Escolar Documentos
Profissional Documentos
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2008
Manual OOPP
Table of contents
Preface.......................................................................................................................................................... iii
Introduction.................................................................................................................................................. iv
Glossary........................................................................................................................................................ v
Getting Started....................................................................................................................................... 2
1.1
Introduction................................................................................................................................ 2
1.2
Benefits...................................................................................................................................... 2
1.3
Purpose...................................................................................................................................... 3
1.4
Conditions.................................................................................................................................. 3
1.5
Limitations.................................................................................................................................. 3
1.6
Other Instruments......................................................................................................................4
Structure of OOPP.....................................................................................................................5
2.2
Participation Analysis.................................................................................................................5
2.3
2.4
2.5
Objectives Analysis....................................................................................................................9
2.6
Strategy Selection....................................................................................................................12
2.7
Logical Framework...................................................................................................................14
2.8
Applications of OOPP......................................................................................................................... 19
3.1
Project Formulation.................................................................................................................. 19
3.2
Inception Phase.......................................................................................................................19
3.3
Project extension......................................................................................................................19
Supporting Materials...........................................................................................................................20
4.1
Exercises.................................................................................................................................. 20
4.1.1
4.1.2
4.1.3
4.1.4
Manual OOPP
4.1.5
4.1.6
4.1.7
4.1.8
4.1.9
4.2
Training Guidelines..................................................................................................................28
4.2.1
Training Preparation.................................................................................................................28
Background Information..................................................................................................................... 36
5.1
References...............................................................................................................................36
5.2
Examples................................................................................................................................. 36
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Manual OOPP
Preface
Institutional development has become a permanent ingredient of all projects assisted by our company.
Sometimes as one aspect of a mostly technical project, sometimes as the main focus of an intervention.
But in all situations it is essential to understand the organisational setting in which our staff operate and to
ensure that our contribution leads to improvements that will be absorbed and sustained by local
institutions.
Most of our experts have substantial experience and expertise with regard to institutional development
issues and approaches. But not all might have immediate and recent experience with the full range of
practical instruments and methods in this field. For that purpose we decided to define and present the
most relevant instruments and to develop training materials and manuals on these instruments. First of all
to upgrade and update the skills of our staff, but also to enable their counterparts and local colleagues to
develop such skills.
The practical results of this initiative is the production of Manuals on "Instruments for institutional
development". These manuals are the outcomes of a collective effort of the staff at Head Office and in the
field and the present version incorporates the experience from the use of draft versions. We hope to
improve and expand these manuals while time goes on.
The purpose of the manuals is threefold. Firstly they provide a complete set of materials and guidelines for
trainers. A trainer can draw from this to prepare and give a (one day) course to expatriate and national
staff. Secondly the manuals can be used as reference materials during and after the training sessions.
Lastly the manuals contain all the materials required for independent study, without a trainer. A
professional can acquire the necessary understanding and can test and improve his/her skills through the
exercises provided in the materials.
We hope that these manuals will further contribute to the professional quality and consistency of our work.
They express, in a very practical way, our commitment to capacity building at individual and institutional
level and our intention to continue to learn and share our knowledge.
September 1996
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Manual OOPP
Introduction
This first manual in the series on Instruments for Institutional Development deals with Objective Oriented
Project Planning (OOPP). OOPP is also known as Ziel Orientierte Projekt Planung (ZOPP). As such it was
introduced by GTZ in 1983 to improve planning and implementation of projects and to facilitate
communication and cooperation among decision makers.
OOPP puts much emphasis on the involvement of local implementers during the project design process.
Furthermore, OOPP encourages in-depth problem analysis and promotes the selection of clear and
realistic project objectives. OOPP helps to develop project design, but can also be used for monitoring and
evaluation purposes.
The idea underlying OOPP is that cooperation within teams and organisations will be more effective when
the participants jointly develop unambiguously formulated objectives. These objectives are derived from
problems and their causes and effects. The strength of OOPP lies in the visualisation of contributions from
participants during discussions with help of cards.
This manual consists of five sections.
Section A outlines issues to be considered before getting started with OOPP: benefits, purpose, conditions,
limitations and the combination of OOPP with other instruments.
Section B outlines the steps to be considered when applying the OOPP methodology. In this manual we
consider five steps:
1.
Participation analysis
2.
3.
4.
Objectives analysis,
5.
Selection of a strategy
Section C gives various applications of OOPP for people working with Euroconsult and BMB. Especially
the problem tree and objective tree have been frequently applied.
