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Planning and Management Tools
A reference book
Liza Groenendijk
Contributing author
Emile Dopheide
Cover illustration:
Paul Klee: Twins (1930). Oil painting. 60,5 x 50,5 cm. Hartford (Conn.)
U.S.A., coll. T. Kneeland.
In: Spiller, J. (1962). Paul Klee. Zwarte Beertjes, 442. A.W. Bruna & Zoon,
Utrecht. Reproduction rights: SABAM, Brussels.
Cover page design: Andries Menning
Published by:
The International Institute for Geo-Information Science and Earth
Observation (ITC)
Hengelosestraat 99,
P.O.Box 6
7500 AA Enschede,
The Netherlands
Planning and Management Tools
E. M. C. Groenendijk
(ITC Special Lecture Notes Series)
ISBN 90 6164 219 1
© 2003 by ITC, Enschede, The Netherlands
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Table of contents
List of Figures 3
List of Tables 5
List of Boxes 7
Abbreviations 9
Preface 11
Introduction 13
Chapter 1. Problem and Objective Trees Analysis 17
Chapter 2. Logical Framework 31
Chapter 3. SWOT Analysis 43
Chapter 4. Stakeholder Analysis 55
Chapter 5. Interviews 73
Chapter 6. Workshops 95
Chapter 7. Training Needs Assessment 113
Chapter 8. Cost-Benefit Analysis 135
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List of Figures
Figure 1.1. Problem Tree 19
Figure 1.2. Transforming problems into objectives 20
Figure 1.3. Objective Tree 20
Figure 1.4. Transforming a problem into a realistic objective 21
Figure 1.5. Strategy selection 21
Figure 1.6. Linking the Objective Tree to the Logical Framework 22
Figure 1.7. Discussing the final stages of the Problem Tree during ITC
Fieldwork in the Philippines
24
Figure 2.1. Schematic representation of the Logical Framework Matrix 32
Figure 2.2. Schematic representation of linked hypotheses or causal
relationship 33
Figure 2.3. The ‘If−and when−then’ relationship visualised in the
Logical Framework Matrix 34
Figure 2.4. Elements of the Logical Framework and key words
characterising these 35
Figure 2.5. Schematic representation of Interlocking Logical
Frameworks 36
Figure 2.6. Linking the Objective Tree to the Logical Framework 37
Figure 2.7. Example of a Logical Framework, Northern Province, Bogo 38
Figure 3.1. Example of a SWOT Matrix for the National Mapping
Agency in Europe
44
Figure 3.2. Example of a SWOT Matrix prepared as part of a strategy
formulation for the Student Association Board
47
Figure 3.3. Sample matrix for listing strengths, weaknesses,
opportunities and threats
48
Figure 3.4. SWOT Matrix: enhanced format 49
Figure 4.1. Women: primary stakeholders in a fuel wood project in
Kericho, Kenya 58
Figure 4.2. Schematic representation of Stakeholder Analysis 61
Figure 4.3. Stakeholder Interest Table for a proposed private sector
population project, Pakistan 63
Figure 4.4. Stakeholder Classification Matrix for a proposed private
sector population project, Pakistan
64
Figure 4.5. Conflict Matrix showing occurrence and extent of conflicts
between stakeholders in tree resources in northern
Thailand
65
Figure 4.6. Communication Matrix of stakeholders involved in activity
‘supply credit’
66
Figure 4.7. Summary Participation Matrix for the proposed private
sector population project, Pakistan 67
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Figure 5.1. Methods of data collection 73
Figure 5.2. Both interviewer and respondent enjoying the interview.
