Objective-Oriented Project Planning (ZOPP)

Dr Anthony WemakorDept of Community Nutrition

SMHS UDS

Project and Programme

• A project can be described as the process of using inputs to carry out activities in order to achieve previously defined objectives.

• A programme is a series of projects in a sector, sub-sector or region that are linked together by a clearly defined concept.

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Project Cycle Management

Plan (Idea)

Implementation (Do)

Evaluation (See)

PDM

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Why Project Planning

Objective-oriented – not activity-driven Consistency Logical - Logically sets objectives and actions Participatory Transparency and accountability Monitoring and evaluation Framework for assessing relevance, feasibility and

sustainability Describes external factors that influence the project’s

success: assumptions and risks

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Project planning instruments

• Methods to facilitate the planning and implementation of projects and programmes

• Late 1960s Logical Framework Approach (LFA) (USAID)

• Early 1980s Objective-Oriented Project Planning (ZOPP) (GTZ)

European countries adapted the ZOPP

Objective-oriented project planning (ZOPP)

Goal-oriented project planning

“Zeroing on People and Processes”

ZOPP

ZOPP is a systematic structure for identification, planning, and management of projects

Applied through iterative workshops with project authorities, beneficiaries and stakeholders

Utilizes problem analysis and stakeholder analysis to create a project planning matrix similar to logical project framework

Zopp Workshops

Lasts from 1 day to 2 weeks (avg. 1 week) Participants selected to represent all interest

groups Basic premise: main interest groups must be

represented from all levels Exercise requires a facilitator with a high

degree of experience and skill

Methods and Tools

ZOPP

ZOPP has 2 phases:A. Analysis Analysis phase comprises 5 sub-types

1. Stakeholder analysis2. Problem analysis3. Objective analysis4. Alternative analysis5. Assumptions

B. Project planning

A. Analysis Participant analysis: (interests, motives, attitudes and

implications for project) Problem analysis: major problems grouped into a

problem-tree with cause and effect and identification of the core problem

Objectives analysis: a restatement of the problems into realistically achievable goals;

Alternatives analysis: assessment of alternative objectives according to resources, feasibility, cost-benefit ratio, social risks, sustainability and other factors as decided by group. Prepared on charts.

Assumptions: These conditions are necessary for successful transformation of problems into secured objectives.

1. Participant/stakeholder

Any group within or outside a project that has a stake in the project’s activities and/or outcomes.

Examples Government Local Authorities Vulnerable

groups Employers Workers NGOs

1. Participant/stakeholder Analysis

Purpose: To identify those groups who, directly or indirectly,

will affect or be affected by a project. To determine, through consultation, the issues,

concerns and information needs of different stakeholders

To estimate the probable impact which various stakeholders will have on the project

To identify measures to enhance stakeholder support for the sustainable development objectives of the project.

Importance of Stakeholder Analysis

Stakeholder Analysis promotes the three necessary conditions for the effective implementation of a project.

1. Awareness/Commitment: that stakeholders

understand and believe in the objectives and implementation strategy of the project.

2. Capability: that stakeholders believe they can cope with and benefit from the changes which the project is intended to bring

3. Inclusion: that stakeholders feel they are valued, consulted and part of the change process which the project represents

Methods and Tools

Step 3

Identify the Strengths, Weaknesses, Opportunities and Threats of the Stakeholders to the Project (SWOT) What are the strengths and weaknesses of

the stakeholders? As a consequence, what are the

opportunities and threats of the external environment?

Step 4

Identify the main individuals/groups of Stakeholders who need special attention and propose specific measures in a summary table:

Stakeholder Stakeholder

Interest(s) in the Project

Assessment of Impact

Potential Strategies for Obtaining Support or Reducing Obstacles

Methods and Tools

2. Problem Analysis

Purpose: To identify major problems and their main causal relationships.

Output: ‘Problem tree’: a graphical arrangement of problems differentiated according to ‘causes’ and ‘effects’

Core Problem Approach

1. Identify a “core” or central problem

2. List all the problems related to or stemming from the core problem

3. Determine which related problems are causes and which are effects of the core problem

4. Arrange the problems in a cause-effect heirarchy around the core problem

Methods and Tools

Example: Problem Tree of Infant Malnutrition, Iquitos, Peru, 2005

Problem Tree Analysis

Relies on:• Group-based interaction e.g. Workshop format

• Participation of key stakeholders• Process facilitation • Achieving consensus on problems, causes and

effects

Methods and Tools

3. Objective analysis

The Problem Tree provides the basis for the objective analysis:

a) the identification of specific project objectives – by converting problems or constraints into specific

objectives

b) the definition of project activities and outputs – by substituting cause-effect relationships with means-end

relationships

B. Project Planning

• The output of the Analysis Phase of the ZOPP process feeds into the planning phase.

• The output of the project planning phase is the Project Planning Matrix (PPM).

