Subject:

Project Formulation and Evaluation

Job Title
Problem and objective tree.

presents
Gallardo Pérez José Arturo ID 555451
Rosero Meza Daniela Alejandra ID 541873

Teacher

Jordán Giovanny Narváez Pantoja.

Colombia, San Juan de Pasto. Febrero, 18 de 2020

PROJECT NAME high risk index

Authors: Daniela Rosero Meza

José Arturo Gallardo

EM High risk index

E2 - Lower quality - Loss of - High cost of

of life productivity health care
- High cost of - Large number - Large damages to the
attention to the of absents health
health labor
- Postponement of
others
needs

E1 - High mortality Large number of High cost of

accidents compensations

high rate of workplace accidents among workers of the company confite col of
on in the city of Pasto

C1 - Lack of Bad habits of Limited visibility

hygiene
signage

C2 There is no signal from Lack of education in Parked vehicles

priority hygiene
 C3 Lack of knowledge of the Lack of training Imprudence of the
signaling workers

TREE OF OBJECTIVES
NOMBRE DEL PROYECTO: alto índice de riesgo

Authors: Daniela Rosero Meza

José Arturo Gallardo

FM Low rate of occupational diseases

F2 Better quality of life Good productivity Low repair cost

F1 Prioritization of others Lower incidence Fewer injured

needs labor

Low disease rate in the Confite Col company of Nariño

M1 Active Breaks Existence signage Vehicles maintained in

good condition

M2 Trainings for Signaling of Technical controls are

personal priority regularly performs
 M3 Periodic exams Increment of Suitable programs of
health indicators integral health

Medical visits every 3 Public health visits Surveillance system

months epidemiological

What is a problem tree

It is a participatory technique that helps to develop creative ideas to identify the
problem and organize the collected information, generating a model of relationships
causal factors that explain it. This technique facilitates the identification and organization of the causes
and consequences of a problem. Therefore, it is complementary and does not substitute for the

basic information. The trunk of the tree is the central problem, the roots are the causes and
the cup of effects. The logic is that each problem is a consequence of those that appear
below it and, in turn, is the cause of those above, reflecting the interrelation
between causes and effects. (Martínez, & Fernández 2008)

2. What is a tree of objectives

Objective Tree is the positive version of the Problem Tree. It allows to determine
the areas of intervention proposed by the project. To develop it, we start from the Tree of
Problems and the diagnosis. It is necessary to review each problem (negative) and turn it into
a realistic and desirable (positive) goal. Thus, the causes become means and the
effects in ends. The objectives tree is a diagram used to define criteria for
evaluation of the different solutions to a problem. It is built upon the
formulation of problems. (Martínez, & Fernández 2008)
 3. How to create the problem tree and goal tree
It is used in the preparation of projects or programs.
• Helps to structure the program or project in such a way that there is 'logic.
vertical.
Facilitates the creation of the narrative summary.
Helps in the definition of indicators.
In existing programs, it is useful for a critical analysis of their structure.

Steps of methods
Identify the problem

Examine the effects caused by the problem

Identify the causes of the problem
Establish the desired situation (objective)
Identify means for solving the problem

Define actions and set alternatives

.
4. How to build the problem tree

A cause-effect scheme should be configured following these steps:

Identification of the Central Problem. Among the problems considered

Important in a community:

Select a CENTRAL PROBLEM taking into account the following:

. It is defined as a deficiency or deficit.

. It presents itself as a negative state.

. It is a real situation, not a theoretical one.

 . It is located in a well-defined target population.

. Should not be confused with the lack of a specific service

Exploration and verification of the effects/consequences of the Central Problem

(the tree cup). The effects are a sequence that goes from the most immediate or

directly related to the Central Problem, up to more general levels.

The sequence stops at the moment effects have been identified.

sufficiently important to justify the intervention that the

program or project impose. Each block must contain only one effect.

Identification of relationships between the different effects produced by the Problem

Central

Identification of the causes and their interrelations (the roots). The sequence of

causes should start with those most directly related to the Problem

Central, located immediately below it. Preferably, one should

they must identify a few major causes, which are then broken down and

interrelating. A good technique is to ask oneself why what is happening happens.

indicated in each block? The answer should be found at the level

immediately lower.

All causes must be identified, even if some of them are unchangeable.

stopping at the level where it is possible to modify them. It should be remembered that what is

the goal is to develop a causal model for the formulation of a project and not a framework

exhaustive theoretical. Each block must contain only one cause.

5. Diagram the Problem Tree, verifying the causal structure.

How to build the objectives tree

Translate the Central Problem of the Problem Tree into the Central Objective of the

project. (a positive state to which one wishes to access). The conversion of problem

The objective must take its viability into account. It is framed in qualitative terms.

to generate an equivalent structure (qualitative). This does not imply disregarding

that the degree of modification of reality is, by definition, quantitative

Change all the negative conditions (causes and effects) of the Problem Tree

in positive states (means and ends). This activity involves analyzing each of the

blocks and ask: Through what means is it possible to achieve this end? The

the response must be the antonym of the identified causes. The result obtained

it must present the same structure as the Problem Tree. Change the content

of the blocks but not their quantity or the way they relate. If in this

doubts arise about the existing relationships, first it is necessary to review the

Problem Tree to then proceed with the Objectives Tree.

Identify the parameters, which are those causes of the problem that are not

modifiable by the project, either because they are natural conditions (climate,

intelligence quotient, ) or because they are outside the scope of action of the

project (legislative power, another administrative dependency). These parameters are

They indicate in the Objectives Tree without modifying the text of the Problems. When locating

a parameter, it is possible to extract all their causes from both trees since even when

Any changes made will not have any effect on the central problem.

Convert the effects of the Problem Tree into ends. Just like the causes,

for each effect, only one purpose should be considered.

Examine the structure following the means-end logic and make the modifications.

that are necessary in both trees.

 What the tree contains and of ideas

A problem or procedure to improve is detected.

The meeting is called at a suitable time.

Those most directly involved in the problem are invited to participate.

The objective of the brainstorming session is presented and the purpose of the meeting is explained.

The aim is to generate as many ideas as possible.

Each member mentions one idea at a time.

All ideas are listed.

Members can build their ideas on the ideas of others.

Ideas are not discussed at this stage. They are only recorded to be debated later.

analysis.

Ideas are recorded in a place where everyone can see them.

Every idea is clarified so that it can be well interpreted.

The session concludes with the evaluation and joint synthesis of the key ideas.
Bibliography

Martínez, R., & Fernández, A. (2008). Árbol de problema y áreas de intervención. México: CEPAL.
Román, C. (1999). Practical guide for the design of social projects. Taken from:
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