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
Logical Framework Analysis is a tool used to improve project design and implementation. It helps project planners understand the needs of those affected by a problem and identify potential positive and negative impacts. It also encourages participation from stakeholders with relevant knowledge. The analysis identifies rights, interests, resources, and abilities to determine who should be involved in project planning and implementation. It examines problems, their causes and effects to construct a problem tree diagram and helps set objectives to address the core problems.
The document provides an overview of monitoring and evaluation methods for programs. It discusses key concepts like monitoring, evaluation, attributes of each, and who conducts them. The five phases of evaluation are outlined: planning, method selection, data collection and analysis, reporting, and implementing recommendations. Specific monitoring and evaluation tools are also described. The overall summary is:
Monitoring and evaluation follow a five phase process including planning, method selection, data collection and analysis, reporting, and implementing recommendations to improve programs. Key concepts like monitoring, evaluation, attributes of each, tools used, and who conducts them are outlined.
This document summarizes international humanitarian law (IHL), including its sources in customary international law and treaties like the Hague and Geneva Conventions. It describes the key principles of IHL like distinction, proportionality, and military necessity. It discusses the different types of armed conflicts and protected persons under IHL such as civilians, prisoners of war, and the wounded. It also outlines prohibitions on means and methods of warfare and the application of IHL to non-international armed conflicts.
Delivered infront of Tri-People (Moros, Christians, & Lumads) in MSU, Marawi City, Balabagan, Malabang, and Kapatagan for the program "Empowering Youth through Enhancing Organizational Skills and Leadership Potential towards Effective Peace Agent
in the Community Project
"
The document summarizes the Bill of Rights section of the 1987 Philippine Constitution. It outlines 22 sections that establish various rights and protections for people, including the right to life, liberty, and property; freedom of speech; freedom of religion; rights of the accused such as due process and speedy trial; prohibition against cruel and unusual punishment; and protections against double jeopardy and ex post facto laws. Sections 1-11 establish various civil and political rights, while Sections 12-22 outline additional rights for those who have been accused of crimes.
Women empowerment involves challenging gender-based discrimination and gaining power and influence. It is needed due to issues like educational problems, societal barriers, low confidence, lack of unity, and traditional barriers facing women. Women suffer much higher rates of harassment, discrimination, and exploitation than men. Women empowerment can be achieved through self-help groups, government schemes, microfinance, self-employment, and helping women become business leaders and achieve education, health, self-reliance, justice, sensitivity, equality, and victory against evil. Examples of empowered women include Mother Teresa, Aishwarya Rai, Kiran Bedi, and Lata Mangeshkar. Overall, women empowerment is a major
The document discusses building successful employee relationships and ethics in the workplace. It provides an overview of different ethical perspectives like utilitarianism, rights, fairness and virtue. It then discusses integrity, trust and different frameworks for ethical decision making including the RESOLVEDD, Davis 7 step process and Markkula models. It presents examples of ethical dilemmas an internal auditor and employee of a company might face around suppressing findings or a report about poor working conditions. It emphasizes the importance of codes of ethics, evaluating alternatives and outcomes, and implementing ethical decisions to maintain integrity and trust.
Mating design is a schematic cross between the groups or strains of plants are made in a plant breeding that is common in agriculture and biological sciences
Analysis of variance in offspring plants results from a mating design
To evaluate the effects of additive, dominance ,and epistasis and heritability value equal to the value of genetic expectations
Problem tree analysis is a tool that helps illustrate the relationships between complex issues by organizing them hierarchically. It is used to link various factors that may contribute to an institutional problem, identify the underlying root causes of an issue, and distinguish between effects and their deeper causes. The process involves selecting a focal problem, then developing a tree structure with the direct and substantial causes branching down from the problem, and effects branching above. This helps guide advisers to prioritize addressing the critical underlying issues.
The document provides an overview of logical framework analysis (LFA), which is a management tool used to design, monitor, and evaluate development projects. It explains the key components of an LFA, including: (1) analyzing problems and objectives, (2) clustering related objectives, (3) scoping the project, (4) determining intervention logic and external factors, and (5) developing a project planning matrix with objectives, indicators, means of verification, and assumptions. The LFA process helps improve project quality by ensuring objectives are clearly defined, stakeholders are involved, and assumptions and risks are explicitly stated.
Participatory Monitoring and Evaluation background, concepts and principles, goals of PM&E, the PM&E process, stakeholder analysis, PM&E framework, plan, worksheet, a case study using PM&E
it includes 21 slides, having definition of project, project management, project management cycle.
it also explains all the phases of PMC.
it also includes characteristics, advantages and disadvantages of project management cycle.
The document provides guidance on using the logical framework approach (LFA) to design projects in a systematic and logical way. It discusses key aspects of the LFA including problem analysis, objectives analysis, strategy analysis, developing the logframe matrix, activity planning, and resource planning. The LFA helps ensure problems are analyzed systematically, objectives are clearly defined and measurable, and risks and assumptions are considered. Using the LFA helps make project proposals more coherent and increases the chances of securing donor funding.