ITC student during fieldwork in Taita Taveta, Kenya
75
Figure 5.3. Interview conducted with two interviewers in a village in
Northern Thailand
88
Figure 6.1. Performing in multi-disciplinary group work in Bagamoyo,
Tanzania
100
Figure 6.2. Seating arrangements for plenary sessions 101
Figure 6.3. Seating arrangements for working group sessions 102
Figure 6.4. A serious and productive event, in a lively environment. ITC
students during a workshop fieldwork preparation
108
Figure 7.1. Training Needs Assessment process 115
Figure 7.2. Subtraction illustrating the nature of a performance
problem
118
Figure 7.3. Taxonomy of Performance 119
Figure 7.4. Performance diagnosis matrix of enabling questions 121
Figure 7.5. Purpose-based Training Needs Assessment 125
Figure 7.6. Video recording and “think aloud” at ITC’s cartographic
research laboratory
126
Figure 8.2. NPV at various discount rates 142
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List of Tables
Table 5.1. Overview of major interview types and their main
characteristics
82
Table 7.1. Data requirements and preferred tools and techniques 127
Table 8.1. Comparison of economic and financial CBA 140
Table 8.2. CBA decision criteria 143
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List of Boxes
Box 1.1. Historical background of Problem and Objective Trees
Analysis
18
Box 1.2. Major steps in Problem and Objective Trees Analysis 19
Box 1.3. Criteria for assessing alternative options 25
Box 2.1. Historical background of the Logical Framework 32
Box 3.1. Historical background of SWOT Analysis 45
Box 3.2. Basic steps in SWOT Analysis 45
Box 4.1. Historical background of Stakeholder Analysis 57
Box 4.2. Checklist for drawing out interests 59
Box 4.3. Variables affecting stakeholders’ relative power and influence 60
Box 4.4. Checklist for assessing which stakeholders are important for
project success
60
Box 4.5. Checklist for drawing out assumptions about (and risks
deriving from) stakeholders
65
Box 4.6. Checklist for specifying conflicts 66
Box 4.7. Checklist for identifying communication linkages 66
Box 5.1. Abilities and skills required of an interviewer 75
Box 5.3. Open- and closed-ended questions: an example 77
Box 5.4. Major interview types 78
Box 5.4. Some suggestions for interview preparation 83
Box 5.5. Some useful pointers for an introduction to an interview 84
Box 5.6. Suggestions on asking questions during an interview 84
Box 5.7. Some examples of questions that may lead to
misunderstandings in interviews
85
Box 5.8. Some suggestions on probing 86
Box 5.9. Conversation illustrating probing 87
Box 5.10. Some suggestions for recording 88
Box 6.1. Examples of planning workshops 96
Box 6.2. Historical background of workshops in planning and decision-
making
97
Box 6.3. Possible objectives for organising a planning workshop 97
Box 6.4. Benefits of workshops as compared with other discussion
methods
97
Box 6.5. Some general principles of planning workshops 98
Box 6.6. Some examples of outputs for a planning workshop 98
Box 6.7. Tasks of a workshop facilitator 99
Box 6.8. The four stages of group development 100
Box 6.9. Function of games in workshops 103
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Box 6.10. Major phases involved in developing and conducting a
planning workshop
106
Box 6.11. Some dos and don’ts for facilitators 107
Box 7.1. Historical background of Training Needs Assessment 114
Box 7.2. Examples of performance discrepancies and how they come
to the attention of the management
117
Box 7.3. Causes of poor performance 120
Box 7.4. Typical statements from managers or employees in the case
of non-training performance problems
122
Box 7.5. Causes of performance problems paired with possible
solutions
123
Box 7.6. Criteria for selecting performance solutions 123
Box 7.7. Data requirements in Training Needs Assessment 124
Box 7.8. Techniques and tools used in Training Needs Assessment 125
Box 7.9. Some questions to guide you in analysing the context for the
Training Needs Assessment
127
Box 7.10. Some questions to guide you in determining the purpose of
Training Needs Assessment
128
Box 7.11. Basic questions guiding communication of results of
Training Needs Assessment
129
Box 8.1. Historical background Cost-Benefit Analysis 136
Box 8.2. Discounting formula 141
Box 8.3. Example discounting 141
Box 8.4. Mathematical formulations of indicators of profitability 144
Box 8.5. Example of a Cost-Benefit Analysis for a hypothetical
irrigation project
145
