4.1.4 Problem analysis ("problem tree” tool)

Question 1

Problem analysis can be defined as the thorough study of one or more problems
(ID during the assessment stage)
To

Answer 1

ID their causes
decide whether
and how to tackle them

Question 2

A “problem” is defined here as

Answer 2

“an unsatisfactory situation
that may be difficult to cope with

Question 3

Problem analysis is a

Answer 3

critical stage of project planning, it guides all subsequent analysis
DM on priorities

Question 4

The aim of problem analysis is to

Answer 4

structure
summarize
organize
(initial findings of an assessment)

In order to arrive at a
clearer understanding of
the situation under analysis

Question 5

It involves

Answer 5

ID the negative aspects of an existing situation (i.e. “problems”) and then

ID the immediate and underlying causes.

By identifying the causes of a problem,
it is possible to start to

ID possible solutions
which will address the problem

Question 6

Some form of problem analysis may have been done during

Answer 6

the initial assessment (IA)

Question 7

the information should be

Answer 7

Revisited
Verified
Completed
If necessary

If not, it should be started at this point, using the information discussed and analysed
during the assessment and during the stakeholder and SWOT analyses

Question 8

This visual method uses the analogy of a tree to facilitate the
analysis of the problem(s).

Question 9

The exercise produces a

Answer 9

summary picture of the existing
negative situation,

main problem as the “trunk”, causes of the problem “roots” effects of the problem“branches”

Question 10

The problem tree exercise can be carried out in three steps:

Answer 10

Step 1: Discuss in a group the various issues that have been identified in the assessment.

Step 2: Identify and agree on the core problem(s) to be addressed.

Step 3: Identify and analyse the causes and effects of the core problem(s).

The third step involves repeatedly asking the question “why does this problem exist?”
(the exercise is sometimes called a “why-why tree”).

The analysis then looks at the connections (CER) between the problems identified.

The “problem tree” produced by the exercise should provide a robust but simplified version of reality.

A problem tree cannot and should not contain or explain the complexities of every identifiable CER.