The document provides information on problem trees and objective trees. It defines a problem tree as a tool to represent a problem by showing the main problem, causes, and effects. An objective tree mirrors the problem tree but formulates the causes as means and effects as ends, transforming it into potential solutions. The document outlines how to create both, including identifying the core problem, direct effects and root causes for a problem tree, and reformulating these into positive objectives linked by means-end relationships for an objective tree. Examples of partially completed trees are included for a bus accident and river water quality.
This document discusses theory of change and its importance for evaluation. It begins by introducing theory of change and explaining that it is a process for exploring how change happens in a particular context. It then discusses building a theory of change by defining a program, its outcomes and intermediate steps, and identifying assumptions. The document explains that theory of change is important for evaluators to consider process and for programmers to be results-oriented. It also notes a common criticism is that theory of change can oversimplify programs.
This document provides an overview of monitoring and evaluation (M&E) for programs and interventions. It discusses what M&E is, the differences between monitoring and evaluation, why M&E is important, how to develop an M&E plan, and key components of an M&E plan. Monitoring involves routine data collection to track progress towards objectives, while evaluation assesses overall impact by comparing outcomes between program and non-program groups. Developing a strong M&E plan from the beginning is essential to demonstrate accountability and guide effective implementation.
The document discusses concepts related to participatory monitoring and evaluation (PM&E). It defines key terms like participation, monitoring, evaluation, and PM&E. It describes the importance of stakeholder engagement in planning, designing, and implementing PM&E. The document also outlines the typical PM&E process, including planning the process, gathering data through both quantitative and qualitative methods, analyzing data, and sharing results to define actions. Finally, it provides examples of PM&E frameworks from the Philippines.
Presentation Training on Result Based Management (RBM) for M&E StaffFida Karim 🇵🇰
Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
Provides insights into the result based planning process including result based matrix preparation that help to manage scarce resources to realize a better result.
This document presents information on the logical framework, which is a tool used for project planning and evaluation. It discusses the concept of the logical framework, its components, and importance. The logical framework consists of a matrix with objectives in the vertical column and indicators, means of verification, and assumptions in the horizontal columns. It helps bring order to project design, implementation, and evaluation through its systematic approach.
The document discusses the logical framework approach (LFA), a systematic planning procedure used for project cycle management. It was developed in the 1960s by organizations like USAID and GTZ to improve development project planning and monitoring. The key aspects of the LFA include: (1) developing a hierarchy of goals, purposes, outputs and activities with clear cause-effect relationships; (2) specifying objectively verifiable indicators and means of verification for measuring progress and success; and (3) identifying important assumptions and risks outside the project's control that could affect success. The logical framework matrix visually captures these elements to facilitate participatory planning, implementation, monitoring and evaluation of a project.
This document provides an overview of the Logical Framework Approach (LFA), which is an analytical tool used to strengthen project design, implementation, and evaluation. The LFA describes a project logically so that it is well-designed, objective, evaluable, and clearly structured. It involves analyzing objectives, strategies, indicators, and assumptions. The main stages are analysis and planning. Analysis includes stakeholder analysis, problem analysis, and objective analysis. Planning involves creating a Logical Framework Matrix with four columns showing intervention logic, indicators, verification sources, and assumptions.
Difference between monitoring and evaluationDoreen Ty
Monitoring involves tracking project performance and progress toward goals during implementation to ensure accountability. It answers whether things are being done right and allows for timely management decisions. Evaluation assesses efficiency, impact and relevance after completion to judge the overall merits and determine if the right things were done. Both aim to improve projects, but monitoring focuses on day-to-day management during implementation while evaluation provides longer-term perspective at critical points like midway or after completion.
This document provides an introduction to problem analysis techniques. It outlines learning objectives focused on identifying the importance of problem analysis, models for problem analysis, and applying techniques to increase managerial effectiveness. Several problem analysis techniques are then described in detail, including force field analysis, fishbone analysis, cause and effect trails, critical incidence analysis, five whys, and interrelationship digraphs. Examples are provided for each technique. The document concludes with uses of problem analysis and a case study example.
Project cycle management (PCM) is an approach used to guide project management activities through all stages of a project's lifecycle from identification to evaluation. PCM defines key decisions, information requirements, and responsibilities at each phase to ensure projects are properly coordinated, completed within budget and time, and lessons are learned. When applied effectively, PCM provides benefits such as goal-oriented implementation, coordinated management, sound appraisal, increased accountability, and stakeholder ownership.