Supporting materials for training and learning are included in Section D. These are a tentative training
programme, copies of transparencies, exercises and a sample of cases where OOPP has been
successfully applied.
This manual concludes with Section E, which provides background information on OOPP, like references
and examples.
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Manual OOPP
Glossary
Problem
A problem is a negative state and is therefore not expressed as the absence of a solution. 'No computers
available' is the absence of a solution whereas 'ineffective data analysis' is a negative state and a proper
formulation of the problem.
Core Problem
The core problem is the central point in a problematic situation. The participants should reach consensus
on one core problem.
Problem Tree
The problem tree is a visualised presentation of problems and their cause and effect relationships. A
problem tree is a simplified reduced form of a real problematic situation.
Objective
An objective is a positive situation to be achieved by the project in the future. An objective occurs at
several levels and it should be indicated at which level of detail the objective is specified.
Objective Tree
The problem tree forms the basis for the objective tree. Problems are reworded into positive statements
(objectives) which form an objective tree with the same structure as the problem tree.
Strategy
Based on the objective tree a trade-off is made to select a strategy. The strategy specifies what to do, for
whom, with whom and how.
Logical Framework
The Logical framework (or Logframe) is a structured way to summarise project objectives of the selected
strategy. The objectives are specified into goal, purpose, outputs and activities. The core problem
becomes the purpose of the Logframe. Another important asset is the clarification of assumptions that
specify factors outside control of the project management likely to affect project performance.
Direct Recipients
Direct recipients are staff from partner organisations who participate directly in the project activities.
Intermediate Beneficiaries
Intermediate beneficiaries are staff of organisations who are affected by the activities of the direct
recipients. The outputs of a project play a role at the level of the intermediate beneficiaries.
End Beneficiaries
Direct recipients, (through intermediate beneficiaries) should deliver the benefits of a project to the end
beneficiaries. The impact of a project is ar stake here. For example, the Ministry of Agriculture is involved
in an institutional strengthening project so that it is better able to timely inform seed companies about
Manual OOPP
which seeds to provide to the farmers of a certain district. In this case, staff of the MoA are direct
recipients, the seed companies are intermediate beneficiaries and the farmers are end beneficiaries.
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Manual OOPP
1 Getting Started
1.1 Introduction
Successful development interventions start with a clear definition of existing problems. Absence of a
thorough problem analysis may lead to selection of inappropriate or irrelevant objectives and
unsustainable project results and insufficient participation of local implementers and organisations.
Project objectives are not likely to be met when these are unclear and unrealistic. An effective definition of
ownership and responsibilities and of the intended beneficiaries is impossible with vague objectives.
OOPP tries to create 'ownership' of and commitment to the planning process by emphasising the direct
involvement of future implementors in project design.
OOPP helps to define the objectives of the project by the direct recipients and the beneficiaries jointly,
facilitated by the consultant. This process enhances the likelihood that the identified problems are in line
with the needs of the beneficiaries and as such reflect 'social reality' instead of viewpoints only existing
within the project or requesting organisation. Local organisations have an important role to play in the
definition of problems and the selection of interventions because of their thorough understanding of and
experience in the local situation.
In short, OOPP provides a flexible and efficient framework to improve planning for technical as well as
institutional development projects with the active involvement of the organisations associated with or
affected by the problem. OOPP does not intend to replace creative thinking or spontaneous ideas. OOPP
does not have to be applied from step 1 to step 4. Steps can be used separately.
1.2 Benefits
OOPP promotes open-minded and wide-ranging reflection on the causes and effects of a problematic
situation. The sequence of steps guides participants to become more specific and logical in their often
broad and intuitive notions about the perceived problems. OOPP helps to get a more specific, modest and
realistic understanding of project objectives as opposed to making sweeping statements about
unattainable and unverifiable goals. The formulation of a strategy to be adopted by the project is the
outcome of OOPP.
The process of OOPP establishes a convincing logic between the goal, project purpose, outputs, activities
and inputs. Together these elements constitute the intended intervention, which involves a number of
specified organisations and beneficiaries. In the original GTZ approach, the Project Planning Matrix (PPM)
completes the OOPP exercise. We find it more useful to deal with this phase separately and to use a more
widely accepted term: the logical framework. How to develop such a logical framework is described in
Manual 2.
OOPP contributes to smoother cooperation when all involved have jointly expressed and agreed on
objectives and project strategy. The learning process which participants experience together forms the
basis for effective communication and collaboration. At the same time, the OOPP process generates
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Manual OOPP
simplified and improved information for planning which leads to better understanding among collaborating
organisations. Direct outputs of OOPP are a problem tree, an objectives tree and elements of a logical
framework (PPM).
