Scribd
Upload
190 views2 pages

Problem and Objective Tree Analysis

Problem tree analysis is a technique used in project planning to systematically map out the causes and effects of a problem. It involves identifying the core problem, then brainstorming its contributing causes and potential consequences. These are arranged visually in a tree structure, with the problem at the trunk and causes and effects forming the roots and branches. This process provides a clearer understanding of the problem and helps prioritize areas for potential solutions or policy changes. The problem tree can then be converted into an objectives tree by reframing the analysis into positive goals.

Uploaded by

Nam Anh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
190 views2 pages

Problem and Objective Tree Analysis

Problem tree analysis is a technique used in project planning to systematically map out the causes and effects of a problem. It involves identifying the core problem, then brainstorming its contributing causes and potential consequences. These are arranged visually in a tree structure, with the problem at the trunk and causes and effects forming the roots and branches. This process provides a clearer understanding of the problem and helps prioritize areas for potential solutions or policy changes. The problem tree can then be converted into an objectives tree by reframing the analysis into positive goals.

Uploaded by

Nam Anh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 2

Problem and Objective Tree Analysis

1. Introduction

Problem tree analysis is central to many forms of project planning and is well
developed among development agencies. Problem Tree Analysis (sometime called
situational analysis or just problem analysis) helps find solutions by mapping out the
anatomy of the problem. It looks upstream at causes and determinants and downstream
at consequences and effects. This brings several advantages: • Real, present issues -
rather than apparent, future or past issues ñ are dealt with and identified; • The
problem can be broken down into manageable and definable chunks. This enables a
clearer prioritisation of which problems or issues are important and this in turn focuses
objectives and makes influencing more effective; • There is more understanding of the
problem and its often interconnected and even contradictory causes. This is often the
first step in finding win-win solutions. • It identifies the constituent issues and
arguments, and can help establish who are the political actors and processes at each
stage; • It can help establish what further information, evidence or resources are
needed to make a strong case, or build a convincing proposed solution; • The process
of analysis often helps build a shared sense of understanding, purpose and action.
Detailed Outline of the Process A problem tree analysis is carried out in a small focus
group (about 6-8) using a flip chart or overhead transparency. The first step is to
discuss and agree the problem or issue to be analysed. This can be quite broad ñ the
problem tree will help break it down ñ or it can be more focused ñ in which case the
output will also be more detailed. The problem might be the result of a brainstorm
exercise, or it might be well established and agreed. The problem or issue is written in
the centre of the flip chart and becomes the trunk of the tree. The wording doesnít need
to be exact as the roots and branches will further define it, but it should describe an
actual, real problem, and it should be worded so that it is not an ëabsenceí or ëlackí of
something e.g. no money!. Focal Problem Effects Causes Now identify the causes of
the focal problem, then identify the consequences. This should be done on post-its or
cards so that, after gathering all the contributions, they can be arranged in a cause-and-
effect logic. This can be done realistically, in which case the roots represent the root
causes of the problem and the branches represent the consequences of the problem.
Like real roots and branches they divide and divide again (in this way the Problem
Tree is similar to a MindMap). Discussion questions might include: does this represent
the reality? What are the most serious consequences? Which causes are easiest / most
difficult to address? What possible solutions might there be? Where could a policy
change help address a cause or consequence, or create a solution? Additional questions
might include: Are the economic, political and sociocultural dimensions to the
problem considered? And, considering the dynamics of the problem, which causes and
consequences are getting better, which are getting worse and which are staying the
same? The problem tree is closely linked to the objectives tree, another key tool in the
project planners repertoire, and well used by agencies. The problem tree can be
converted into an objectives tree by rephrasing each of the problems into positive
desirable conditions - as if the problem had already been solved and more. Some cards
may need to be slightly reworded, and when mapping causes that lead to effects now
become means that lead to ends. In this way root causes and consequences are turned
into root solutions, and key project or influencing entry points are quickly established.
2. A Good Example

Focus groups for designing HIV/AIDS interventions: As part of designing an


HIV/AIDS activity in Kenya, a DFID design team needed to have a deeper
understanding of various issues and constraints related to the epidemic. Before moving
to a large logframe workshop the team decided to conduct focus group interviews with
potential target groups and service providers: Through the focus groups the team
gained a much deeper understanding of HIV/AIDS-related problems, constraints and
opportunities. At the same time, participants in the groups learned much about
common problems they themselves were facing and their possible solutions. For
example, counselling and testing groups discovered they all faced a critical issue about
how to protect the confidentiality of HIV-positive clients. Through the discussion they
were able to exchange ideas of how to achieve this. Some had a policy focus and
helped understand where changes in government practise and legislation could help.
These issues were brought into the logframe workshop, where they were integrated in
the design through an activity output dealing with improved counselling and testing
services. Source: Social Impact, 1998

You might also like