This document provides an overview of results-based management (RBM) principles and planning tools. It discusses key RBM concepts like defining results as outputs, outcomes and impacts; and establishing causal links between activities and results. Common challenges in applying RBM like attribution and measuring higher level results are also reviewed. The document introduces UN planning tools like the UNDAF, CPD and results matrix to structure programmes around achievement of development results. It emphasizes setting strategic priorities and using analysis of problems, stakeholders and causal factors to identify appropriate results.
Project monitoring and evaluation involves collecting data on project processes, outputs, and outcomes to track progress and inform stakeholders. Monitoring is continuous and internal, while evaluation is periodic and can be internal or external. The key aspects of monitoring include tracking inputs, activities, the process, and outputs, while evaluation assesses outcomes, impacts, efficiency, effectiveness and sustainability. Both use qualitative and quantitative data and involve stakeholders. Participatory monitoring and evaluation engages local people and beneficiaries to better understand impacts and ensure the process is learning-focused and adaptive.
The objectives tree method is a three step approach to transform vague design statements into clear customer requirements by first listing objectives, ordering them hierarchically, and drawing an objectives tree to visualize relationships between higher level and lower level objectives aimed at uncovering the desired attributes and behaviors for a design project.
This document provides training on using root cause analysis to understand and solve problems. It explains that to solve problems, their root causes must be identified rather than just addressing symptoms. An example problem of a memory leak is used, where a better solution is finding and fixing the source rather than just buying more memory. Cause-effect diagrams are presented as a tool to trace problems to their root causes by asking "why" multiple times and looking for loops. Two example problems are analyzed using this approach to understand business impacts and identify unexpected underlying causes in order to propose effective countermeasures.
Problem tree analysis is a tool that helps illustrate the relationships between complex issues by organizing them hierarchically. It is used to link various factors that may contribute to an institutional problem, identify the underlying root causes of an issue, and distinguish between effects and their deeper causes. The process involves selecting a focal problem, then developing a tree structure with the direct and substantial causes branching down from the problem, and effects branching above. This helps guide advisers to prioritize addressing the critical underlying issues.
The document provides an overview of logical framework analysis (LFA), which is a management tool used to design, monitor, and evaluate development projects. It explains the key components of an LFA, including: (1) analyzing problems and objectives, (2) clustering related objectives, (3) scoping the project, (4) determining intervention logic and external factors, and (5) developing a project planning matrix with objectives, indicators, means of verification, and assumptions. The LFA process helps improve project quality by ensuring objectives are clearly defined, stakeholders are involved, and assumptions and risks are explicitly stated.
Participatory Monitoring and Evaluation background, concepts and principles, goals of PM&E, the PM&E process, stakeholder analysis, PM&E framework, plan, worksheet, a case study using PM&E
it includes 21 slides, having definition of project, project management, project management cycle.
it also explains all the phases of PMC.
it also includes characteristics, advantages and disadvantages of project management cycle.
The document provides guidance on using the logical framework approach (LFA) to design projects in a systematic and logical way. It discusses key aspects of the LFA including problem analysis, objectives analysis, strategy analysis, developing the logframe matrix, activity planning, and resource planning. The LFA helps ensure problems are analyzed systematically, objectives are clearly defined and measurable, and risks and assumptions are considered. Using the LFA helps make project proposals more coherent and increases the chances of securing donor funding.
The document provides information on problem trees and objective trees. It defines a problem tree as a tool to represent a problem by showing the main problem, causes, and effects. An objective tree mirrors the problem tree but formulates the causes as means and effects as ends, transforming it into potential solutions. The document outlines how to create both, including identifying the core problem, direct effects and root causes for a problem tree, and reformulating these into positive objectives linked by means-end relationships for an objective tree. Examples of partially completed trees are included for a bus accident and river water quality.
This document discusses theory of change and its importance for evaluation. It begins by introducing theory of change and explaining that it is a process for exploring how change happens in a particular context. It then discusses building a theory of change by defining a program, its outcomes and intermediate steps, and identifying assumptions. The document explains that theory of change is important for evaluators to consider process and for programmers to be results-oriented. It also notes a common criticism is that theory of change can oversimplify programs.
This document provides an overview of monitoring and evaluation (M&E) for programs and interventions. It discusses what M&E is, the differences between monitoring and evaluation, why M&E is important, how to develop an M&E plan, and key components of an M&E plan. Monitoring involves routine data collection to track progress towards objectives, while evaluation assesses overall impact by comparing outcomes between program and non-program groups. Developing a strong M&E plan from the beginning is essential to demonstrate accountability and guide effective implementation.
The document discusses concepts related to participatory monitoring and evaluation (PM&E). It defines key terms like participation, monitoring, evaluation, and PM&E. It describes the importance of stakeholder engagement in planning, designing, and implementing PM&E. The document also outlines the typical PM&E process, including planning the process, gathering data through both quantitative and qualitative methods, analyzing data, and sharing results to define actions. Finally, it provides examples of PM&E frameworks from the Philippines.