1.3 Purpose
UOPP is an instrument to be used for planning development projects at various levels. The central
purpose of OOPP is to provide clarification in terms of causes and effects of a problem situation. Two
related purposes can be distinguished.
The process of going through several steps with other participants helps to establish commitment to and
ownership of the problems, objectives and the final strategy. In Euroconsult and BMB, OOPP is often
applied in the inception phase to initiate discussion among participants and to clarify and compare differing
perceptions. During this phase, the project can be formulated or redefined which results in a workplan.
This workplan is the product of the combined efforts of participants.
The second purpose is consensus building. Different interests or opinions may become an obstacle to
project performance. Agreement on a common plan of operations is necessary. The OOPP process helps
to clarify differences and to create mutual understanding among participants. In case consensus cannot be
achieved, at least the participants are aware of the underlying reasons for their disagreement.
1.4 Conditions
First, circumstances should be such that participation of all stakeholders or delegates is possible.
Important interest groups and beneficiaries should participate in expressing and discussing diverse
perspectives on the problem situation. Only when these people are represented the identified problems
and objectives are connected to their needs and interests. This enhances project success since there is a
high probability that the proposed changes are wanted by the beneficiaries and will be supported by them.
A stakeholder analysis could be useful (see Manual 3).
A second condition is that participants are open-minded and willing to share their opinions with each other.
This means that the problems should be debatable, that participants are those people who have an
interest in solving the problem, and that they have the authority to speak on behalf of their organisations.
Only then meaningful consensus can be reached. The facilitator must be aware of the hidden agendas of
the participants and should be able to create a platform for open-minded discussion.
The third condition is the presence of a skilled facilitator who is familiar with the logic of the exercise as
well as with the methods of stimulating and guiding wide ranging discussions in the specific socio-cultural
setting. Knowledge of the problem situation is not required as this can be supplied by the various
participants. In many situations a neutral outsider is better able to handle sensitive issues in such
discussions than, for example, a team leader.
1.5 Limitations
1 earn work only is not sufficient to initiate a change process in an organisation. For this purpose, the
experience of other stakeholders should play a role in finalising planning processes.
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Manual OOPP
OOPP puts emphasis on the core problem, which presents a somewhat narrow view at a given point in
time. This means that when OOPP is applied in a rigid manner, the identified problems and objectives
could after some time not be applicable.
Another limitation of OOPP is that a bias towards project potential and purpose occurs very easily. When
participants are aware of the project purpose behind the exercise, they tend to mention not the 'real'
problems but those problems which can most certainly be addressed by the project.
A practical limitation is the time needed to pursue OOPP until the drafting of the logical framework. The
process can be very time consuming when each step has to be finalised properly and consensus has to be
established on each issue.
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Manual OOPP
Manual OOPP
Participation analysis is the task of a small group of core people, for example the consultant and the
organisation that initiated the OOPP exercise (the sponsor). This group has to agree upon the criteria
applied to determine who will participate in the workshop. Participation of other relevant organisations
broadens the scope of actual problems and potential solutions beyond the knowledge of the team
members themselves. The choice of participants influences which problems will be identified and the
process of the workshop.
Each member of the team writes down what (s)he sees as the central problem. One problem is
written on one card. Problems are expressed as a negative state, not as a lack of a solution, nor
as problems internal to the project. The focus should be kept broad to avoid getting trapped by
details.
Absent solution
No training provided
2.
All cards are pinned on the wall. Cards that duplicate are omitted and one makes sure that all
cards are understood by the participants. Each problem is briefly discussed and participants try to
agree on what is the core problem. The core problem is written in three or four words. Eg.:
'Ineffective use of land and water resources'
3.
If agreement cannot be reached directly on selecting one core problem, the various cards are
arranged above and below each other into a cause and effect relationship. Again, an attempt is
made to reach agreement based on the overview.
4.
agree on criteria to assess the weight of the problems. Examples of such criteria are:
urgency, impact, interrelatedness and ability to handle;
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Manual OOPP
decide temporarily to continue with several problems, but try to determine the core
problem in the next phase of OOPP.
5.
If agreement is reached on the core problem, the core problem is clearly defined, in as simple as
possible terms. Core problems as perceived by each team member do not automatically turn into
the project purpose. The core problem should be within the domain of the project or programme.
One should realise that the selection of one core problem is a step to simplify reality. OOPP is an
instrument to assist in simplifying reality, in full awareness of the limitations of the process.
The direct causes of the core problem are placed parallel to each other underneath the core problem.
