Wieke Irawati Kodri

[email protected]

ZOPP Charts

Planning Guidance
Presentation preparation by :
Kawi Boedisetio
[email protected]

Source:
- GTZ, ZOPP in Brief
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- GTZ ZOPP (Introduction to to the Method)
 List of Charts
• ZOPP approach • Problem analysis : how to
• ZOPP objectives do it
• ZOPP application • Problem analysis : notes
• 3 features of ZOPP • Problem analysis : bus
• Main steps of ZOPP example
• Participation analysis • Objectives analysis
• Items for detailed • Objectives analysis : how
participation analysis to do it
• Problem analysis • Objectives analysis : bus
example
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 List of Charts
• Alternatives analysis • Assessment of
• Alternatives analysis : Assumption
how to do it • Objectively Veriable
• Project planning matrix Indicators
• Project planning matrix : • Objectively Veriable
summary Indicators: Steps
• Project planning matrix : • Means of Verification
vertical and horizontal
logic
• Assumptions
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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 2 Project planning matrix
Participation analysis Objectives / activities
Problem analysis Important assumptions
Objectives analysis Objectively verifiable
indicators
Alternatives analysis
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 13
 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

Identify major problems existing within the

Step 1
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

Form a diagram showing the cause and effect

Step 5
relationship in the form of a problem tree

Review diagram as a whole and verify its

Step 6
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 Harvest is infested

available by pests

WRONG RIGHT

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 Problem Analysis: Bus Example
Loss of confidence in bus company
Effects
Passenger hurt or killed People are late

Core problem Frequent bus accident

Drivers are not careful Bad conditions of

Bad road condition
enough vehicle
Causes

Vehicles too old no ongoing maintenance

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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

Restate all negative conditions of the problem

tree into positive conditions that are :
Step 1
- Desirable and
- Realistically achievable

Examine the “means-ends” relationships thus

Step 2 derived to assure validity and completeness of
your diagram

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 How To Do The Objectives Tree

• Revise statement

• add new objectives if these appear to be

Step 3 relevant and necesasry to achieve the stated
objective at the next higher level
(if necessary)
• delete objectives which do not seem to be
expedient or necessary

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 Objectives Analysis: Bus Example
Costumers have a better image of the bus company
Effects
Less passenger hurt Passengers arrive at scheduled time

Core problem Frequency of bus accidents considerably reduced

Drivers drive carefully vehicles kept in good road conditions

and responsibly condition improved
Causes
Old vehicles are regularly Vehicles regularly maintained
replaced and checked

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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)
Step 2 identify differing “means and ends” ladders,
as possible alternative project strategies or
project components
Step 3 assess which alternative in your opinion
(criteria) represent an optimal project strategy
by using criteria such as:
•Resources available •cost-benefit ratio
•probability of achieving •Social risk
objectives •time horizon
•political feasibility •sustainability etc.
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Project Planning Matrix (PPM)
The PPM provides a one-page summary:
WHY A project is carried out
WHAT The project is expected to achieve
HOW The project is going to achieve these result
WHICH External factor are crucial for the success of the project
HOW We can assess the success of the project
WHERE We will find the data required to assess the success of the project

WHAT The project will cost

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 Project Planning Matrix
Summary Objectively
Means of Important
of Objectives/ verifiable
verification assumption
Activities indicator

Overall
Goal

Project
Purpose

Results/
Outputs

Activities

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 PPM: Vertical and Horizontal Logic

Overall
Assumption
Goal
Project
Assumption
Purpose Vertical
Result/ logic
Assumption
Outputs

Activities Assumption

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 PPM: Vertical and Horizontal Logic

Overall Means of
indicator
Goal verification
Project Means of
indicator
Purpose verification Horizontal
Result/ Means of logic
indicator
Outputs Verification
Specification of
Activities
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?”

no Don’t include this one

yes

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

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 Assessment of Assumptions

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

Almost certain Don’t include
this one either

Quite likely Put this assumption into your

project planning matrix
Project management must
- monitor it
Not likely - 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 37
 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

Identify indicator:
Step 1
e.g Smallholders increase rice yield

Quantify:
Step 2 10,000 smallholders (owing 3 acres or less)
increase productions by 50%

Set quality:
Step 3 While maintaining same quality of harvest as
1983 crops
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 OVI’s - Steps

Specify time frame:

Step 4
Between October 1984 and October 1985

Set province:
Step 5
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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 Kawi Boedisetio
+62 817 219 755
[email protected]
kawi.4shared.com

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