Presentation Training on Result Based Management (RBM) for M&E StaffFida Karim 🇵🇰
Planning, Monitoring, Evaluation & Reporting together for developmental results: Results-based Management-RBM (RBM)?
Logical Framework Approach (LFA)
Planning for results
Monitoring for results
Evaluating for results
Enhancing the use of knowledge from monitoring and evaluation
Provides insights into the result based planning process including result based matrix preparation that help to manage scarce resources to realize a better result.
This document presents information on the logical framework, which is a tool used for project planning and evaluation. It discusses the concept of the logical framework, its components, and importance. The logical framework consists of a matrix with objectives in the vertical column and indicators, means of verification, and assumptions in the horizontal columns. It helps bring order to project design, implementation, and evaluation through its systematic approach.
The document discusses the logical framework approach (LFA), a systematic planning procedure used for project cycle management. It was developed in the 1960s by organizations like USAID and GTZ to improve development project planning and monitoring. The key aspects of the LFA include: (1) developing a hierarchy of goals, purposes, outputs and activities with clear cause-effect relationships; (2) specifying objectively verifiable indicators and means of verification for measuring progress and success; and (3) identifying important assumptions and risks outside the project's control that could affect success. The logical framework matrix visually captures these elements to facilitate participatory planning, implementation, monitoring and evaluation of a project.
This document provides an overview of the Logical Framework Approach (LFA), which is an analytical tool used to strengthen project design, implementation, and evaluation. The LFA describes a project logically so that it is well-designed, objective, evaluable, and clearly structured. It involves analyzing objectives, strategies, indicators, and assumptions. The main stages are analysis and planning. Analysis includes stakeholder analysis, problem analysis, and objective analysis. Planning involves creating a Logical Framework Matrix with four columns showing intervention logic, indicators, verification sources, and assumptions.
Difference between monitoring and evaluationDoreen Ty
Monitoring involves tracking project performance and progress toward goals during implementation to ensure accountability. It answers whether things are being done right and allows for timely management decisions. Evaluation assesses efficiency, impact and relevance after completion to judge the overall merits and determine if the right things were done. Both aim to improve projects, but monitoring focuses on day-to-day management during implementation while evaluation provides longer-term perspective at critical points like midway or after completion.
This document provides an introduction to problem analysis techniques. It outlines learning objectives focused on identifying the importance of problem analysis, models for problem analysis, and applying techniques to increase managerial effectiveness. Several problem analysis techniques are then described in detail, including force field analysis, fishbone analysis, cause and effect trails, critical incidence analysis, five whys, and interrelationship digraphs. Examples are provided for each technique. The document concludes with uses of problem analysis and a case study example.
Project cycle management (PCM) is an approach used to guide project management activities through all stages of a project's lifecycle from identification to evaluation. PCM defines key decisions, information requirements, and responsibilities at each phase to ensure projects are properly coordinated, completed within budget and time, and lessons are learned. When applied effectively, PCM provides benefits such as goal-oriented implementation, coordinated management, sound appraisal, increased accountability, and stakeholder ownership.
This document provides an overview of results-based management (RBM) principles and planning tools. It discusses key RBM concepts like defining results as outputs, outcomes and impacts; and establishing causal links between activities and results. Common challenges in applying RBM like attribution and measuring higher level results are also reviewed. The document introduces UN planning tools like the UNDAF, CPD and results matrix to structure programmes around achievement of development results. It emphasizes setting strategic priorities and using analysis of problems, stakeholders and causal factors to identify appropriate results.
Project monitoring and evaluation involves collecting data on project processes, outputs, and outcomes to track progress and inform stakeholders. Monitoring is continuous and internal, while evaluation is periodic and can be internal or external. The key aspects of monitoring include tracking inputs, activities, the process, and outputs, while evaluation assesses outcomes, impacts, efficiency, effectiveness and sustainability. Both use qualitative and quantitative data and involve stakeholders. Participatory monitoring and evaluation engages local people and beneficiaries to better understand impacts and ensure the process is learning-focused and adaptive.
The objectives tree method is a three step approach to transform vague design statements into clear customer requirements by first listing objectives, ordering them hierarchically, and drawing an objectives tree to visualize relationships between higher level and lower level objectives aimed at uncovering the desired attributes and behaviors for a design project.
This document provides training on using root cause analysis to understand and solve problems. It explains that to solve problems, their root causes must be identified rather than just addressing symptoms. An example problem of a memory leak is used, where a better solution is finding and fixing the source rather than just buying more memory. Cause-effect diagrams are presented as a tool to trace problems to their root causes by asking "why" multiple times and looking for loops. Two example problems are analyzed using this approach to understand business impacts and identify unexpected underlying causes in order to propose effective countermeasures.
This document describes the Problem Tree Analysis method for project planning. It involves 3 stages: [1] analyzing problems through stakeholder participation to create a "problem tree" diagram; [2] translating problems into objectives to create an "objective tree"; [3] analyzing strategies by clustering objectives and selecting a scope. The method results in a shared understanding of the situation to inform project design that has stakeholder commitment and addresses real needs.
