Operations should be defined in a way that they contribute to the objectives of the operational programme and, in particular, to the specific objectives of the investment priority (IP) under which the operation is implemented. Indicator monitoring data should be in line with the specific objectives of the IP and should be able to capture the achievement of results. The target groups and the type of intervention/action should be taken into consideration for defining operations. If too many projects are combined in a single operation, it might be difficult to capture the changes in the participant’s situation as a result of support. If operations are designed so they consist in small projects/activities, implementation might become too complex and "results" might become irrelevant.
In addition, the administrative burden and the reporting complexity should also be considered. If the design of an action results in many small operations, the administrative burden of reporting will be substantially increased (see next section). On the other hand, one single operation comprising many projects will have to be reported only by one beneficiary. This might end up being too complex and difficult to break down for the audit trail.