Problem Analysis and Participation 1

PROBLEM ANALYSIS AND PARTICIPATION

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 Problem Analysis and Participation 2

Problem Analysis and Participation

Introduction

Problem analysis and participation are central to various types of project planning. A

problem analysis includes a set of systematic tasks that are meant to increase the understanding

of a designer concerning a problem so as to formulate a change to the issue for better balancing.

The process looks at the roots and determinant of a problem as well as their impact and

consequences. In essence, problem analysis helps in finding solutions to an aspect by mapping

out the framework of an issue (MacArthur 2011, p 10). On the other hand, participation is a tool

used to provide more understanding on the different parties and groups that are either indirectly

or directly involved with the project or programme, and who may benefit from, oppose or even

support the project and its activities (Dale 2015, p 98). In the process of planning programmes or

projects, it is essential for one to know all the stakeholders that are important to its success since

the consideration of their expectations and interest is necessary for them to fully participate. This

essay will demonstrate that problem analysis and participation plays a critical role of

encouraging communities that may be affected by particular social or economic difficulties to

own their challenges, create objectives that positively benefit all stakeholders and to point out

uncertainty levels and risks when designing a project so as to develop an integrated approach of

addressing critical issues in the society.

Problem Analysis

Before the design of a project commences, it is necessary to incorporate an analysis of the

problem that may have been noted during project identification. Dale (2015, p 98) pointed out
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that problem analysis makes it easier for the primary stakeholders to determine the causes and

effects of the challenges they encounter, which involves an assessment of the needs of target

beneficiaries and the possible impact on direct recipients. To that scope, one may claim that the

role of problem analysis starts with the evaluation of the needs of individuals and what and how

a programme or project aims at facilitating the improvements in their livelihoods, while at the

same time considering all the stakeholders (Dale 2015, p 98).

According to Dale (2015, p 98-99 ), the analysis commences with the identification of the

problem, which starts with drawing a problem tree that comprises of people from the community

who have different types of knowledge level and who are to help in evaluating human

deprivations. Although one may argue that all stakeholders should be included in problem

analysis, conducting the evaluation with different groups is vital as it helps in showing the

variances in their perspectives. Kerzner and Kerzner, (2017, p 58) add that once the identification

of the core problem is complete, project or programme participant should take into account the

direct causes and effects of the identified problem. The next step in problem analysis is the

development of a solution and choosing the ideal intervention.

MacArthur (2011, p 14) observes that problem analysis is vital particularly with the work

of NGOs as they work with a large number of communities and stakeholders in dealing with

different social issues through participating in various activities. Project or programme activities

must be on the basis of sufficient understanding of the challenges that negatively affect the

project beneficiaries. As a key aspect of the process of project planning, it can be claimed that

project or program beneficiaries should have an adequate understanding of their conditions and

how they could gain from an initiative.

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Attainment of through problem analysis is possible through a range of approaches like

observations, case studies, surveys, meetings, lobbying, facilitate group discussions,

participatory analysis, systematic rapid ranking and so on. The process followed by UNICEF in

its poverty alleviation efforts in developing nations such as Malawi presents a classic example of

problem analysis. Kilburn et al. (2016, p11) noted that, before the project team designs a poverty

alleviation activity, they require an in-depth understanding of the different constraints and issues

relating to the issue. Before the project moves further, the team conducts a focus group

interviews with the target groups so as to gain a deeper understanding of the issues related to

poverty, challenges and constraints. Similarly, the target beneficiaries learn more about poverty

and possible solutions. Through the discussions, the project team can deeply understand the

cause and effects of the problem (Kilburn et al. 2016, p11).

Nevertheless, it is arguable that a participatory approach is essential for risk

identification and discovery of the uncertainty levels early in the project design process. The

identification of uncertainties and problems is however possible when members of the

community are included in developing a problem tree or through facilitating meetings and

conversations (Kerzner and Kerzner 2017, p 56-57). Through this, risks and uncertainties can be

identified and minimized by obtaining information that could not have been gleaned if

consultation and participation of beneficiaries had not been done before.

Participation

Stakeholder participation is described as the process where all the parties and groups

affected by the identified problem are actively engaged in working towards finding a solution for

their problems. Notably, it is an interactive process which involves shareholders sharing of their

feelings and ideas concerning a project (MacArthur 2011, p 12). For example, they may express
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how they expect the output to look like and the means through which the desired state can be

achieved. Stakeholder participation is vital as it involves the discussion of finer details regarding

the project such as the budget, resource mobilization, plan of work and evaluation, among others.

The position of stakeholder participation in a project or programme cannot be ignored. The

attitude, perceptions, knowledge and beliefs of all the parties and groups involved in a project

can have a considerable influence on the success of the project. Notably, Kilburn et al. (2016, p

15) are of the view that it is not always clear when stakeholder should be introduced into the

decision-making processes in a project due to the uniqueness of every development. Clearly,

emergencies and minor decision do not necessarily require stakeholder participation. Generally,

complicated issues with considerable outcomes to the project and the people involved warrant

stakeholder participation (Dale 2015, p 99). Although one may argue that anyone in the society

qualifies to be a stakeholder, those considered should be individuals or groups who have an

interest or are affected by the project in one way or another. However, it is also worthwhile to

note that stakeholders also include those who have power or influence in a situation that

concerns the project (Bourne 2015, p 24). The interest can be cultural, monetary, professional,

and personal, or may stem from other motives. The mere knowledge of a specific stakeholder is

not enough to identify the parties to participate in a given project or programme. Stakeholder

analysis is necessary for the identification of the appropriate stakeholders in a project.