A project is defined as a temporary endeavor undertaken to create a unique product or service. Network analysis techniques like the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are used to plan and schedule complex projects. These methods involve identifying all activities, their durations, and logical relationships to construct a network diagram. The critical path is then determined by calculating the longest path of linked activities from start to finish, which must be carefully managed to ensure on-time project completion.
Tools for Problem Indentification and AnalysisURBACT
Presentation delivered during the URBACT Training for Elected Representatives Seminar 1 (8-10 April 2013, Brussels) "Integration. How to break silos and develop integrated and place-based solutions that cross the boundaries of government bodies, disciplines, or municipal borders?"
Read more here - http://urbact.eu/en/news-and-events/urbact-events/training-for-elected-representatives/
SWOT analysis is a technique used in project management to evaluate the strengths, weaknesses, opportunities, and threats involved in a project. It is typically performed early in a project to identify risks and inform project planning. However, SWOT can also be used later if a project requires re-evaluation of its budget, schedule, or other factors. The analysis involves asking questions of stakeholders about various internal and external factors that could impact the project's success. Performing a thorough SWOT analysis provides valuable information to help managers plan projects and make important decisions.
This document provides an overview of problem analysis techniques. It discusses identifying the problem, specifying it in terms of identity, location, timing and magnitude. It also covers investigating the problem by looking at distinctions and changes between what is and is not occurring. The final stages discussed are testing the most probable cause by matching it to the observed effects through logic, and then verifying the likely cause independently proves it produced the observed effect. Problem analysis provides a systematic approach to explaining situations where expected performance is not being achieved and the cause is unknown.
This document discusses using a problem tree analysis to examine human rights-based approaches. It suggests looking at the roots and trunk of issues to understand obstacles for implementing HRBA, and branches to see how problems manifest in daily activities. In just 3 sentences or less, it touches on using a problem tree framework to analyze barriers to applying human rights approaches and how they appear in work.
5 The Logical Framework - a short course for NGOsTony
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
There is a handout to go with this module, a Logframe with blanks. http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
Even if you already know what a SWOT analysis is and what it’s used for, it can be tough to translate that information into something you can action.
It can also be hard to examine your own business with a critical eye if you’re not entirely sure what you should be examining.
Reading an example SWOT analysis for a business that is either in your industry or based on a comparable business model can help get you started.
All of our SWOT analysis examples are based on real businesses that we’ve featured in our gallery of free sample business plans on bplans.com
The following 6 examples are
broken into three parts:
1. A quick introduction to the company.
2. The company’s SWOT analysis.
3. Some potential growth strategies for the company based on what’s revealed by the SWOT analysis.
The document discusses decision making and problem solving. It covers defining problems, gathering relevant information to analyze problems, and generating and selecting alternatives. The problem solving process involves defining the problem, collecting information and measures, analyzing the problem, generating alternatives, selecting alternatives, and deciding on and implementing a solution. Cause and effect diagrams like fishbone diagrams can be used to identify and analyze the root causes of problems. Collecting the right information through questions is important for fully understanding problems before attempting to solve them.
The document discusses decision making and problem solving. It provides definitions of problem solving and decision making. The scope of discussion includes clarifying problems, understanding collective problem solving, examining decision making models, and applying creativity in the problem solving process. It outlines the problem solving procedure as define, information/measures, analyze, generate alternatives, select alternatives, and decide/implement. Analysis techniques like cause and effect diagrams and the 5 whys are also examined.
The document discusses the challenges of translating mental models into virtual models. It outlines two main problems: 1) A mental model originator may have gaps or biases that prevent a clear shared understanding, and 2) Getting different individuals and disciplines on the same page due to varying communication styles and perspectives. The document proposes that finding consensus on requirements and representing the model through techniques like storyboarding can help address these problems, though developing a shared virtual representation of a mental model is a "wicked problem" with no definitive solution due to many complex variables.
This document provides information on productive problem solving. It discusses what productive problem solving is, common impediments, and essential elements. It also outlines several problem solving methodologies and techniques, including the scientific method, brainstorming, FAST diagramming, and evaluating potential solutions. The goal is to provide a structured approach to defining problems, identifying root causes, generating alternatives, and selecting the best solution.
The document provides guidance on performing a root cause analysis to identify the underlying cause of problems. It recommends assembling a team and using techniques like the 5 Whys or fishbone diagram to systematically ask why a problem exists until reaching the root cause. Common pitfalls to avoid are stopping the analysis too soon, running out of time, allowing tangents, and not being methodical. Once a root cause is identified, it should be validated and communicated to impacted parties.
