Describing Projects in the History of Nazi Germany

Projects (reengineering of Weimar Republic, elimination of unemployment, creation of Luftwaffe, etc.) are important components of Nazi history (actually, of any organization).

Consequently, to produce a genuinely comprehensive and user-friendly guide to Nazi Germany, it is necessary to describe and analyze these projects in a uniform way.

In other words, it is necessary to follow the same process for the description and analysis of every project in the history of the Third Reich. This process is presented in an easy-to-understand visual form in a Nazi Project Description Diagram (see Figure A3).

Obviously, every description of every object in the Nazi system (not just a project), must have an executive summary (as not everyone will have the time to read the whole million-word book).

Every project (not just in the history of Nazi Germany) is influenced (and often triggered) by a set of key external factors. Which, obviously, must be properly identified, structured and analyzed (in sufficient detail).

Every project has a leader (project manager) and is implemented by actors, who make certain decisions and perform certain actions to accomplish certain objectives (intended outcomes).

To achieve these objectives, project leader and other actors develop and implement plans – financial and operational. And, like an organization and event, every project has its stakeholders. Consequently, “all of the above” must also be properly identified, structured and analyzed.

As well as the project timeline – the sequence (or system, if some of them happen in parallel) of project activities (jobs, tasks, etc.).

All projects (like all organizations and events) have ultimately one and the same mission – to create the maximum possible amount of aggregate value (financial, functional, emotional and spiritual) for its stakeholders. Aggregate value (created and/or destroyed by the project in question) that must be measured and analyzed.

Therefore I will perform the “performance evaluation” of the project in question. Functional, of course (how efficient it was in achieving its objectives and whether the objectives themselves were good from the aggregate value perspective), but also legal (whether the project or some of its activities constituted a crime).

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