The document provides information on problem trees and objective trees. It defines a problem tree as a tool to represent a problem by showing the main problem, causes, and effects. An objective tree mirrors the problem tree but formulates the causes as means and effects as ends, transforming it into potential solutions. The document outlines how to create both, including identifying the core problem, direct effects and root causes for a problem tree, and reformulating these into positive objectives linked by means-end relationships for an objective tree. Examples of partially completed trees are included for a bus accident and river water quality.

2. PROBLEM
TREE
Nimra zaman
(Trainer)

3. PROBLEMTREE
It is a way to represent the problem, achieving at a glance to
understand what is happening (main problem), why it is
happening (causes) and what is causing it (effects or
consequences)
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A problem tree really is a powerful tool for setting a project
on the right track!

4. The problem tree is one tool project managers
can use to communicate their ideas to others.
Using the problem tree, you can communicate:
The core problem
Direct effects of that core problem
Underlying root-causes that
contribute to the problem

5. To summarize, the problem tree is built on causes and effects.
First, the core problem is placed in the middle of the view.
Second, the direct effects are placed at the top.
Third, the root causes are included on the bottom.
Directional arrows are used to indicate the causal relationships.

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7. Why Develop A ProblemTree?
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• The ProblemTree structure brings several advantages:
• The problem can be broken down into manageable and definable chunks.This enables a
clearer prioritisation of factors and helps focus objectives;
• There is more understanding of the problem and its often interconnected and sometimes
contradictory causes.This is often the first step in finding win-win solutions;
• It identifies the central issues and arguments, and can help establish who and what the
political actors and processes are at each stage;
• It can help establish whether further information, evidence or resources are needed to make
a strong case, or build a convincing solution;
• Present issues – rather than apparent, future or past issues – are dealt with and identified;
• The process of analysis often helps build a shared sense of understanding, purpose and
action.

8. Let's look next at how to
create the problem tree.
First, the core
problem is
placed in the
middle of the
view.
Second, the
direct effects
are placed at
the top.
Third, the root
causes are
included on the
bottom

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Analyze the situation: Yes, you know there is a problem situation, but analyze it. What is happening,
why is it happening and what is triggering it. Collect data that will allow you to understand the problem
situation.This in itself will give you a lot of input for the next step.
Identify the main problems of the situation you have analyzed: Any technique to generate ideas will
be useful. A team brainstorming, defining by consensus what the main problem is, is usually a good
alternative.
Determine the effects and causes of the main problem: You already have the trunk of the tree, now
identify the causes (roots) and the effects or consequences (leaves or branches). Again, it is better if this
is done as a team, seeking to reach a consensus.
Draw the tree: Simple.
Go deeper into causes and effects: Solving the core problem will be much easier as you determine the
root causes and effects. That is, if you have already determined a cause, is it possible that this cause is
brought about by something else in turn? Draw a line and go as deep as possible.
How To Create A Problem Tree Step By Step

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When developing a problem tree, it is important to begin the process with the
identification of the ‘core problem’ that can be either identified via an open brainstorm
process with stakeholders or pre identified, based on preliminary analysis of existing
information.
Once the core problem is identified, the process of elaborating the subsequent problem
tree is completed (preferably via a participatory group process) using these instructions:
• Problems which are directly causing the starter problem are put below (causes);
• Problems which are direct effects of the starter problem are put above (effects).
The guiding question behind the logic of the problem tree is ‘What causes that?’ If there
are two or more causes combining to produce an effect, they are placed at the same level
in the diagram.
Cause effect arrows are used to connect the levels of the problem tree.

11. This version of the problem tree is simplified, additional levels could be
added to get to the absolute root causes of the starter problem.
It is also important to keep in mind that you want to explore the
problem as a whole and not only in relationship to preconceived ideas
of what kind of intervention you can do but rather to explore the root
causes and effects of the problem at large.
A participatory approach is incredibly helpful in this exercise, providing
insight and assisting in breaking down the problem into more detailed
causes.

12. Example of a problem tree
• In step 1: Colusa is a web hosting company. In the last semester, it has
been presenting a 35% increase in complaints and claims from its
customers. Colusa made a classification of the reasons for the
complaints by analyzing their frequency. In addition to this, telephone
and e-mail interviews were conducted with customers who had
reported complaints, which allowed us to further refine the
classification.

13. • In step 2 we identify the problems:
From this example and depending on the classification made, we could obtain
several problems depending on which one is affecting us the most. In this case
we would be choosing a specific option, however in this example we are going
to work with the general option.
Consequently, the main problem is: Increase of 35% in customer complaints and
claims in the last quarter of the year by hiring hosting services.

