I.

GOAL-ORIENTED PROJECT PLANNING (GOPP) – THE LOGICAL

FRAMEWORK APPROACH

A. Basic Features of the GOPP: Problem Analysis and Objective

Analysis
GOPP (Goal Oriented Project Planning
- is an innovative tool for project management in which interactive
workshops involving stakeholders in a project together with an
external moderator are held at different points in the project
lifecycle.
- has proved to be robust and effective in helping groups defining
clear objectives and designing related action plans.
- this is an excellent method for improving team effectiveness.
GOPP aims;
1. To improve the quality of the analysis made by the group of partners in the
design phase of the project.
2. To make the project more coherent and transparent by clarifying the
responsibilities of each partner
3. To provide trust and self-confidence to project partners so to reduce the
risk of lack of commitment or failure during the implementation of the
intervention
4. To improve the capacity of the group of partners to achieve more results in
a limited time.
How does GOPP works?
- GOPP session needs a skilled and independent workshop
facilitator or moderator.
- Facilitator or moderator ensures that the discussion is always
focused and makes sure that all the participants are involved in
reaching decisions on an equal basis.
He prepares a planning procedure which will lead the group
through all the steps needed to solve the issue or problem that
blocks their progress.
- To assist the group, the moderator also uses visualization
techniques.
- The workshop is normally attended by a maximum of 20
participants and it may vary a lot in duration from 1 to 5 days.
There are four methods of analyzing problems in Goal-Oriented Project
Planning:
1. Participation/stakeholders analysis
2. Problem tree analysis
3. Objective analysis
4. Alternative analysis.
These different methods of problem analysis utilize participatory approaches
which should be done by a group of planners.
 1. Stakeholder Analysis is a process of identifying key stakeholders and
assessment of their problems, fears, interests, expectations, restrictions
and potentials with respect to the program/project being planned. A
stakeholder is anyone who will make use of, develop, or have an impact on
any aspect of the extension program/project. Stakeholders can either direct
or indirect. Direct stakeholders are those people (developers, managers,
customers) whose actions can directly impact, or are impacted by the
project. Indirect stakeholders are those who have some political power to
influence the extension program/project or those who are interested in its
outcomes.

Steps in stakeholders’ analysis:

1. Identify key stakeholders

2. Categorize stakeholders (ex. Beneficiaries, functional groups, etc.)
3. Characterize them briefly
4. Analyze their weaknesses, constraints and potentials (as regards the planned
project)
5. Identify consequences for a potential project. (ex. conflict areas, etc.)

Example of a stakeholder analysis of a potential public bus system project in a

rural district
Participants/ Problems/ Expectations/interests Weaknesses/constraints
their needs
characteristics
Bus company Frequent High utilizations of Inefficient management
(institution) bus buses (no flexibility)
accidents
Passengers Movement To be at the market as No capital available to
(estimated by public early as possible afford alternative means
150,000 people transport is To have enough space of transport
per day) unreliable for transporting farm
and products
dangerous

2. A Problem Tree Analysis – is a tool used to represent the causes &

effects of existing problems pertaining to a project area in the form of a
tree. Major problems are grouped into a problem tree as cause and effect
with the identification of the core problem. The problems are written on
cards – one to a card and organized by smaller groups.
Steps in Problem Tree Analysis:
1. Identify the focal problem and write it on a card.
2. Discuss all the related problems to a focal problem and write each problem
on a separate card.
3. Establish a hierarchy of causes & effects – problems that are directly
 causing the focal problem go below it, and problems that are effects of the
focal problem
go above.
4. For each problem ask the question “What causes this problem” Write the
causes on separate cards and place them below the problem they cause. If
there are two or more causes of a problem, and one is not the cause of the
other then place them on the same level.
5. Review the problem tree for completeness and accuracy, and link the
problems with cause – effects arrow/lines to show connections.