2.
The direct effects of the core problem are placed parallel to one another above the core problem.
3.
The figure can be further extended for each of the identified causes and effects using the same
procedure.
4.
The problem analysis can be concluded when the team is convinced that the essential information has
been used to build up a causal network explaining the main cause-effect relationships for the problem
situation. Such cause-effect relationships are characterised by an if - then sequence: if cause A - then
effect B (figure 1).
The following problem tree is based on a proposal for extension of the Fayoum Water Management Project
in Egypt, May 1996. In view of the learning purposes, the number of problems at the lowest level is limited
to three only. Some issues mentioned in the proposal are not mentioned here and vice versa. This also
holds for the objectives tree (see Figure 1 - Problem tree based on the proposal for extension,
Fayoum Water Management Project, Egypt (Euroconsult) - next page).
xii
Lack of inputs
in Fayoum
Inadequate
market
conditions
Low rice
production
Fayoum
Appropriate cropping
functioning
system unknown
Insufficient water
Sectoral water
usersparticipation in water
management ineffective
rehabilitation of irrigation
MPWWR within
Fayoum
management
Limited involvement of
Ad hoc decision
farmersorganisations in
water usersinvolvement
to perform tasks
made on
rehabilitation
Limited insight in
O&M techniques
activities
Stakeholdersactivi-
Narrow perspective
Fayoum Irr.Dept.
Dist.Eng.Office
ties ineffectively
on water related
performs below
limited
coordinated
issues
tasks adequately
standard
UNDP
Various
World Bank
Development
Long-term
Goal
Objective
Objective
Immediate
Short-term
Objective
Objective
Results
Outputs
Sub-objectives
Outputs
Activities
Activities
Sub-objectives
Activities
Community
OBJECTIVES
Overall Objective
Project Purpose
Purpose
The terminology used in this manual is that suggested by the World Bank. This will become clear in B7, the
Logical Framework.
Purpose
The purpose of the objectives analysis is to transform the hierarchy of problems (problem tree) into a
hierarchy of objectives (objectives tree) and to analyse the objectives.
How to do objectives analysis
1.
This procedure starts from the top of the problem tree downwards and consists of rewording all
problems into objectives.
Problems worded as a negative condition are rephrased into a positive condition, to be achieved in the
future. It is important to stick to the exact wording of the problems to keep what is initially meant (figure 2).
2.
difficulties in rewording indicate weaknesses in the problem analysis. In this case, return
to discuss the problem: "what did we really mean to say?" Eg.: 'inefficient water users'
participation in water management'
Do we want to say that water users should be more efficiently involved in operation and
maintenance? Or, perhaps, that they should contribute more funds? Or that they should
have a greater say in water allocation decisions?
3.
The cause-effect relationship of the problem tree is characterised by an if - then sequence, which
for the objective tree should be: means A in order to achieve end B. While going down the tree,
the following questions should be asked: Has the causal relationship been changed into a
plausible means-end relationship? Eg.: "If staff of the Ministry of PWWR has limited capacity,
then water is inefficiently managed" "Increased capacity leads to better water management"
Has the cause (problem) been translated in such a way that the means could be sufficient to
reach the next higher level? Eg.: "If staff has improved management skills, if technical facilities
have expanded and if the District Engineer has sufficient manpower, then the capacity of the
Ministry of PWWR has increased"
If these means seem not to be sufficient for realising the higher level objectives, it is likely that
some problem was overlooked in the earlier analysis. In this example perhaps: lack of operational
funds (the objective would be: sufficient operational funds), or lack of staff motivation (the
objective would be: motivated staff).
Figure 2 Objectives tree based on the problem tree of the Fayoum Water Management Project,
Egypt see next page.
Figure 1 Objectives tree based on the problem tree of the Fayoum Water Management Project, Egypt
Crop prices known at
Adequate inputs
Enhanced living
appropriate time
available
system
farmers operational
Markets improved
Improved
Sustainable use of
Increased
market
rice
Appropriate cropping
conditions
resources in
production
system known
Fayoum achieved
Enhanced farmer
Integrated water
Adequate capacity of
participation in water
management
rehabilitation practices
management
achieved
Fayoum,
Support to improved
Structured decisions
Imrpoved decision
water management at
made on rehabilitation
making on O&M
activities
techniques
Water management
Improved coordination of
Integrtated perspective
Fayoum Irr.Dept.
Distr.Eng. Office
policy in place
Staff skills
on water management in
adequately fulfilling
effective
enhanced
water management
place
its tasks
Identify objectives that cannot be achieved due to resource limitations and set these aside when
considering alternatives. These objectives later become assumptions in the logical
framework.