14. in step 3 we will identify the causes and effects. With the information collected
above, we are already well on our way.The three main types of complaints are:
• After-sales service is bad:The personnel sent do not know what they are
doing and are sometimes rude (this includes telephone support).
• Poor quality of the product: It does not work when installed, the website
crashes frequently or does not have enough hosting capacity.
• The product went up too much in price
• And as you can see, these are direct causes.

15. What we have so far from the problem tree is the
following:

16. The first to be identified is usually the causes. Now we identify the effects. In addition
to thinking about all the possible effects that the main problem may have, we will
consider the 1 to 1 effects of each cause, where, for example, a poor after-sales
service will reduce the number of purchases made by customers. The result is as
follows:

17. This in itself would already be a problem tree, but if we want to make this tool
useful, we must get to the bottom of the causes and effects. In the example below,
we show up to the second level:This would be the finished problem tree.

18. The Objectives
Tree

19. The ObjectivesTree (means-ends tree or solution tree)
• A problem tree is completed during current state analysis.
• In future state analysis, an objectives tree is developed.
• The objectives tree begins to identify the potential interventions that could take
place to “fix” what is broken in the problem tree.
• In its simplest form, the objectives tree is a mirror image of the problem tree,
where each statement in the problem tree is transformed into a positive objective
statement.
This tool allows us to transform from the problem tree the causes (roots) into
means(methods you use) and the effects (leaves) into ends(the final results.
)
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20. With an analysis of objectives we achieve:
• The future situation is visualized around the resolution of the problems
previously detected.
• The relationship of the problem with the means and ends is understood at a
glance.
• The objectives to be considered are weighted according to their order of
importance or sequence in their resolution.
• There is a starting point to initiate the solution of the central problem:The
solution alternatives.
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While the problem tree displays cause and effect relationships, the objective tree shows
the ‘means-to-end’ relationships.

22. An ObjectiveTree is a ProblemTree that is transformed into
a set of future solutions to the problems. Each negative
problem is converted into an objective by rewriting it as a
positive future statement
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The positive statements are in fact objective statements that can be
presented in a diagram showing a means – ends hierarchy, the objective
tree.

23. Reformulating Problem Statements into
Objective Statements
• Reformulating the problems into objectives has to be done very carefully.
• If a statement makes no sense after rewording, write a replacement
objective, or delete it, or leave the problem unchanged.
• It is important to review the formulated objectives and the resulting objective
tree
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24. This formulation is further elaborated in the
following examples
• Problem statement: “lack of adequate rain levels” cannot be transformed
into “adequate rain levels available” because it is an unrealistic objective.We
cannot intervene into the natural phenomenon by predicting or hoping that
there will be adequate rain.This problem, however, could be rewritten
as “irrigation system established and operational” which sounds more realistic
and can be intervened
• Problem statement: “river water quality is deteriorating” can be reformulated
into “quality of river water is improved”.
• Problem statement: “loss of confidence in public services” can be transformed
into “people’s confidence in public services is restored”.
• Problem statement: “public transportation is in bad condition” can be
reformulated into “public transportation is kept in good condition”.
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25. Steps in Formulating an ObjectiveTree
There are three main steps in formulating an Objective Tree;
• Step 1: reformulate all negative statements of the problem analysis into
positive statements that are desirable and/or realistically achievable.
• Step 2: check the means-ends relationships to ensure validity and
completeness of the hierarchy; cause-effect relationships in the problem tree
are turned into means-ends linkages in the objective tree.
• Step 3: If necessary
• Revise objective statements
• Add new objectives if these seem to be relevant and necessary to achieve the objective at
the next higher level
• Delete objectives which are not apparently suitable or necessary
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26. Problem tree

27. Notice the following things:
• With the objective tree we moved from the negative to the positive, with the
positive being, the situation where we want to get to, where we are aiming
for.
• In most of the blocks, the change consisted in using the antonym of the word
that described the problem, cause or effect, although…
• In some blocks, it is not enough to use the antonym of the word since we will
not be facing the problem. For example, it does not make sense that in cause
number 1 “insufficient staff training” we place as an objective “sufficient staff
training”. If we are trying to solve the problem, we have to have trained staff
and make sure that this training works, that is why this objective is “staff
trained and evaluated to provide customer service”.
Based on the above points, our solved objective tree looks like this:
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28. Objective tree
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• Once complete, the objective tree provides a summary picture of the desired
future situation, including the indicative means by which ends can be
achieved.
• As with the problem tree, the objective tree should provide a simplified but
robust summary of reality. It is a tool to aid analysis and presentation of
ideas/objectives.
• Its main strength is that it keeps the analysis of potential project objectives
firmly based on addressing a range of clearly identified priority problems

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An Example of Bus Accident

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An Example of Bus Accident

32. 32 9/7/2022 Add a footer An Example of River Water Quality

33. 33 An Example of River Water Quality