The document discusses improving interaction design decisions through better guessing. It argues the best designers are those that make the best guesses, though training, intelligence, research and experience are also important. To improve guesses, designers must understand how decisions are made. Decisions involve discovering problems, framing problems, assessing problems, considering solutions, and acting. How problems are framed can significantly impact the perceived options and solution. Understanding decision-making processes can help designers make better guesses and decisions.
A Design Thinking Workshop for the MSIS CoreCarl M. Briggs Ph..docxblondellchancy
A Design Thinking Workshop for the MSIS Core
Carl M. Briggs Ph.D.
Fettig/Whirlpool Faculty Fellow
Co-Director, Business Operations Consulting Workshop
Fall 2019
1
Outline
Welcome & Introductions
What is Design Thinking?
About the class
Exercises:
Conditioning Exercise
Show Don’t Tell
Welcome & Introductions
Introductions…
Professor Carl M. Briggs Ph.D.
26 years of experience leading, and managing projects, and teaching the principles of effective project management to undergraduates, MBA’s and executives in the United States, Europe and Asia. Academic appointments in the United States (IU) , the Europe (Berlin) and Asia (Seoul).
Married to Annette Hill Briggs and father to Mariah, Ben and Emily.
Academia
Industries
Companies
Consulting
Mfg.
Healthcare Life Sciences
Supply Chain & Strategic Sourcing
Regions
NASA
Toyota
Samsung
FedEx
WalMart
Samsung
US DOD
4
Why we’re here…
?
?
?
What kind of problems have you solved?
6
MY STORY
YOUR WORLD…
MY WORLD…
What is Design Thinking?
BAD DESIGN MAY NOT BE IMMEDIATELY OBVIOUS
BUT OVER TIME THE TRUTH BEGINS TO SHOW
UNTIL IT IS ALL THAT IS LEFT, AND ALL
THAT YOUR CUSTOMERS REMEMBER
Bad design is all around us…
9
Design is not everything, but it somehow gets into everything.
Ralph Caplan, By Design
Design Thinking is …
… human-centered, collaborative, possibility-driven, options-focused, and iterative.
… the confidence that new, better things are possible and that you can make them happen.
Ralph Caplan, born January 4, 1925 is a design consultant, writer and public speaker. After serving in the Marines in WWII, he graduated from Earlham College and then went on to Indiana University for his Masters Degree. He later taught at Wabash College before moving to NYC where he became editor of Industrial Design.
He is the author of By Design: Why There are No Locks on the Bathroom Doors in the Hotel Louis XIV and Other Object Lessons.
He is considered a founding father of modern design thinking.
10
Roots of Design Thinking…
Developed/Made famous by Tim Brown at IDEO, taught at the Stanford School of Design.
Very influential in design circles, but becoming more influential in business
DEFINITION:
“A making-based problem solving process that is rooted in human empathy, done iteratively in collaborative multi-disciplinary teams.”
The Thought Leaders…
Tim Brown (IDEO)
https://www.youtube.com/watch?v=UAinLaT42xY
When did Design Thinking Become Small?
“Instead of starting with technology, the team started with people and culture…”
Design vs. Design Thinking
Design became small when it became the tool of consumerism
“Instead of starting with technology, the team started with people and culture…”
Design Thinking is about collaborative human creativity applied using a specific mindset and process framework focused on solving a wicked problem
Collaborative
Human
Creativity
Mindset
The Design Thin ...
This document outlines John Bransford's IDEAL model for problem resolution, which consists of 5 steps: 1) Identify the problem, 2) Define the problem, 3) Explore possible solutions, 4) Apply solutions to the problem, and 5) Look at and learn from the effects of the solution. It provides details on each step, such as how to accurately determine the cause of the problem in step 2. The document emphasizes that problem resolution is an iterative process that may require trying multiple solutions and revising approaches. Students are instructed to complete a worksheet to practice applying this problem-solving process.
This document outlines the PAID problem solving process, which consists of 5 steps: (1) Problem Statement - defining the problem in a single sentence, (2) Analyze the Problem - examining what is wrong and right, (3) Identify Likely Causes - considering what has changed and potential causes, (4) Define Actual Causes - determining the most likely explanation, and (5) proving the identified cause. The document provides guidance on techniques for each step such as brainstorming, questioning, and herringbones to thoroughly analyze problems and identify root causes.
The document discusses structured problem solving using the 7 step methodology. It covers defining the problem, structuring it, prioritizing issues, planning analyses and work, conducting analyses, synthesizing findings, and developing recommendations. Specific tools and approaches discussed include problem statement worksheets, logic trees, prioritization matrices, and designing analysis sheets and workplans. The overall process is presented as an iterative one to break problems into manageable parts and ensure a logical, complete analysis.
The document discusses structured problem solving using the 7 step methodology. It covers defining the problem, structuring it, prioritizing issues, planning analyses and work, conducting analyses, synthesizing findings, and developing recommendations. Specific tools and approaches discussed include problem statement worksheets, logic trees, prioritization matrices, and designing analysis sheets. The overall process is meant to take complex problems, analyze them systematically, and communicate findings to facilitate action.
