Problem Analysis .

• The problem analysis identifies the negative aspects of an existing situation and establishes
the 'cause and effect' relationships between the identified problems.
• It first involves identifying reasons a problem exists, and then (and only then) identifying
possible solutions and a plan for improvement.
Importance of Community problem Analysis
1. To better identify what the problem or issue is.
2. To understand what is at the heart of a problem.
• A problem is usually caused by something; what is that something? We should find out.
WHEN SHOULD I ANALYZE A COMMUNITY PROBLEM?
• When the community problem is not defined very clearly
• When little is known about the community problem, or its possible consequences.
• When you want to find causes that may improve the chance of successfully addressing the
problem When people are jumping to solutions much too soon
• When you need to identify actions to address the problem, and find collaborative partners
for taking action.

Analysis of the Problem

Problem Tree Analysis
• It helps stakeholders to establish a realistic overview and awareness of the problem by
identifying the fundamental causes and their most important effects.
Problem Tree Analysis
• Tree-shaped diagram in which the trunk represents the focal problem, the roots represent
its causes and the branches its effects.
• 1.Consequences 2. Main problem 3. Causes
Steps in Problem Tree Analysis
• Step 1: Identify major existing problems, based upon available information. Openly
brainstorm problems which stakeholders consider to be a priority.
• Step 2: Select an individual starter, a focal problem for analysis.
• Step 3: Look for related problems to the starter problem: identify substantial and direct
causes/effects of the focal problem
• Step 4: Begin to construct the problem tree by establishing a hierarchy of cause and effects
relationship between the problems: -
o Problems which are directly causing the focal problem are put below
o Problems which are direct effects of the focal problem are put above
 • Step 6: Connect the problems with cause effect arrows clearly showing key links
• Step 7: Review the diagram, verify its validity and completeness and make necessary
adjustment:
o Ask yourself/the group -'are there important problems that have not been mentioned
yet?' If so specify the problems and include them at an appropriate place in the
diagram.

General remarks in developing a problem tree:

• A good representation of stakeholders is important to achieve a shared understanding of
the issues. Conducting a problem tree analysis calls for skilled facilitation as well as plenty
of time.
• There will probably be multiple causes for each effect, and multiple effects for each cause.
Some cards (such as low socio-economic status) may be both fundamental causes and
principal effects.

General remarks: •
• Allow for discussion, debate and dialogue.
o Questions to guide the discussion might include:
-Does this represent the reality? Are the economic, political and socio-cultural
dimensions to the problem considered?
-Which causes and consequences are getting better, or worse and which are staying
the same?
-What are the most serious consequences? What criteria are important to us in
thinking about a way forward
General remarks:
• Questions to guide the discussion might include:
o Which causes are easiest/most difficult to address? What possible solutions or
options might there be? Where could a policy change help address a consequence,
or create a solution?
o What decisions have we made, and what actions have we agreed upon?
-Share a copy of the final problem tree with stakeholders

Analysis of Objectives
• This methodology allows:
• To describe the future scenarios deriving from the problems' solution.
• To verify the objectives' hierarchy.
• To clarify in a diagram the means-ends relations.
• The negative situations identified in the problem tree are transformed into positive and
already reached situations.
Transformation of the problems into objectives Problem Objective High infant and maternal
Transformation of the problems into objectives
• Problem; objective
• High infant and maternal mortality rates; infant and maternal mortality rates reduced
 • High incidence of acute birth complications; reduced incidence of acute birth complication
• Birth complications diagnosed late or not at all; increased/earlier diagnosis of birth
complications

Steps in Objective Tree Analysis

• Step 1: Reformulate all negative situations of the problems analysis into positive situations
that are desirable, realistically achievable
• Step 2: Check the means-ends relationships to ensure validity and completeness of the
hierarchy (causa-effect relationships are turned into means-ends linkages)
• Step 3: Work from the bottom upwards to ensure that cause-effect relationships have
become means ends relationships. If necessary: -revise statements -add new objectives or
delete objectives
• Step 4: Draw connecting lines to indicate the means ends relationships.

General remarks in creating an objective tree

• The analysis of objectives should be undertaken through appropriate consultation with key
stakeholder groups.
• As with the problem tree, the objective tree should provide a simplified but robust summary
of reality.

Analysis of strategies/alternatives

Analysis of possible strategies

• The different groups of similar Objectives identified in the Problem tree become Strategies.
• The most appropriate and feasible strategy is selected. on the basis of different criteria
(priority, budget, timing).

Steps in Analysis of Strategy

• Step 1. Identify differing "means-ends" ladders, as possible alternative options or project
components.
• Step 2. Eliminate objectives which are obviously not achievable or pursued by other
projects in the area.
• Step 3. Discuss the implications for affected groups.
• Step 4. Make an assessment of the feasibility of the different alternatives.
• Step 5. Select one of the alternatives as the project strategy.
Logical Framework Analysis
• It defines the project's objectives and indicators for monitoring and evaluation -WHO
• analytical, presentational and management tool
o analyze the existing situation during project preparation
o establish a logical hierarchy of means by which objectives will be reached
o Identify the potential risks to achieving the objectives, and to sustainable outcomes

When to use
1. Identifying and assessing activities that fit within the scope of the program
2. Preparing the project design in a systematic and logical way
3. Appraising project designs
4. Implementing projects
5. Monitoring, reviewing, evaluating project progress and performance

Main steps of LFA

1. Situational analysis
2. Problem/strategy analysis
3. Project planning
4. Implementation plan

Components of Log Frame Matrix

• Project's hierarchy of objectives
• Project environment and key external factors critical to the project's success
• How the project's achievements will be monitored and evaluated
• Basis on which resource requirements and costs are determined.

Intervention Logic
• identifies what the project intends to do (strategy of intervention)
• shows the causal relationship between the different levels of the objectives

Intervention logic
a. goal
b. purpose
c. result
d. activities

A. Goal
• Overall objectives
• Describes the anticipated long term objectives towards which the project will contribute

B. Purpose
• Specific Objective
• describes the intended effects of the project
 • the immediate objective for the direct beneficiaries as a precisely stated future
condition.
C. Result
• Expressed as the targets which the project management must achieve and sustain.
• They are to be expressed in terms of a tangible result delivered/ produced/ conducted
etc.
D. Activities
• How the team will carry out the project
• Expressed as processes, in the present tense starting with an active verb.

Take note!
A common problem in formulation objective statements is that the purpose statement is formulated
as the re-statement of the sum of the results, rather than as a higher-level achievement.

Assumptions
• External factors that have the potential to influence the success of a project
• A pre-condition is a condition that must be fulfilled or met before project activities can
start
Risk
• Events, conditions, decisions outside of the control of the project which could derail the
project
• Stated in negative terms

Objectively verifiable indicators

• Describe the project’s objectives in operationally measurable terms
• Performance measures, they tell us how to recognize successful accomplishment of
objectives
• The basis of the project’s monitoring and evaluation system

Quality- the kind (or nature) of the change

Quantity- the scope/extent of the change
Timing- when the change should have taken place
Target group
Place- location

A good indicator should be SMART

Specific
Measurable (either quantitatively or qualitatively)
Attainable
Relevant
Time-bound
Source of verification
• a.k.a means of verification
• help to test whether or not the indicators can be realistically measured at the expense of a
reasonable amount of time, money and effort
• primary/secondary data

Means & Cost

• Means are the human, material and service resources (inputs) needed to carry out planned
activities and management support activities
• Cost are the financial resources needed to carry out these activities