Clusters of objectives related by cause and effect in the objectives tree are identified as possible
alternative project strategies. A circle is drawn around these means-end linkages. These meansend linkages constitute the alternative solutions and as such the different strategies. This is
shown in figure 3.
The alternatives are marked with labels like 'production approach', income approach', 'institutional
development approach'.
time horizon
government policies
donor policies
political interests
project mandate
The selected strategy, the land and water use strategy, needs to be made much more specific and
elaborated in terms of targets, plans, budgets and assumptions. This is done in a separate, equally
systematic series of steps, presented in our Manual on the logical framework. However, it is Important to
understand how the results of the OOPP exercise relate to the logical framework approach. One is
inconceivable without the other. OOPP lays the foundation for the logical framework.
how the project is going to achieve these results (its outputs, activities and inputs)
which external factors are crucial for the success of the project (assumptions)
where data can be obtained to assess the success of the project (OVI's and MoV's)
The chosen project intervention is derived from the objectives tree and transferred into the first
column of the matrix. Start with the selection of one goal and one project purpose. If necessary,
review the wording in the objectives tree.
The goal probably was already present in the objectives tree (if so, at the highest level) or could
have been implicit.
The purpose in the logical framework is the objective at the top of the selected means-end
cluster.
Outputs are stated as objectives which the project must achieve and sustain. Their combined
impact must be necessary to achieve the project purpose. They can be taken for the objectives
underlying the 'purpose level' objective of the previous step. 5 Activities are tasks necessary to
achieve the outputs. The activities should indicate the (not too detailed) basic structure and
approach of the project. The activities are, in fact, the operational objectives at the bottom of the
selected means-end cluster.
Assumptions have to be defined for each level. They indicate whether activities directly generate
the desired results/outputs, or whether an additional event must also take place outside the
project. Assumptions are conditions that must exist if the project is to succeed. Assumptions can
also be derived from the means-end cluster in the objective tree.
Indicators operationalise the objectives. The indicators should indicate the desired changes in
terms of quantity, quality, time period, place, target group and partner institutions. An indicator
describes to what extent the goal, purpose and outputs have been reached.
Means of verification are sources of information to verify each indicator. These form the basis for
the information system of the project and possibly for future monitoring and evaluation.
Objectively Verifiable
Means of Verification
Assumptions and
Indicators (OVI)
(MoV)
preconditions
Goal
Goal OVI
Goal MoV
Assumptions
Measures (direct or
Important events,
necessary to verify
conditions or decisions
to contribute (mention
fulfilled
indicators
Purpose
Purpose OVI
Purpose MoV
Assumptions
Measures (direct or
Important events,
expected to be achieved
necessary to verify
conditions or decisions
project
fulfilled
indicators
project management
target groups)
Output OVI
Output MoV
Assumptions
Measures (direct or
Important events,
project management
necessary to verufy
conditions or decisions
should be able to
guarantee (mention
produced
indicators
project management
target groups)
Activities
Inputs
Activities MoV
Assumptions
Important events,
to be undertaken by the
services necessary to
necessary to verify
conditions, decisions
project in order to
indicators
project management
produce outputs
Table 2 Objectives from the selected strategy transferred to the logical framework matrix
Intervention Logic
OVI
MoV
Goal
enhanced living conditions of
rural population in Fayoum
Purpose
sustainable use of land and
water resources in Fayoum
Outputs
1.
2.
integrated WM achieved
3.
4.
4. adequate capacity of
MPWWR within Fayoum
Activities
1.1 establish water user boards
(WUBs) in pilot areas
1.2 assist in development of
policy + legal basis for WUBs
1.3 support improved WM at
mesqa level
2.1 support development of
water mgt policy
2.2 promote transition from
sectoral towards integrated WM
approach
2.3 horizontal and vertical WM
coordination enhanced
3.1 develop a master plan for
irr. system rehabilitation
3.2 introduce improved decision
making on o&M techniques
4.1 support establishment of
techn. office at FID
4.2 strengthen the District Eng
Office 4.3 provide formal
training
Assumptions
When assessing the most appropriate focus (at the selected level) it is important to consider whether the
chosen strategy is:
a.
of high priority
b.
feasible
c.
3 Applications of OOPP
3.1 Project Formulation
1 he process of OOPP could be useful to assess if the project is actually dealing with key issues as
perceived by the direct recipients and other stakeholders. An OOPP exercise may identify issues that have
been left out or that are included but are irrelevant.
