1. Wieke Irawati Kodri
fe_bandung@yahoo.com
1
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)
2. 2
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
3. 3
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
4. 4
ZOPP APPROACH
• Z iel = objectives
• O rientierte = oriented
• P rojekt = project
• P lanung = planning
5. 5
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
6. 6
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
7. 7
ZOPP Objectives
To clarify the scope of responsibility of project
teams
To provide indicators as a basis for monitoring
and evaluation
8. 8
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
9. 9
3 Features of ZOPP
• Gradual procedure through a sequence of
successive planning steps
• Permanent visualization and documentation
of all planning steps
• Team approach
10. 10
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
11. 11
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
12. 12
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 )
13. 13
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
14. 14
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)
15. 15
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
16. 16
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?
17. 17
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)
18. 18
How To Do The Problem Tree
Step 1
Identify 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
19. 19
How To Do The Problem Tree
Step 4 Write up the effects caused by the core problem
Step 5
Form a diagram showing the cause and effect
relationship in the form of a problem tree
Step 6
Review diagram as a whole and verify its
validity and completeness
20. 20
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
22. 22
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
vehicle
Bad road condition
Vehicles too old no ongoing maintenance
Effects
Core problem
Causes
23. 23
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
24. 24
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
25. 25
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)
26. 26
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
27. 27
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
28. 28
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
29. 29
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:
30. 30
Project Planning Matrix
Summary
of Objectives/
Activities
Overall
Goal
Project
Purpose
Results/
Outputs
Activities
Objectively
verifiable
indicator
Means of
verification
Important
assumption
32. 32
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
34. 34
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
35. 35
Assessment of Assumptions
1st Question: “Is the assumption important?”
yes
no Don’t include this one
2nd Question: “How likely will it occur?”
36. 36
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
37. 37
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
38. 38
Objectively Veriable Indicators (OVI’s)
• Objectively verifiable indicators define the
performance standard to be reached in order
to achieve the objective
39. 39
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?
40. 40
Objectively Veriable Indicators (OVI’s)
• They focus on important characteristics of
an objectives to be achieved
• They provide a basis for monitoring and
evaluation
42. 42
OVI’s - Steps
Step 1
Identify 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
43. 43
OVI’s - Steps
Step 4
Specify time frame:
Between October 1984 and October 1985
Step 5
Set province:
Umbia province
44. 44
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
45. 45
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
46. 46
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!
