Figure C8a.1 Hierarchy of potential, results, and strategy of development

Comparison of goals and paths at the level of global intentions, at the level of preparation, and finally at the level of their (project) implementation gives a different view of the complexity of project algorithms in a future project. The figure below offers a composition of thirty items in a hierarchy of potential, results, and new strategies.

What does Figure C8a.1 tell us? That any strategy has an internal hierarchy (contains task's priorities) and its content that binds tasks into packages and milestones and forms (build) a project structure (e.g., see Figure C5g). Visualization of logical relationships in such a process is underlined via the dialectical diagrams (see more in Figure C8.b2c and Figure C8.c2c).

On the contrary, the table in Figure C8a.2 presents the same range but offers a standard overview of all thirty elements via a classical table structure. The triad hierarchy allows structure (scale) of the essential links (principles) in the plane of Earth, Nature, and the Human.

For example, the Human can strive for his/her position and security in the Great Triad (GT). Or analyze which concepts are helpful to solve in the Task Triad (TT) and what tools can be used for a relevant project, its preparation, and implementation stages. It is the subject of the Project Triad (PT).

V&M contains inside (hidden) processes that reflect tasks (their data and information) flow and, precisely, the financial flow of the project preparation and implementation stages. The data structure, its internal hierarchy, and scaling flexibility for data changes in project packages from one milestone to another define (gives) the needed order inside the GDT.

For example, links of seemingly incommensurable elements in the goals and their paths in project packages should be readable (e.g., in SED, DRR, and H.A. projects).

Similarly, we can identify an external hierarchy of a project's influencers. Their paths to the project goals are haphazardly, often fuzzy, with a broad spectrum of responses. Their direction or long-time feedback threatens the data validity and correctness of their prediction for a project portfolio on levels of the global scale (e.g., sudden earthquakes, vast floods, or unpredictable human failures).

All this can, for example, destroy the benefits of what the Human has already made. Therefore, the flexible internal and external data structure and decision-making hierarchy form specific tasks for the GDT projects' coming solutions.