At the same time an OOPP exercise may determine whether the project addresses the causes or
symptoms of a problem situation. For instance, in a village where sugar is hardly available one can choose
to give each citizen two bags of sugar (solve the symptoms) or to identify why there is no sugar available
(sugarcane harvest destroyed) and try to do something about it (pesticides, IPM).
During project formulation it is important not to loose track of the larger context of which the future project
is part. An OOPP exercise may place the project in perspective of a larger problem situation. The selection
of a strategy then occurs in view of the total problem picture. This facilitates the explanation and
justification of trade-offs to be made on one side, and improves understanding of project rationale on the
other side.
4 Supporting Materials
4.1 Exercises
The following five exercises are based on the case study 'Strengthening of Soil Survey of Pakistan
included in this manual. The answers given are not the only 'right' answers. They are presented here to get
an idea of the reasoning and logic behind OOPP.
Exercise 1
Exercise 2
Problem analysis
Exercise 3
Objectives analysis
Exercise 4
Strategy analysis
Exercise 5
Please read pages 7 till 11,13 till 15, 17, 18 and 32 till 37 on the draft Project Document from June
1991 on the Soil Survey of Pakistan, and "responses to questions
document,
2.
3.
Write the most crucial problem on a card, if necessary, use more cards but limit one problem to one
card.
4.
5.
6.
7.
Establish consensus on what really is the core problem by discussing, moving cards and defining
clusters.
2.
Place the direct causes underneath the core problem on the same level
3.
4.
5.
Place the direct effects above the core problem on the same level
6.
7.
2.
Rephrase the problems, worded as a negative phrase, into positive objectives, working from the top
downwards
3.
Check the relationships between the various levels of objectives in terms of the if-then sequence
4.
Check whether the objectives are sufficient to reach the next higher level
2.
Identify objectives in your problem tree which cannot be achieved due to resource limitations or
because these are unethical or non-sensical and set these aside when considering alternative
strategies
3.
Branches related by means and ends are identified as possible alternative project strategies. A circle
can be drawn around the means-end branches to signify the alternative solutions and as such the
different strategies
4.
Identify the strategy chosen by the project designers and draw the relevant circle
5.
6.
feasibility
time horizon
government policies
donor policies
political interests
Identify the direct recipients, intermediate beneficiaries and end beneficiaries
2.
3.
4.
5.
Transform the level below the outputs into activities and formulate the statements into an action ("to
..").
2.
Limited effectiveness of planning and design of agricultural development and soil conservation
3.
programmes
4.
5.
6.
7.
8.
9.
offered services
Limited skills in selected
disciplines
Needs and views of clients
day technologies
spent on meetings
laboratory ineffective
are unknown
information insufficiently
allocated
analysis outdated
within SSoP
demand
Dissemination of
organisational structure
Lack of facilities
of offered services
Staff has improved expertise
in selected disciplines
Needs and views of clients
are known
PR exercise conducted
on formal meetings
Organisational structure
clear
for the lab designed
introduced
orientation
Adequate funding
Efficient processing of
Information dissemination
of staff
research data
adequately allocated
Improved infrastructure
arrangements in place
OVI
Goal
Increased effectiveness of planning and design of agricultural development
and soil conservation programmes
Purpose
SSoP effectively meeting demands for soil data and analysis
Outputs
1. increased client orientation
2. expanded and improved range of offered services
3. improved management capacity
Activities
1.1 arrange for training in selected disciplines
1.2 explore needs and views of clients
1.3 conduct PR exercise
1.4 train staff in demand-led working methods
1.5 introduce incentives for client orientation
1.6 assign responsibilities for information dissemination
2.1 establish data base on soil characteristicws
2.2 operationalise GIS
2.3 identify demand and supply of relevant services
2.4 design effective working methods for the laboratory
2.5 introduce quantitative land evaluation methods for the laboratory
2.6 introduce computerised processing of research data
2.7 construct auditorium and exhibition room
3.1 train in management skills
INPUTS
MoV
Assumptions
Intervention Logic
3,2 introduce regular meetings
3.3 introduce transparent organisational strucuture
3.4 adapt budgeting and accounting system to client orientation
3.5 explore options for alternative funding arrangements
4.1 introduce new methods for soil and water analysis
4.2 upgrade technical skills
4.3 expand lab facilities
4.4 introduce new equipment
OVI
MoV
Assumptions
Time Required
Format
10 min.
Plenary
Introduction to OOPP
30 min.
Plenary
5 min.
Plenary
20 min.
Working groups
15 min.