Example of a problem tree analysis of a public bus system

Economic loss Loss of confidence

EFFECTS -----------------------------------------

Passengers are hurt or killed People arrive too late

--------------------------------------

FOCAL PROBLEM FREQUENT BUS ACCIDENT

----------------------------------------------------------------------------

Drivers are not careful enough Bad condition of vehicles Bad condition of
roads

-----------------------------------------------------------
-
CAUSES
Vehicles are too old Insufficient
maintenance

3. Objective Tree Analysis – is a restatement of the problems into

realistically achievable goals often done by re-expressing the problems into
outcomes. In the objective tree, the desired solutions are articulated,
clustered and prioritized.

Formulating an Objective Tree:

1. Restate all elements in the problem tree into positive, desirable conditions;
2. Review the resulting means-ends relationships to assure validity and
completeness of the objective tree;
3. If necessary: a. Revise the statements
b. Delete objectives which appear unrealistic or unnecessary
c. Add new objectives
 4. Link the objectives to show the means-ends relationships

Example of an objective tree analysis of a public system

ENDS Passenger’s economic Passenger’s confidence

losses are reduced is restored

------------------------------------------------------
Few passengers hurt Passengers arrive on
time
or killed

-------------------------------------------------------

FREQUENCY OF ACCIDENTS REDUCED

-----------------------------------------------------------------------------
--

Drivers drive carefully Vehicles are kept Road

conditions
and responsibly in good condition are
improved

-----------------------------------------

MEANS Drivers are better Old vehicles are Vehicles are

maintained
trained replaced regularly

4. Alternative Analysis – is the identification & assessment of alternative

objectives according to resources, probability of achieving objectives, political
feasibility, cost-benefit ratio, social risks, time horizon, sustainability and other
factors as decided by group. This is prepared on charts. A project strategy is
created by understanding the range of means for meeting objectives.

Steps in conducting alternative analysis:

1. Delete unachievable objectives with its foreseeable limitations.
2. Identify possible alternative means by which ends may be reached (mean-
ends ladders)
3. Assess which alternatives make up a good project by specifying general
criteria to suit the identified alternative
4. Decide on alternatives to be pursued by the project using a system of scoring.
Program/Project Planning Matrix:
- Is a tool typically used in project management to summarize the
complexity of a project design. It can be a part of a logical
framework approach, and is usually drawn after the strategies
analysis has been performed.
- Is a matrix of four columns and four rows providing sixteen
squares for a comprehensive description of a project. It shows
both the projects’ logical structure (the links between the
inputs/activities and the objectives to be achieved under certain
assumptions), and its major quantitative data. The horizontal
logic, defines how project objectives specified in the project
description will be measured, and the means by which the
measurement will be verified. This provides the framework for
project monitoring & evaluation. The vertical logic identifies what
the project intends to do, clarifies the causal relationship &
specifies the important assumptions & uncertainties.
INTERVENTION OBJECTIVELY MEANS OF ASSUMPTIONS –
LOGIC VERIFIABLE VERIFICATION – refers to the
INDICATORS – the source of conditions which
refer to the information and could affect the
information we the methods used progress or
need to help us for its collection success of the
determine project, but over
progress towards which the project
meeting project manager has no
activities direct control
OVERALL GOAL Measures of the Sources of
– refers to the extent to which a information and
sectoral or national contribution to the methods used to
objectives to which goal has been collect and report
the project made. Used it
designed to during evaluation
contribute - what
should be achieved
PROJECT Conditions at the Sources of Assumptions
PURPOSE – refers end of the project information and concerning the
to what the project indicating that the methods used to purpose/goal
is expected to purpose has been collect and report linkage
achieve in terms of achieved. Used for it
developmental project completion
outcome. and evaluation.
EXPECTED Measures of the Sources of Assumptions
OUTPUTS – refers quantity and information and concerning the
to the specific quality of the methods used to output/component
results produced outputs and the collect and report objective linkage
by undertaking a timing of their it
series of tasks or delivery. Used
activities. during monitoring
and review
ACTIVITIES – RESOURCES NEEDED FOR Assumptions
refers to the IMPLEMENTATION concerning the
specific tasks At the input/activity level, the resources activity/output
undertaken to required have to be stated. The planner linkage
achieve the has an overview of the proposed
required outputs. expenditure for each of the project
components including the expected
income generated