Before starting with the implementation of a project, an effort should be made to fully understand the goals and translate them into a strategy. A specific mechanism of actions and operations should be determined during the preparation of the strategy and a plan should be formulated in order to transform the goals into projects and activities.

In implementing a plan, one must always take into account the fact that people are human, which means there will always be a certain margin of error because of certain factors, such as closure, the economic situation, etc., all of which can lead to changes in the original plan.

One must always be fully aware of one’s responsibilities and limitations as a manager and should ask the question, "Do I have responsibility for decision-making, or shall I simply follow the orders of others?" Answering this question leads to less misunderstanding and complications later on.

The second step is to review the goals of the project and translate them into practical plans and strategies. The plan should be reviewed in order to discover the extent to which the project plan or the current plan conforms to the goals.

Studies related to the plan, which should be practical and feasible, should be analyzed. Careful attention should be paid to the following aspects of the planning process:

Time: Every project has a timetable: one, two, three, four or five years, etc.

Human resources: One person alone cannot do everything, and for a project to be a success, it requires a team consisting of specialized people with the desire and ability to implement the project.

Creating systems: Here, a manager must select the staff who will take part in implementing the project. In this context, a system can be defined as a set of rules that determines relationships and the practical steps for implementation and evaluation. The following systems can be differentiated:

Financial system: Everything related to finances, capital expenses, current expenses, etc. should be included. The information should be clear and practical in order to ensure that the goals are achieved without there being any major financial problems.

Administrative system: There is a need to have a division of labor policy to ensure that the right man or woman is in exactly the right place. Moreover, there should be a specific line of communication and a system for compensation, vacations, indemnities, etc, so that the employees feel secure. Organizations should be goal-oriented, and there should be incentives in order to guarantee that the employees are loyal, devoted and effective. Moreover, the administrative system must be transparent, and staff should be held responsible and accountable. The administrative system must spell out all aspects of the interrelationships on the horizontal and/or vertical levels.

Information system: Quite often, managers decide at the beginning of a project that they want to develop an information system, a database, allowing them to have easy access to information on their employees, equipment, materials, and financial situation. What is important is not so much the material that is collected, but how it is used.

Network system: Organizations, whether NGOs or public institutions, do not work in isolation from other institutions. Society is built on the interaction of different organizations. Each organization must determine its strategy and decide upon levels of coordination with other organizations.

Legal system: A legal system is important for any organization. The legal system could be either a separate system inside the organization or a sub-system. Everything is related to provisions that explain and determine the relationships between employees and the directors, as well as relationships with the beneficiaries of the services.

Monitoring system: The monitoring system necessitates reporting on three things: finances, activities and time (i.e., is the plan being implemented according to the timeframe?).

The most important thing, however, is the human element. Every organization, ministry or company in the public sector should develop its own culture in order to provide the basis for a positive relationship within its structure and/or with other systems.

The institutional framework of an organization is made up of the following:

Different by-laws (laws, legislation, decrees, ordinances) related to the following issues:

Other issues to be considered include:

The budget: It is very important for the manager to determine the budget in order to be able to make plans. The manager should take into consideration the cost-effectiveness of each of the planned activities. The allocations in the budget should be transparent. Moreover, auditing is an important element that should be an integral component in every organization’s fiscal policies.

The management of funds: How should the money be utilized?

The management of manpower: Employees and jobs should be classified and the need for training and expansion studied.

Activities: There should be a schedule of activity for each employee. Monitoring is important in order to avoid conflicts and ensure the full utilization of available resources.

General management: The characteristics of a successful manager are decentralization, effectiveness, productivity, achievement and information sharing.