Plenary
Explanation of exercise 2
10 min.
Plenary
45 min.
Working groups
30 min.
Plenary
10 min.
Plenary
20 min.
Working groups
20 min.
Plenary
10 min.
Plenary
45 min.
Working groups
30 min.
Plenary
15 min.
Plenary
30 min.
Working groups
45 min.
Plenary
30 min.
Individual/Plenary
7 hours
B. Materials
Flip-overs
Overhead-proj ector
75 cards of 1/2 A4 format
Tape
Markers
C. Location
The location is important for a successful training. Participants are encouraged to stay overnight. Informal
discussions may contribute to the effectiveness of the training.
Space should be allocated to allow working in groups. Each group should be able to work in a separate
room or, if the room is large enough, in a corner of the room.
Training Session
During the training the use of overhead sheets and flip-overs to clarify specific elements of OOPP is
encouraged. Overhead sheets produced for the OOPP course are included in this chapter.
The trainer should not only be knowledgeable on OOPP but should also have the skills to facilitate plenary
sessions and group work.
to establish consensus
to promote participation
open process
uses visualisation
stresses interrelationships
1. (Participation Analysis)
2. Identify core problem
3. Problem Analysis --> Problem Tree
4. Objective Analysis--> Objective Tree
5. Selection of strategy
6. (Project Planning Matrix)
OOPP
Problem analysis
OOPP
Objective analysis
OOPPsituation
Objective = future, desirable
Selection of strategy
Restate each problem into an objective
Identify the
nie;ins-erids
clusters
From
top downwards
-If
rewording
problem difficult: reconsider the
resource constraints
-problem
time horizon
programme priorities
whether
objectives
-Check
policies
of country
level
objective?
-higher
policies
of donors
cost-benefit ratios
opportunities
special interests
stakeholders support
etcetera
Strategy
Tolls us:
Strategy selection
Some criteria
1. Project Identification
From Identification
to strategy
2. Identify stakeholders
3. Initial workshop
4. Define and rank problems
5. Define and rank objectives
Problem tree
Tuna Project
No adequate management
of tuna resources
Inadequate enforcement
of regulation
No database on
Poor under-
No dissemination
oceanic fisheries
standing of tuna
among regional
biology
states
Lack of
Limited
essential
experience
information
Shortage of
Poor
staff
equipment
Poor
Absence of
Low political
equipment
regional treaty
priority
Shortage of
No dedicated
staff
lab. facility
Weak internal
legal framework
Economic utilisation of
Objectives tree
Tuna Project
natural resources
Sustainable management of
tuna resources in the region
Effective
Adequate information
management of
on tuna fisheries
regulations
Up-to-date
Proper under-
Dissemination
adequate
Database
standing of
of info among
staffing of
on tuna
Tuna biology
Regional states
fisheries
admin.
Detailed
base info
Relevant
expertise
Adequate
Internal
equipment
Regional
Sufficient
Dedicated
treaty on
staff
laboratory
tuna
Objectives tree
Tuna Project
Economic utilisation of
natural resources
Sustainable management
of tuna resource in the
Adopted
strategy
region
legal
Equipment for
admin. &
enforcement
High pol.
priority
framework
Project
logic
Goal or
development
objective
Purpose or
immediate
objective
Adequate information
on tuna fisheries
Up-to-date
Proper under-
Dissemination of
database
standing of
info among
on tuna
Tuna biology
regional states
Results or
outputs
Activities
Date:
Please answer by scoring on a scale of 1 (usually most negative) and 5 (usually most positive).
Narrative comments are welcome.
1. What was the level of your knowledge and skills
Low
high
Low
high
Low
high
a) duration
shorter
longer
b) timing
poor timing
good
timing
c) location
bad
good
d) selection of trainees
poor
good
a) contents
useless
useful
b) approach used
useless
useful
c) speed
too slow
too fast
too little
too much
e) quantity
too little
too much
f) style of presentation
dull
interesting
unhappy
happy
useless
useful
b) instructions
unclear
clear
too little
too much
useless
useful
unhappy
happy
Comments:
7. How did you like the plenary sessions:
Comments:
8. How did you like the work in working groups?
Date:
Comments:
9. How do you rate your present skills and
Little
high
Low
high
Unlikely
likely
Low
high
Unlikely
likely
Bad
good
Bad
good
knowledge of OOPP?
Comments:
10. What is your present interest in using OOPP?
Comments:
11. Do you expect to use OOPP this year?
Comments:
12. How do you rate your ability to carry out a
workshop on OOPP yourself?
Comments:
13. Do you expect to actually do such a workshop
this year?