As Bourne (2015, p 26) posited, stakeholder analysis is a critical approach towards

identifying parties involved in the project and assessing their needs. Since they fall into different

classifications, an analysis is necessary to avoid stereotyping them. According to Kilburn et al.

(2016, p 26), stereotyping stakeholders may include associating them with views or groups that

they are not comfortable with. As opined by MacArthur (2011, p 12), an analysis of stakeholders
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allows the project planners to determine whether it is right to engage with different stakeholders

and when to. Essentially, the process of analysing different groups involved in a project helps in

developing a strategic perception of institutional and human landscape, as well as the association

between various stakeholders and their critical issues. Information for stakeholder analysis can

be collected through different ways. According to the views of Kilburn et al. (2016, p 25) ,

secondary sources such as public records, reports, newspapers, publications and other written

materials may contain necessary and adequate information about individuals and groups.

However, directly communicating with them through techniques such as surveys and interviews

is ideal for generating accurate information. Bourne (2015, p 29) noted that a cursory stakeholder

analysis may be very useful in understanding those engaging in the process. In addition, Kilburn

et al. (2016) notes that stakeholder analysis provides the project planner with unique solutions to

questions surrounding the process of participation such as the meeting methods to be applied,

time of scheduling a meeting and the degree to which stakeholders can interact with each other.

Therefore, it can be argued that stakeholder analysis may help in ensuring that a project’s

participatory process has positive outcomes for all involved parties.

Participation takes many forms including manipulative, by consultation, interactive, and

self- mobilization, as well as participation for material incentives. Similarly, there are different

levels of involvement (high or low) depending on the scale of control between the community

and the project. Stakeholder engagement at the bottom of the scale involves low-level

participation with the target beneficiaries. In this case, the outcome is the community that is

intended to be supported through the project or programme is not told anything which exhibits a

top-down approach to development. The participatory approach at the top of scale involves

increased engagement where the target beneficiaries are consulted regarding the issues by the
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project planners (MacArthur, 2011, p 12). The result is a bottom-up approach where the

stakeholders are supported by facilitating problem analysis to help in identifying the appropriate

strategies towards social change, and the project supports them to accomplish these objectives.

Participation is essential in all phases of a project or programme, particularly the

planning stage as it helps the teams to develop a cohesive approach toward a problem through

consulting a wide range of stakeholders and beneficiaries (MacArthur 2011, p 16). Nevertheless,

to oppose this idea, Kilburn et al. (2016, p 32) posits that a project or a program team should be

cautious when making decisions regarding the involvement of others in the activities. Dale

(2015, p 99) observes that this is essential when a decision is to be made about stakeholders who

might be having a conflicting interest.

Among the arguments in this essay is that participation and problem analysis help in

encouraging the communities affected by a problem to own their issues. A participatory approach

can help in reaching a positive outcome at the higher end of the scale where the community is

given a considerable amount of control (Bourne 2015, p 28). An important example of this

scenario is the malaria control projects that have failed even when funds for mosquito nets have

been provided because community members have turned them into fishing nets. The evidence, in

this case, would propose that had the members of the community been consulted and involved,

the failure of the project could have been avoided.

Conclusion

As observed in the above argument, it is evident that within problem analysis,

participation helps in ensuring that all stakeholders and beneficiaries are involved in the process

of designing a project or a programme. The role of participation is to encourage techniques that

support direct stakeholders and intended beneficiaries to take possession of the issues that are
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faced by the local community where the project is to be conducted. Participation encourages the

project or program planners and managers to involve all stakeholders in analysing the problem.

Through this, the invaluable knowledge that beneficiaries have concerning their problems is used

for the larger benefit of the implementation process. Stakeholders do not only have an adequate

understanding of the techniques they may have used previously, but they also share issues at the

community and cultural levels. The role played by problem analysis and participation in a project

or program is to help in making better decisions and to offer improved outcomes for the target

beneficiaries. Through this, the community members and the development practitioners are

assured that the project or programme will entail collaboration, thus allowing for positive

relations and community ownership of their problems, which helps in preventing the failure of an

initiative. Therefore, members of the community and all other project practitioners should work

in collaboration in order to identify problems and develop solutions that seek to address the

issues they might be experiencing.

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References

Bourne, L., 2015. Making Projects Work: effective stakeholder and communication management.

Auerbach Publications.

Dale, R., 2015. Development planning concepts and tools for planners, managers and

facilitators. Academic Foundation.

Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,

scheduling, and controlling. John Wiley & Sons.

Kilburn, K., Handa, S., Angeles, G., Mvula, P. and Tsoka, M., 2016. Happiness and Alleviation

of Income Poverty: Impacts of an unconditional cash transfer programme using a

subjective well-being approach. IRC Publications.

MacArthur, J.D., 2011. Stakeholder Roles and Stakeholder Analysis in Project Planning: A

review of approaches in three agencies-World Bank, ODA and NRI.

Milosevic, D.Z. and Martinelli, R.J., 2016. Project management toolbox: tools and techniques

for the practicing project manager. John Wiley & Sons.