An overview of how to undertake a problem tree analysis as part of the formative evaluation of a project's design. This is taken from the Evaluation Toolbox www.evaluationtoolbox.net.au

1. Developing Problem Tree &
Solution Tree

2. www.evaluationtoolbox.net.au

3. What is a Problem Tree?
A problem tree provides an overview of all the
known causes and effects to an identified
problem.

4. Why do a Problem Tree
There are often more than one cause to a
problem, and you may not be able to
overcome them all, so it is important to know
if this will impact your project.
A problem tree identifies the context in which
an intervention is to occur, and starts to reveal
the complexity of life.

5. The Process
A problem tree is best completed with the
project proponent and other stakeholders
present.
You may need anything from a couple of
hours, to half a day or more depending on the
complexity of your problem and the diversity
of stakeholders present.

6. Steps to undertaking a problem tree
1. Settle on the core problem
2. Identify the causes and effects
3. Develop a solution tree
4. Select the preferred intervention

7. What does a Problem Tree look like?

8. The Core Problem
A project should have a specific problem (eg.
saving water inside the home) that it seeks to
overcome if change is to occur.
A vague or broad problem (eg. saving water)
will have too many causes for an effective and
meaningful project to be developed.

9. Identifying the causes and effects
The core problem is placed at the centre of
the tree.
You then need to consider the direct causes to
the problem. These are placed below the core
problem. Each cause statement needs to be
OUTPUTS
written in negative terms.
Financial incentives
provided to
households direct effects of the problem are placed
The
above the core problem.

10. Identifying the causes and effects
You then need to consider the causes to the
immediate causes- these are called secondary
causes, and so on. You can do the same for
the effects.
You will likely need to move causes around, as
OUTPUTS
Financial incentives
you decide whether they are a
provided to
primary, secondary or other cause.
households

11. Lets look at an example

12. Project
designs do
not consider
the full
context.
There are
not enough
An example of a core
problem problem
trees
conducted.

13. There are
not enough
An example of a core
problem problem
trees
conducted.
People do not People do
know what a not know Lets look at some
problem tree how to do a causes…
is. problem
tree.

14. There are
not enough
An example of a core
problem problem
trees
conducted.
People do not People do
know what a not know Lets look at some
problem tree how to do a causes…
is. problem
tree.
There are Resources
no easily are too hard
accessible to
resources. understand.

15. Project
designs do
not consider And now the effects
the full
context.
There are
not enough
An example of a core
problem problem
trees
conducted.
People do not People do
know what a not know Lets look at some
problem tree how to do a causes…
is. problem
tree.
There are Resources
no easily are too hard
accessible to
resources. understand.

16. An example of a completed problem
tree

17. Develop a solution tree
A solution (also called objectives) tree is
developed by reversing the negative
statements that form the problem tree into
positive ones.
For example, a cause (problem tree) such as
“lack of knowledge” would become a means
OUTPUTS
Financial incentives
such as “increased knowledge”. The objectives
provided to
households demonstrates the means-end relationship
tree
between objectives.

18. An example of a completed solution
tree

19. Select the preferred intervention
This step is designed to allow the project team
to select and focus an intervention on a
preferred strategy.
The solution tree may present a number of
separate or linked interventions to solve a
problem. Depending on project
funding, time, and relevance, a planned
intervention may not be able to tackle all the
causes.

20. An example of selecting a preferred
intervention

21. Select the preferred intervention
If all the causes cannot be overcome by a
project, or complementary projects, it is
important to identify if any of the branches
are more influential than others in solving a
problem. This may impact on the success of
your project.
You can also consider the impact of other
branches in your monitoring and evaluation.

22. Using the solution tree to inform your
project design
The effects become your
Effects Effects
intermediate and long
Effects Effects term outcomes
Core
The core can become
your project goal or
Cause Cause
immediate outcome
Cause Cause
The causes/solutions
Cause Cause become your activities
and objectives

23. Next Step
Now that you have a problem/solution
tree, you can go on to develop a LogFrame
matrix, or a Program Logic.

24. www.evaluationtoolbox.net.au