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CERP 165 (EXAM) > Problem and Objective Tree Analysis > Flashcards

Problem and Objective Tree Analysis Flashcards

1
Q

Prior to the project
formulation and
construction of the
logical framework
matrix, structured
analysis of the existing
situation should be
conducted.

A

Situation Analysis

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2
Q

The process of searching
for promising investment
opportunities to
overcome problems
constraining achievement
of desired development
objectives or exploiting
an existing development
potential.

A

Project Identification

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3
Q

Situational Analysis Process

A

❖ Stakeholder
Analysis

❖ Problem Analysis
and Problem Tree

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4
Q

Project Identification Process

A

❖ Objectives Analysis

❖ Alternative
Analysis

❖ Logical
Framework

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5
Q

The first step to understanding the
problem is an analysis of the people, groups, or organizations who may influence or be influenced by the problem or a
potential solution to the problem. Without people or interest groups there would be no problem.

A

Stakeholder or
Participation Analysis

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6
Q

▪ Identify key stakeholders
▪ Clarify their interests
▪ Comprehend their perception of the
problem
▪ Specify their resources (supportive and
destructive)
▪ Outline their mandate

A

Stakeholders Analysis

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7
Q

When to use
Stakeholders’ Analysis?

A
  1. During project identification (when literally there is no project idea to speak of yet)
  2. After decision in project approach
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8
Q

tool, seeks to identify the core problem, and analyze
the existing situation surrounding the context of the problem. It is the basis
and the justification for the project design.

A

Problem Analysis

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9
Q

graphic devise which describes a problem and
the hierarchy of factors which are believed to cause the problem.

A

problem tree analysis

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10
Q

Problems and their inter –relationships
can be identified and visualized using the
so-called

A

“problem tree”.

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11
Q
  • organizes these
    cause-and-effect relationships in a way
    which can lead to a strategic selection of project components.
  • technique helps to identify the causal factors underlying what is
    normally seen as the core problem
A

Problem Tree Analysis

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12
Q

Advantages of a Problem Tree

A
  1. Real, present issues
  2. The problem can be broken down into
    manageable and definable chunks;
  3. There is more understanding of the problem
  4. It identifies the constituent issues and arguments
  5. build a convincing proposed solution;
  6. helps build a shared
    sense of understanding, purpose and action.
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13
Q

objective formulation tool that depicts graphically the hierarchy of objectives. It is formulated by initially inverting the statements
found in the problem tree.

A

Objective Tree

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14
Q

Preparing an Objective Tree

A
  1. Reformulate the problems as objectives;
  2. Check the logic and plausibility of the means-
    to-ends relationship;
  3. Adjust the structure wherever necessary and
    revise statements;
  4. Delete objectives that are not desirable;
  5. Check whether re-wording
  6. Add new objectives if they appear to be relevant and necessary
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15
Q

purpose of the alternatives analysis

A
  1. identify possible alternative options,
  2. assess the feasibility and comparative advantages of each of them
  3. agree upon one project strategy.
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16
Q

systematic way of
searching for and deciding on problem
solution

A

alternative analysis

17
Q

How to do Analysis of
Alternatives

A
  • identifying the longer term impacts and objectives you
    wish to pursue
  • identifying the differing means and ends ladders
  • optimal project strategy to enhance performance.
18
Q

Rational Choice of Alternatives

A

Typical criteria :
* probability of achieving the desired objectives;
* technical and institutional feasibility (implementability);
* financial and economic feasibility (cost-benefit analysis);
* social and political feasibility;
* resources available; and
* linkage with or contingency on other related initiatives.

19
Q
  • helps to organize ideas about the needs of the client
    into a hierarchy of cause-and-effect relationships;
  • project objectives and components
    which will respond to the needs of the clients.
A

Logical Framework

20
Q
  • an aid to logical thinking.
  • a tool by which the project may be structured
    and described for analytical purposes.
  • provides a structure that will allow project
    planners and evaluators to specify
    components of their activities and to identify
    the logical linkages between a set of means
    and set of ends.
A

Logical Framework (Logframe)

21
Q

if certain
inputs are provided, there is a certain predictable
outputs.

A

Linkage between inputs and outputs

22
Q

the project
outputs will have a certain desirable effects.

A

Linkage between outputs and effects

23
Q

if project
effects are achieved, this will have an impact on
some more broadly defined program or policy goal.

A

Linkage between effects and impacts

24
Q

Essential Components of the Logframe

deals with the WHY the
project is being done, WHAT the project is to
accomplish, and HOW the project will be done.

A

Hierarchy of Project Objectives

25
Q

Essential Components of the Logframe

provide the
performance measures in how to recognize successful
accomplishment of the objectives.

A

Objectively Verifiable Indicators (OVIs)

26
Q

Essential Components of the Logframe

the sources of data that
will demonstrate what the project is as accomplished.

A

Means of Verification (MOV)

27
Q

Essential Components of the Logframe

the external
conditions that are outside the control of the project,
but are essential to project success.

A

Assumptions – (Risks and External Factors)

28
Q

Logical Framework: Column Headings

term used to describe the
text that “narrates” the objectives.

A

Narrative Summary

29
Q

Logical Framework: Column
Headings

These are the
measures, direct or indirect that will verify to what
extent the objectives have been fulfilled.

A

Objectively Verifiable Indicators (OVIs)

30
Q

Logical Framework: Column
Headings

These statements
specify source of the information for the
measurements or verification specified in the
indicators column.

A

Means of Verification (MOVs)

31
Q

Logical Framework: Column
Headings

the conditions which could
affect the progress or success of a project.

A

Assumptions

32
Q

Logical Framework: Row
Headings

higher level objective that
the project is expected to contribute to.

A

Development Objective:

33
Q

Logical Framework: Row
Headings

effect which is expected to be achieved as the result of the project delivering the
planned outputs.

A

Immediate Objective

34
Q

Logical Framework: Row
Headings

“deliverables” the tangible results that the project management team should be able to guarantee delivering.

A

Outputs

35
Q

Logical Framework: Row
Headings

activities that have to be
undertaken by the project to produce the outputs. The
activities take time to perform.

A

Activities

36
Q
  • is based on the principal causality in a
    means-ends relationship;
  • identifies what the intention of the
    project is;
  • clarifies the relationship between project
    means and ends; and
  • specifies the uncertainties concerning
    the project and the environment within
    which the project is located.
A

vertical logic

37
Q
  • provides the details of a project for implementation
    evaluation and purposes;
  • requires the specification of the results obtained at
    each levels of the vertical logic; and
  • the objective is the measurement of resources and
    the results of the project(s) through the
    identification of OVIs and MOVs of these
    indicators.
A

Horizontal Logic

38
Q

Summary: Logical Framework Process

A
  1. WHY the project is to be carried out (Purpose and
    Goal).
  2. WHAT the project is suppose to produce (Outputs).
  3. HOW the project is going to achieve the outputs
    (Activities).
  4. WHICH external factors are crucial for the success
    of the project (Assumptions).
  5. WHERE the required data can be found to measure
    success of the project (Means of Verification).
  6. WHICH inputs are required for the project (Inputs).

CERP 165 (EXAM) (9 decks)

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