1. Objective-Oriented Project Planning (ZOPP)
Dr Anthony Wemakor
Dept of Community Nutrition
SMHS UDS

2. 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.

3. Project Cycle Management
Evaluation (See)
Plan (Idea)
Implementation (Do)
PDM

4. 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

5. 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

6. Objective-oriented project planning (ZOPP) Goal-oriented project planning “Zeroing on People and Processes”

7. 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

8. Zopp Workshops Lasts from 1 day to 2 weeks (avg. 1 week)
Methods and Tools
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

9. ZOPP ZOPP has 2 phases: A. Analysis
Analysis phase comprises 5 sub-types
Stakeholder analysis
Problem analysis
Objective analysis
Alternative analysis
Assumptions
B. Project planning

10. 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.

11. 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

12. 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.

13. Importance of Stakeholder Analysis
Methods and Tools
Stakeholder Analysis promotes the three necessary conditions for the effective implementation of a project.
Awareness/Commitment: that stakeholders understand and believe in the objectives and implementation strategy of the project.
Capability: that stakeholders believe they can cope with and benefit from the changes which the project is intended to bring
Inclusion: that stakeholders feel they are valued, consulted and part of the change process which the project represents

14. 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?

15. Step 4
Methods and Tools
Identify the main individuals/groups of Stakeholders who need special attention and propose specific measures in a summary table:

16. 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’

17. Core Problem Approach Identify a “core” or central problem
Methods and Tools
Identify a “core” or central problem
List all the problems related to or stemming from the core problem
Determine which related problems are causes and which are effects of the core problem
Arrange the problems in a cause-effect heirarchy around the core problem

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

19. Problem Tree Analysis Relies on:
Methods and Tools
Relies on:
Group-based interaction e.g. Workshop format
Participation of key stakeholders
Process facilitation
Achieving consensus on problems, causes and effects

20. 3. Objective analysis
The Problem Tree provides the basis for the objective analysis:
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

21. Methods and Tools
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.

22. The Project Planning Matrix
Summary 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

23. 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?

24. 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?

25. Stages in the ZOPP Process
Methods and Tools
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.

26. ZOPP’s Iterative Workshops
Methods and Tools
ZOPP’s Iterative Process
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

27. Conclusion Conclusion
Methods and Tools
Conclusion
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.

28. Logical Framework Analysis

29. 3. Logical Framework Analysis
Methods and Tools
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

30. Contents of the LogFrame Matrix