Comments:
14. How did you like the training venue?
Comments:
15. How did you like your accommodation?
Comments:
5 Background Information
5.1 References
Euroconsult experience
A problem tree only is used in project preparation documents and/or inception reports. An example is:
Coastal Wetlands Protection and Development. Viet Nam (February 1996). Project preparation, draft final
report.
Agricultural Sector Management Support Project Yemen. Extension and Training Component, Agricultural
Research and Extension Authority (July 1993). Mission report.
Outside experience
GTZ, Gesellschaft fur Technische Zusammenarbeit, Germany
Tel: + 49 6196 79 19 51
Fax: +49 6196 79 71 71
Many projects sponsored by international donors like DANIDA, USAID, SIDA, the European Community
and others
Literature, manuals
1.
Manual Project Cycle Management: integrated approach and logical framework. Commission of
the European Communities, Evaluation Unit Methods and Instruments for Project Cycle
Management. No. 1. February 1993.
2.
5.2 Examples
Euroconsult/BMB
Problem tree 1: Agricultural Sector Management Support Programme, Yemen (1993)
Problem tree 2: Coastal Wetlands Protection and Development, Viet Nam (1996)
Outside
Problem tree 3: Source: Manual Project Cycle Management (PCM)
Objectives tree 1: Source: Manual PCM
Logical Framework 1: Source: Manual PCM
Lack of water
Tenancy and
Over-use
No water storage
High cost
Transport
Limitations of tradi-
share cropping
of land
facilities
of inputs
problems
alternative technology
tional technologies
problem
Over-grazing of
Over cutting of
rangelang
trees
No access
No messages on rainfed
Extensionist does
to credit
agric Or livestock
extension messages
Confusing messages
Extension
Lack of
Lack of
Bias to-wards
converted to extension
irrigated agriculture
method not
trans-
motiva-
some farmers
port
tion
effective
Information from
No communica-
Lack of knowledge of
No female
Lack of
Wrongly se-
extensionists
tion between
extensionist
incentive
lected ex-
reach researchers
various agencies
nication methods
tension
staff
Lack of resources
knowledge/awareness
- firewood/charcoal
priority = survival
- construction wood
experience
Vicious circle
Clearfelling/desctruction
Of mangrove forests in coastal
beit
Reduction/depletion
Establishment of aqua-
Conversion into
Decline in fish
Reduced
paddy fields
stocks
biodiversity
Establishment of hatcheries
Unplanned and
uncontrolled growth
Inadequate main
larvae production
strucutres
Un-sustainable
economic activity
Start of crab
cultures
Decline in coastal
Inadequate pond design
and management
Production of pollution
/ acidity
area fishing
opportunities
Legend
Direct cause or effect
Increased fishing
effort
Hampers (further)
Collapse of
mangrove growth
marine fisheries?
FOOD
SHORTAGES
PRODUCTION ON HILLS
RICE PRODUCTION
DECREASING
DECREASING
CAUSES
CAUSES
EROSION OF
DESTRUCTION
IRRIGATION
IRREGULAR
HILL SLOPES
OF HARVESTS
NETWORK NOT
SUPPLY OF
FUNCTIONING
INPUTS
FOOD SITUATION
IMPROVED
END
INCREASED
INCREASED RICE
PRODUCTION ON HILLS
PRODUCTION
MEANS
MEANS
EROSION OF
DESTRUCTION
IRRIGATION
MORE REGULAR
HILL SLOPES
OF HARVESTS
NETWORK
SUPPLY OF
DIMINISHED
DIMINISHED
FUNCTIONING
INPUTS
Sources of
Assumptions
Verification
Overall objective:
Survey by Ministry
Food situation
of Agriculture in
improved
1998
Project report
Increased rice
94/95/96/97
production
crop consumed by
production
Results:
1. Irrigation network
functioning
irrigated
Survey of peasant
No sabotage or irrigation
farmers 95/96/97
system
Reports from
extension services
of inputs
system
farming skills
Activities:
Inputs:
EC
farmers
Human resources
channels
- 3 cars/4 motorcycles
- 3 houses/offices
- working capital
management and
participation
(x 1000 ECU)
140
500
1.900
BOGO
Human resources
120
2.1 -Organize
purchase of inputs
- 4 houses
inputs
- running
distribution
40
40
200
3.1 - Organize
extension service
3.2 - Train extension
workers
Intervention Logic
Sources of
Assumptions
Verification
environment
Preconditions
Disputes between hill
farmers and lowland farmers
are settled
Official approval of
organizational set-up