Problem Analysis

&
Objective Analysis
National
Productivity &
Competitiveness
Council (NPCC)
2
3
Typical Structure of a Logframe Matrix

4
Why participatory approach?

5
PROBLEM ANALYSIS CRUCIAL!

As with weeds, the roots must be

tackled, if the weeds are to
disappear
 Problem Analysis

Finding the roots of the evil

Which is the problem to be solved?
Who owns the problem?
One focal problem, focus!
Find the causes and effects to the focal
problem
The causes of the problem shall be tackled
through activities within the framework of the
project in order to solve the problem in a
sustainable way
Problem Tree
EFFECT

CAUSE
Example NPCC

10
 Important Definitions

PROBLEMS:
Negative conditions which exist instead of desired and
realistically achievable positive conditions.

Problems cannot be perceived if there is not at the same

time a feeling or an idea that a possibility for
improvement exists.

Problem = deviation or gap between targeted and actual

situation

11
 Important Definitions

EFFECTS:
Deficiencies related to peoples lives and the various
conditions for their living past as well as present and
future ones which are unsatisfactory, difficult, insecure,
unclear, not easily improvable.

System thinking requires analysis of

repercussions/linkages need to define time relation in
each statement

Future implications are always most important

12
 Important Definitions

CAUSES:

Constraints which results into deficiencies.

They may be related to peoples resources, to their

actions, to the results of their actions

E.g Low production is a cause which may lead to the

effect of low standards of living.

It is these factors that hinder people from achieving their

objectives
13
 Activity - Teamwork

Case study
Feminisation of Poverty

14
Objective Analysis

Objective Tree
A basis for further decision-making
alternative interventions (projects)
The formulated objective must be
realistic, feasible and responding
to the situation
One problem= sometimes more
than one objective
15
Defining the objective

Problem Tree Objective Tree

Effects Overall objectives

Focal problem Project Purpose

Causes Results
 Objective Tree

Reformulate the problems as objectives

Check the logic and plausibility of the
means-to-ends relationship
Adjust the structure wherever
necessary, revise statements
Add new objectives if these appear to
be relevant and necessary

17
18
 Objectives Tree
*

Ends

* Project Cycle Management Guide, 2004

Means
19
Analysis of Alternatives

20
21