provide Family Planning Education
C Introduce Birth Control Programme.S
( D Increase the number of 2-min. advertisihg slots by
75% on J.B.C. and by 60% on R.J.R.
( ) E. Reduce the rate of population growth.
( )iF. Step up educational programmes in the mass-media.
( ) G. Place one full-page ad in the daily newspaper every
Saturday for 1.0 weeks.
) H. Control family size.

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 1.1.12 PAMCO, PDRT

Resource

EXERCISE' 2Material

SETTING PROJECT OBJECTIVES,

Select a groiu6p
:iand .ia
recorder
for'your group and do these things:

1. D veilop a set'ofObjecti ve's for this felt need'; To Raise

theQuality of 'Life in Rurai Jamaica.

2. Arrange these-objectives in hierarchial order on a wall

chart.

3. Using the objectives you have listed, construct an objective

tree on a-wall chart.

4. Quantify all of the operational level objectives and show:

these quantities on your Objective Tree.

5. Set priorities on the final operational objectives by

numbering them 1, 2, 3, etc.

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 Project Planninsg zid Hanagement

Series.
NUAL -E Planning for Project Implementation

MANUAL - P Project Planning

-MUAL- M
Project anagemenc

,ANUAL - PF Pioneer Farm Implementation

Planning

MODULES

1. Defining Project Objectives

(Objective-Treas)

2.
The Logical Framework

3. Work Breakdown Structure

4. Activity Description Sheets

5. Project Organization

6. Linear Responsibliy Charts

7. Project Scheduling
- Bar
8. Bar Charting for Project Charts

ControL/Scheduling,
9. Project Scheduling
- Network
Analysis

10. Milestones Description Charts

11. Resource Planning & Budge:ing

12.
The Role of PAMCO

13. Project Technology Analysis

14. Demand Analysis

15. Market Strategy Analysis

16. Project Area Analysis

17.
Project Costs & Benefits

1S. Project Profile

19. Financial Analysis

20. Cash Flow Analysis

21. Discounting

22. Nec Present Wcrth Analysis

23. Cost-Benefit Analysis

24. Benefit-Cost Ratio Analycis

25. rncernal Race of Return

26.
Social Analysis of a Project

27.
Economic Analysis of Projects
(including Border Pricing),
28. Financial Statements & Ratios

29.
Projecc Selection & Ratios
Analysis

30. Brainstorming

31. Decision-making System for Projects

32.
Project rnscitucional Environmental
Analysis

33. Ecological Analysis for Projects

34. Introduction to Contracts, Jamaican

Contract

Documents & Tendering Procedures

35.
Selection & Use of Consultants

36.
Project Documents for Planning
& Implementation

37. Report Writing for Projects

38. Project Files

39.
Formats for Pre-Feasibility
& Feasibility Studies

40. Motivation of Employees and

Personnel Evaluation

41.
Design of a Project Management
Control System

42.
Evaluating & Forecasting P'.,oject
Progress & Performance

43. Project Termination

44. Introduction co
Lending Agencies

45.
Organizing and Conducting Conference
46.
Withdrawal of' and Accounting Meetings

for Loan Funds in the

Financing of Projects