[...]... Project Cycle Management Professional Master’s Stakeholder Analysis Swedish International Development Cooperation Agency Strength Weaknesses Opportunities and Threats Analysis Training Needs Assessment Urban Planning and Land Administration United States Agency for International Development World Bank Water Resources and Environmental Management 9 PLANNING AND MANAGEMENT TOOLS 10 ITC SPECIAL LECTURE NOTES... Logical Framework Matrix Participation is a central element in Problem and Objective Trees Analysis The analysis is carried out by all parties involved, and the mutual exchange of ideas and discussions is crucial Why? What management, planning and decision-making have in common is that they are all oriented towards problem solving A problem can be defined as the gap between an actual state (what is) and. .. Trees Analysis What? Problem and Objective Trees Analysis is an instrument for situation analysis and strategy analysis, and is characterised by the following steps: Problem Tree Analysis, Objective Tree Analysis and Strategic Alternatives Analysis Problem and Objective Trees Analysis helps us to gain insight into the causal relationships of forces or situations that effect the problematic situation that... teaching has followed suit At the moment a wide array of such approaches and tools is being practised in the Institute The time has come to try to standardise these tools and approaches, for the benefit of our students and of our staff in their capacity as teachers Liza Groenendijk has taken the initiative to read and process the literature on planning and management tools, with a view to selecting and. .. discussion and the often mono-objective and mono-party analysis and decision processes poorly reflect reality Real-life allocation of resources and implementation of commensurate action take place in an arena of conflicting interests and multi-stakeholder cooperation and negotiation Over the course of time a plethora of approaches and tools has been developed to deal with the complexity and vagaries of reality... 2 Logical Framework What? The Logical Framework is an instrument for identifying project goal, purpose and outputs, and for planning and describing the necessary activities and inputs The Logical Framework aims at producing a consistent project design The Logical Framework is a key management tool during implementation and evaluation It provides the basis for the preparation of action plans and the... whom and how Strategic Alternatives Analysis The purpose of Strategic Alternatives Analysis is to identify possible alternative options, assess the feasibility of these and agree on programme and/ or project strategies Strategic Alternatives Analysis is based on the Objective Tree ITC SPECIAL LECTURE NOTES SERIES 29 PLANNING AND MANAGEMENT TOOLS 30 ITC SPECIAL LECTURE NOTES SERIES LOGICAL FRAMEWORK Chapter... would not have been possible I would like to thank Fred Paats and Ineke ten Dam of ITC’s Educational Affairs Department, for their support and encouragement 14 ITC SPECIAL LECTURE NOTES SERIES PLANNING AND MANAGEMENT TOOLS During the last stages of this publication, it was a great pleasure to work together with Janneke Kalf, Janice Collins, Saskia Tempelman, Benno Masselink, Marion van Rinsum, Andries... SPECIAL LECTURE NOTES SERIES PLANNING AND MANAGEMENT TOOLS Introduction Structure of the book This is a tool book Each chapter in the book presents a different tool, and eight tools or instruments are described Chapters 1 to 3 consider basic problem analysis and (strategic) planning instruments: Problem and Objective Trees Analysis (Chapter 1), Logical Framework (Chapter 2) and SWOT Analysis (Chapter... Community, Danida, DFID, GTZ, Norad, SIDA, USAID, World Bank) for the preparation of project proposals Although originally designed for project planning, Problem and Objective Trees Analysis is also used for a wide variety of problem-structuring and problem-solving activities − for example, for the preparation of research proposals, as a tool in participatory planning, and in information management In . students and of our staff in their
capacity as teachers.
Liza Groenendijk has taken the initiative to read and process the literature on
planning and management. Toorn
Vice-chair Department of Urban and Regional Planning
and Geo-information Management
PLANNING AND MANAGEMENT TOOLS
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ITC SPECIAL LECTURE
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