For example, a county commission needs different information in a different form than civic and federated clubs who might support the project. Persons or groups should not be forced into accepting responsibility. Rarely does a group have the resource base to carry out the task associated with each of the critical parts. Project groups must look beyond their own base and draw others into the process to be successful. A complete inventory of organizational, business, agency and institutional responsibilities and interests allow for matching tasks to be accomplished with expressed interest or responsibility.
People invest in what they value.
Success is based on relating the project and its parts to what is valued in order to obtain quality performance and involvement. A review of the total proposed action steps for each part is helpful to check to see if there is overlap or conflict of some kind, like two activities on the same day. Strategy questions are carefully worked out with those who have agreed to support the project and its parts. It is also very important to treat original strategy as flexible or, in some cases, as a experiment. The reason for this approach is that it is impossible to know what will work.