kb zopp charts-r1

Wieke Irawati Kodri

fe_bandung@yahoo.com

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ZOPP Charts

Planning Guidance

Presentation preparation by :

Kawi Boedisetio

telebiro.bandung0@clubmember.org

Source:

- GTZ, ZOPP in Brief

- GTZ ZOPP (Introduction to to the Method)

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List of Charts

• ZOPP approach

• ZOPP objectives

• ZOPP application

• 3 features of ZOPP

• Main steps of ZOPP

• Participation analysis

• Items for detailed

participation analysis

• Problem analysis

• Problem analysis : how to

do it

• Problem analysis : notes

• Problem analysis : bus

example

• Objectives analysis

• Objectives analysis : how

to do it

• Objectives analysis : bus

example

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List of Charts

• Alternatives analysis

• Alternatives analysis :

how to do it

• Project planning matrix

• Project planning matrix :

summary

• Project planning matrix :

vertical and horizontal

logic

• Assumptions

• Assessment of

Assumption

• Objectively Veriable

Indicators

• Objectively Veriable

Indicators: Steps

• Means of Verification

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ZOPP APPROACH

• Z iel = objectives

• O rientierte = oriented

• P rojekt = project

• P lanung = planning

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ZOPP APPROACH

• ZOPP is set of

PROCEDURES and

INSTRUMENTS

for objectives-oriented project planning

ZOPP planning technique is the GTZ’s official project

planning system

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ZOPP Objectives

• ZOPP was introduced in the GTZ:

To define realistic and definite objectives

which can be sustained in the long-term

To improve communication and cooperation

between project, head office and counterpart

organization by means of joint planning and

clear documentation/definitions

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ZOPP Objectives

To clarify the scope of responsibility of project

teams

To provide indicators as a basis for monitoring

and evaluation

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ZOPP Application

• ZOPP is one workable system

• ZOPP is an open system

• ZOPP is as good the planning team

• ZOPP generates a consensus of different

opinions through the planning process

• ZOPP needs realistic application

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3 Features of ZOPP

• Gradual procedure through a sequence of

successive planning steps

• Permanent visualization and documentation

of all planning steps

• Team approach

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Main Steps of ZOPP

1 Steps of analysis

Participation analysis

Problem analysis

Objectives analysis

Alternatives analysis

2 Project planning matrix

Objectives / activities

Important assumptions

Objectively verifiable

indicators

Mean of verification

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Participation Analysis

• Gives an overview of all persons, groups,

organizations and institutions connected

with the project in any way

• Incorporates the interest and expectations of

person and groups significant to the project

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Participation Analysis

• How To Do It:

Write down all persons and groups connected

with or influenced by the project

Categorize them ( e.g. Beneficiaries, target-

groups, actors etc.)

Characterize and analyze

Identify consequences for the project work

(e.g. Reactions of project )

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Detailed Participation Analysis

c 1. Characteristics of the group

Social characteristics (members, social

background, religion, cultural aspects)

Status of the group (formal, informal or

other)

Structure (organization, leaders, etc.)

Situation and problem -group’s point of

view

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Detailed Participation Analysis

c 2. Interests. Motives, attitudes

Needs and wishes

Interests (openly expressed, hidden, vested)

Motives (hopes, expectations, fears)

Attitudes (friendly/neutral/hostile attitude

towards implementing agencies and other

groups)

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Detailed Participation Analysis

c 3. Potentials

Strengths of the group (resources, right,

monopolies etc.)

Weaknesses and shortcomings

What could the group contribute to or

withhold from the project

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Detailed Participation Analysis

d Implications for the project planning

In which way should the group be considered?

Which actions should be taken (in regard to the

group)?

How should the project react towards the

group?

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Problem Analysis

• Is a set of techniques to :

Analyze the existing situation surrounding a

given problem condition

Identify the major problem in the context

Define the core problem of the a situation

Visualize the cause-effect relationships in a

diagram (problem tree)

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How To Do The Problem Tree

Step 1Identify major problems existing within the

stated problem situation (brain-storming)

Step 2 Write up short statement of the core problem

Step 3 Write up the cause of the core problem

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How To Do The Problem Tree

Step 4 Write up the effects caused by the core problem

Step 5Form a diagram showing the cause and effect

relationship in the form of a problem tree

Step 6Review diagram as a whole and verify its

validity and completeness

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Problem Analysis

Note: 1 Word problem as negative conditions.

2 One problem per card

3 Identify existing problems, not possible,

imagined or future ones.

4 A problem is not the absence of solution, but

an existing negative state.

