Organizational structures and the development project planning sequence


  • Dr. Keith Johnson

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    • Dr. Keith Johnson is a Lecturer at the Project Planning Centre for Developing Countries, University of Bradford, BD7 1DP, U.K. He wishes to acknowledge the helpful comments that he received on an earlier draft of the paper from Professor S. H. Wearne, Department of Technological Management, University of Bradford.


Variants of the project planning sequence or cycle are widely employed to provide the conceptual framework for investment in developing countries. However, the current models attempt to generalize activity sequences across a range of projects with differing objectives. They also tend to abstract project planning from its institutional context, and to make little allowance for the possibility that alternative approaches to organizational and managerial problems may be available. The article outlines a technique that facilitates the analysis of active-organization patterns. Commencing with the classical tripartite system, a number of standard forms are identified and described. A series of observations are then offered on the organizational choices and control procedures that are available for public sector projects. The paper concludes with some remarks on the relationship between project planning and strategies for the development of indigenous institutional capacity in developing countries.