This document outlines strategies for participatory monitoring and evaluation (M&E) in Tonga's education system. It discusses using problem and solution trees to thoroughly analyze issues. The problem tree identifies core problems, causes, and effects, revealing complexity requiring multiple solutions. Drawing the problem tree collaboratively helps stakeholders understand issues. The solution tree then informs goals, objectives, and interventions to address root causes. Together, these tools provide a framework for designing effective M&E processes and selecting appropriate activities, indicators, and targets to solve problems in Tonga's education system.
Explanation of the seven basic tools used to solve a variety of quality-related issues. They are suitable for people with little formal training in statistics.
Problem solving is a complex mental process that involves defining the problem, generating alternative solutions, and selecting and implementing a course of action. Effective problem solving requires gathering relevant information, analyzing it to understand the root causes, and either rearranging the information or finding new solutions. There are many techniques that can be used in problem solving, such as brainstorming, trial-and-error, and root cause analysis. The key is to think creatively about problems in order to discover opportunities for solutions.
This document contains slides from a presentation titled "Why Projects Fail...and what you can do about it". The presentation identifies four main reasons why projects fail: things the boss does, things the team should have done, things the software does or does not do, and things that could have been caught. It provides examples for each category and discusses practices and processes that can help projects succeed, such as using vision and scope documents, estimation techniques, use cases, and acceptance criteria. The presenters are consultants who have led many development teams and believe better practices can help teams build better software.
A person's car breaks down on the side of the road while driving alone. They need to solve the problem of how to get to a planned meeting on time. Problem solving involves six key steps: defining the problem, gathering information, identifying solutions, evaluating alternatives, implementing a plan, and evaluating the results. Both problem solving and decision making require examining options, choosing the best option, and reviewing outcomes. The scientific method provides a structured approach through defining the problem, collecting data, proposing hypotheses, testing hypotheses, and drawing conclusions.
Decision making and problem solving tristan f. m agtalapaTristan Magtalapa
The document discusses problem solving and decision making. It defines a problem as a situation that makes it difficult to achieve a desired goal and involves a significant difference between the actual and desired state. Problem solving is described as a tool, skill and process that involves defining the problem, developing a plan, implementing the plan, and evaluating the results. Decision making is the selection of a course of action from various alternatives and can be rational or irrational. Common techniques for individual and group decision making are also outlined.
7 step Problem solving cycle project reportSandeep Kohli
The document discusses problem solving and provides a seven-step process for effective problem solving. It begins by defining problem solving as a process of using skills to solve problems in order to achieve goals. It then outlines the seven steps: 1) Identify the problem, 2) Explore the problem, 3) Set goals, 4) Look at alternatives, 5) Select a possible solution, 6) Implement the solution, and 7) Evaluate the solution. It encourages seeing problems from different perspectives, brainstorming alternatives, considering outcomes, and reviewing solutions. The document stresses that problem solving is a skill that can be used to address challenges in many areas of life.
Leveraging the Twitter Economy for a DevOps WorldTodd Vernon
DevOps aims to solve the problems that arise from deploying and operating software applications. It is difficult because infrastructure issues can occur at any time and require expertise from different domains. Existing collaboration platforms do not fully address the needs of DevOps teams. The document proposes building a platform that leverages principles of continuous partial attention and asynchronous collaboration, as seen on social networks, to allow DevOps teams to more effectively solve problems together across locations and times. Research on remote collaboration and interruptions supports this approach of allowing teams to collectively but flexibly engage with issues as they arise.
The NCS delivers carbon accounting and carbon management courses both online and through face to face workshops. The NCS developed Australia's first accredited short course in carbon accounting, and Australia's first Diploma of Carbon Management
This slide show presents an overview of the Evaluation Toolbox, a freely accessible online resource to help organisations design and evaluate community engagement and behaviour change projects.
This document provides guidance on identifying monitoring questions and indicators from a program logic. It explains that to evaluate project delivery and design, monitoring questions should be developed based on the steps in the program logic. Examples are given of potential monitoring questions for activities, outputs, short-term outcomes, and intermediate/long-term outcomes. Indicators are also suggested that could be collected to answer each monitoring question. The document stresses that the scope of the evaluation needs to be determined and that longer term outcomes may require a longitudinal evaluation.
A program logic outlines the theory of change that underpins a project by mapping out the pathway from project activities and outputs to short, intermediate, and long-term outcomes. It is developed using a backcasting process where stakeholders envision the desired long-term outcomes and work backwards to identify the prerequisites for achieving those outcomes. The program logic provides a roadmap for how the project will achieve its intended results through clearly connecting the planned work to the expected results.