• The PPM is a 4 x 4 matrix.• The PPM is a one-page summary of:

why the project is carried out, what the project is expected to achieve, how the project is going to achieve these results, factors crucial for the success of the project, how the success of the project can be measured, which data are needed to assess project success, what the project will cost.

Methods and Tools

The Project Planning MatrixSummary of objectives/ activities

Objectively Verifiable Indicators

Means/Sources of Verification

Important Assumptions

Overall Goal (OG) Indicators that the OG has been achieved

Document/database available to prove that the OG has been achieved

For sustaining objectives in the long term

Project Purpose (PP)

Indicators proving that the PP has been achieved

Document/database available to prove that the PP has been achieved

For achieving the overall goal

Results/Outputs Indicators proving that the results/outputs have been achieved

Document/database available to prove that the results/outputs have been achieved

For achieving the project purpose

Activities Specification of inputs/costs of each activity

Records of cost involved e.g. voucher, personnel emolument

For achieving the results/outputs

Summary of objectives/activities• Overall Goal to which the contributes• Project Purpose: which project purpose needs

to be achieved for a significant contribution to be made to the project goal?

• Results/Outputs: which results/outputs will have to be obtained in order to achieve anticipated impact?

• Activities: which activities will the project have to carry out in order for the results/outputs to be obtained?

Important Assumptions• For sustaining objectives in the long term: Which external factors will

have to occur in order to assure sustained continuity of the achieved contribution to the OG in the longer term?

• For achieving the overall goal: Which external factors will have to occur for the anticipated contribution to the overall goal to actually take place?

• For achieving the project purpose? Which important assumptions in relation to the results/outputs 1-..., that cannot be influenced by the project or has been consciously defined as external factors, that must occur for the project purpose to be achieved?

• For achieving the results/outputs? Which important assumptions in relation to the activities 1-..., that cannot be influenced by the project or have been consciously defined as external factors, that must occur in order for the results/outputs to be obtained?

Stages in the ZOPP Process

Pre-ZOPP: in-house exercise by agencies in preparation for a project. Appraisal ZOPP: in-house appraisal for preparing Project TORs

Partner ZOPP: in-country; presentation and discussion of previous phase conclusions and recommendations with staff of project country

Take-off ZOPP: in-country; preparation of the plan of operations with

personnel responsible for project execution and counterpart authorities. Re-planning ZOPP: prepared in-country; adjustments during project

implementation.

Methods and Tools

ZOPP’s Iterative Workshops

• ZOPP is not a oneshot exercise; • Each plannng phase has a specific goal• Each goal is the subject of a workshop• Each workshop comprised of different

stakeholders• Participants analyse key issues throughout the

project cycle.• No set formula for successful workshop. • All need to create common language and

understand one another divergent views

ZOPP’s Iterative ProcessMethods and Tools

Conclusion

Collaboration is not "automatically" part of the ZOPP process. The project team, borrower/donor, and stakeholders must commit to adopting a participatory stance for the overall project; otherwise, the ZOPP process is merely an organizing tool.

ConclusionMethods and Tools

Logical Framework Analysis

3. Logical Framework Analysis

Q:What is Logical Framework Analysis?A: An analytical tool to assist project specialists

and stakeholders in conceptualising:

the objectives of a project; the means whereby these objectives will be

achieved how progress towards achieving objectives

will be measured and, the underlying assumptions and risks which

will be faced

Methods and Tools

Objectives (Narrative Summary)

Verifiable Indicators Means of Verification Important Assumptions

Goal: (Development Objective)

What are the quantitative ways of measuring, or qualitative ways of judging, whether these broad objectives are being achieved? (estimated time)

What sources of information exists, or can be provided cost-effectively?

What external factors are necessary for sustaining objectives in the long run?

Purpose: (Immediate Objectives)

What are the quantitative measures or qualitative evidence by which achievement and distribution of impacts and benefits can be judged (estimated time)

What sources of information exists or can be provided cost-effectively? Does provision for collection need to be made under inputs-outputs?

(Purpose to Goal): What conditions external to the project are necessary if achievements of the project’s purpose is to contribute to reaching the project goal?

Outputs: Indicate each of the outputs that are to be produced by the project in order to achieve project purpose

What kind and quantity of outputs, and by when will they be produced? (quantity, quality, time)

What sources of information?

(Output of Purpose): What are the factors not within the control of the project which, if not present, are liable to restrict progress from outputs to achievements of project purpose?

Activities: Indicate each of the activities that must be undertaken in order to accomplish the outputs.

VI’s should be included against all activities. This is essential for projects reporting and monitoring against the Logical Framework.

What are sources of information?

(Activity to Output): 1) What external factors must be realised to obtain planned outputs on schedule? 2) What kind of decisions or actions outside the control of the project are necessary for inception of the project?

Contents of the LogFrame Matrix