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3. We should look at on-going activities for "Problems" to tackle. They usually have relevance and urgency. Even small improvements have a big impact. 4. We should involve costing and economics from the selection stage of the project. Without cost consciousness, developmental efforts can go astray. 5. All activities have bottlenecks - limiting parameters. When these are tackled, there is progress. When new parameters become limiting, these, in turn, are tackled. Removing bottlenecks is therefore a continuing activity that ensures continuous progress until the law of diminishing returns makes it unattractive. 6. Measurement of productivity of every operation brings out areas needing development. 7. Any project must have a well defined "user population". The specification of this population defines the boundaries within which we have to find our solution. Our sights should always be fixed on this population for all decision making. 8. Finally, we should select a project that has a reasonable chance of success. This is necessary for morale as also for keeping open the flow of funds. An important criterion of a project is its success in implementation - the success in the market place, not in the laboratory. S and T is a hard taskmaster. Unless all the "nuts and bolts" are property tightened, it does not yield results. The information system is the nerve centre of any S and T program. It is not often realised that the information system is as important for the selection of the problem as for solving it. The foundation of any information system is the source and quality of information. If we are going to solve the problems of the rural society, then this section of the society will be the ultimate source of our information. It is a fact that, at present, this source is not capable of giving relevant Rural Development Through Education System 195