5 The position on the problem tree does not

indicate the importance of a problem

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Problem Analysis

No pesticides

available

Harvest is infested

by pests

WRONG RIGHT

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Problem Analysis: Bus Example

Loss of confidence in bus company

Passenger hurt or killed People are late

Frequent bus accident

Drivers are not careful

enough

Bad conditions of

vehicleBad road condition

Vehicles too old no ongoing maintenance

Effects

Core problem

Causes

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Objectives Analysis

• Is a set of techniques to :

Describe the future situation that

will be achieved by solving the

problems

Identify potential alternatives for

the project

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How To Do The Objectives Tree

Step 1

Restate all negative conditions of the problem

tree into positive conditions that are :

- Desirable and

- Realistically achievable

Step 2

Examine the “means-ends” relationships thus

derived to assure validity and completeness of

your diagram

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How To Do The Objectives Tree

Step 3

• Revise statement

• add new objectives if these appear to be

relevant and necesasry to achieve the stated

objective at the next higher level

• delete objectives which do not seem to be

expedient or necessary

(if necessary)

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Objectives Analysis: Bus Example

Costumers have a better image of the bus company

Less passenger hurt Passengers arrive at scheduled time

Frequency of bus accidents considerably reduced

Drivers drive carefully

and responsibly

vehicles kept in good

condition

road conditions

improved

Old vehicles are regularly

replaced

Vehicles regularly maintained

and checked

Effects

Core problem

Causes

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Alternatives Analysis

• Is a set of techniques to:

Identify alternative solutions which

could be project strategies

Select one or more potential project

strategy

Decide upon one strategy to be adopted

by the project

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How To Do The Analysis of Alternatives

Step 1 identify objectives you do not want to pursue

(not desirable or achievable)

assess which alternative in your opinion

(criteria) represent an optimal project strategy

by using criteria such as:

identify differing “means and ends” ladders,

as possible alternative project strategies or

project components

•Resources available

•probability of achieving

objectives

•political feasibility

•cost-benefit ratio

•Social risk

•time horizon

•sustainability etc.

Step 2

Step 3

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Project Planning Matrix (PPM)

WHY

WHAT

HOW

WHICH

HOW

WHERE

WHAT

A project is carried out

We will find the data required to assess the success of the project

The project is expected to achieve

The project is going to achieve these result

External factor are crucial for the success of the project

We can assess the success of the project

The project will cost

The PPM provides a one-page summary:

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Project Planning Matrix

Summary

of Objectives/

Activities

Overall

Goal

Project

Purpose

Results/

Outputs

Activities

Objectively

verifiable

indicator

Means of

verification

Important

assumption

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PPM: Vertical and Horizontal Logic

Overall

Goal

Activities

Project

Purpose

Result/

Outputs

Assumption

Assumption

Assumption

AssumptionVertical

logic

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PPM: Vertical and Horizontal Logic

Horizontal

logic

Overall

Goal

Activities

Project

Purpose

Result/

Outputs

indicator

Means of

Verification

Means of

verification

Means of

verification

indicator

indicator

Specification of

inputs/costs

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Assumptions

• Definition:

Conditions that must exist if

the project is to succeed but

which are not under the direct

control of the project:

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Assumptions

• How to word the assumptions:

Assumptions can be derived from the objective tree

Assumptions will be worded as a positive condition

(c.f. Objectives)

Assumptions will be weighted according to importance

and probability

Example :Enough jobs available

for graduates

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Assessment of Assumptions

1st Question: “Is the assumption important?”

yes

no Don’t include this one

2nd Question: “How likely will it occur?”

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Assessment of Assumptions

Almost certain

Quite likely

Not likely

2nd Question: “How likely will it occur?”

Don’t include

this one either

Put this assumption into your

project planning matrix

Project management must

- monitor it

- If possible influence it

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Assessment of Assumptions

3rd Question: “Can the project strategy be (re-) designed to

make this assumption superfluous?”

no Killer assumption!

Warn decision makers!

Stop!

yes

Redesign project!

Plan activities to influence assumptions

or make them superfluous

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Objectively Veriable Indicators (OVI’s)

• Objectively verifiable indicators define the

performance standard to be reached in order

to achieve the objective

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Objectively Veriable Indicators (OVI’s)

• They specify what evidence will tell you if

an overall goal, project purpose or

result/output is reached in terms of

Quantity how much?

Quality how well?

Time by when?

Location/area where?

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Objectively Veriable Indicators (OVI’s)

• They focus on important characteristics of

an objectives to be achieved

• They provide a basis for monitoring and

evaluation

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OVI’s - Steps

• Objective:

Agricultural production increased

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OVI’s - Steps

Step 1Identify indicator:

e.g Smallholders increase rice yield

Step 2

Quantify:

10,000 smallholders (owing 3 acres or less)

increase productions by 50%

Step 3

Set quality:

While maintaining same quality of harvest as

1983 crops

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OVI’s - Steps

Step 4Specify time frame:

Between October 1984 and October 1985

Step 5Set province:

Umbia province

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OVI’s - Steps

• Combine:

10,000 SMALLHOLDERS IN Umbia province

(owing 3 acres or less) increase their rice yield

by 50% between october 1984 and october

1985, maintaining the same quality of harvest

as 1983 crops

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Means of Verification (MoV)

• Tell us:

Where we get the evidence that the objectives

have been met

Where we can find the data necessary to verify

the indicator

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Means of Verification (MoV)

• Some important questions:

Are the MoV’s available from normal sources?

(Statistics, observation, records)

How reliable are the sources?

Is special data gathering required? If so, what will it

cost?

Has a new source to be created

If we cannot find an MoV, the indicator has to be

changed!

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Mulai dibuat

12/02/1998

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Kawi Boedisetio

+62 817 219 755

telebiro.bandung0@clubmember.org

kawi.4shared.com