Evaluation involves subjectively interpreting monitoring data to make a value judgment about a project's worth. It can occur before, during, or after a project to assess efficiency, effectiveness, outputs, outcomes, and impact. Evaluation is used for accountability and learning what works. It involves working through concepts like efficiency, effectiveness, outputs, outcomes, impacts, formative and summative evaluations, and participatory evaluation.
There are three main reasons why more businesses do not pursue sustainability according to the document:
1) Businesses do not pay the full costs of pollution, so there is no financial incentive to reduce emissions. A price on carbon is needed to internalize these externalities.
2) Access to capital for investments in sustainability projects can be limited.
3) Lack of information, skills, and understanding of the opportunities also prevents more widespread adoption of sustainability practices.
Integrated Telecommunications CEO Patricia Neden addressed the need to incorporate sustainability elements into all qualifications to develop policies and procedures that improve environmental efficiency. Qualifications now describe applying ICT to enable green business processes through teleconferencing to reduce costs while improving productivity and lowering emissions. Core printing and graphic arts requirements expanded to include sustainability units at appropriate levels. All qualifications and a diploma program now allow importing sustainability units and skills to educate professionals on green topics.
The document discusses key aspects of sustainability for global financial services organizations. It highlights that corporate sustainability focuses on creating long-term shareholder value by managing opportunities and risks from sustainability trends. Top-performing financial services firms recognize sustainability as a guiding principle and engage stakeholders. Leaders integrate sustainability into core processes and offer sustainable financial products.
This document discusses the need for education for sustainability and the green economy. It notes that businesses in a green economy require specific green skills as well as staff with sustainable behaviors and mindsets. Education about sustainability and education for sustainability can help address this need by teaching green skills, knowledge about sustainability, and thinking and values that lead to sustainable action. It describes a professional development program for VET practitioners that aims to help them understand sustainability issues, apply sustainability in their own practice and industries, and maintain expertise in these areas.
The document discusses partnerships and capacity building programs between the National Centre for Sustainability at Swinburne University of Technology and businesses and communities to promote sustainability. Example partnerships include business programs like the Business Transformer forum and community engagement programs. The Centre also offers tailored qualifications, short courses in areas like carbon accounting and sustainability reporting, and works with Swinburne University and industry on sustainability assessments, strategies, and capacity building.
The document discusses Swinburne University's approach to embedding sustainability across its education programs and operations. It takes a whole-of-business approach that includes building value for students and industry, contributing to sustainability policy, leading sustainability skills education, and achieving strong organizational commitment. Swinburne offers a large variety of sustainability-related courses and programs, conducts research in areas like renewable energy and battery-electric vehicles, and works to change organizational culture and behaviors to drive sustainability.
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The document discusses a model for assessing an accounting body's sustainability agenda. It analyzes key internal and external drivers that shape the body's sustainability efforts and how these drivers impact the business model. The model groups the drivers and matches them to components of the business model like advocacy, thought leadership, leading business, and skilling the profession. It provides examples of how sustainability reporting is affecting accountants' roles and skills.
The Show me the Change conference was held over 4-6 May 2010 in Melbourne. Over 170 people attended the Open Space conference on the topic of evaluation of behaviour change. This is the participant feedback from this event. The survey response rate was close to 50%. Thanks to all those who responded to the survey!
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This Presentation is prepared for Graduate Students. A presentation that provides basic information about the topic. Students should seek further information from the recommended books and articles. This presentation is only for students and purely for academic purposes. I took/copied the pictures/maps included in the presentation are from the internet. The presenter is thankful to them and herewith courtesy is given to all. This presentation is only for academic purposes.
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In this concise presentation, Dr. G.S. Virdi (Former Chief Scientist, CSIR-CEERI, Pilani) introduces the Junction Field-Effect Transistor (JFET)—a cornerstone of modern analog electronics. You’ll discover:
Why JFETs? Learn how their high input impedance and low noise solve the drawbacks of bipolar transistors.
JFET vs. MOSFET: Understand the core differences between JFET and MOSFET devices.
Internal Structure: See how source, drain, gate, and the depletion region form a controllable semiconductor channel.
Real-World Applications: Explore where JFETs power amplifiers, sensors, and precision circuits.
Perfect for electronics students, hobbyists, and practicing engineers looking for a clear, practical guide to JFET technology.
All About the 990 Unlocking Its Mysteries and Its Power.pdfTechSoup
In this webinar, nonprofit CPA Gregg S. Bossen shares some of the mysteries of the 990, IRS requirements — which form to file (990N, 990EZ, 990PF, or 990), and what it says about your organization, and how to leverage it to make your organization shine.
What makes space feel generous, and how architecture address this generosity in terms of atmosphere, metrics, and the implications of its scale? This edition of #Untagged explores these and other questions in its presentation of the 2024 edition of the Master in Collective Housing. The Master of Architecture in Collective Housing, MCH, is a postgraduate full-time international professional program of advanced architecture design in collective housing presented by Universidad Politécnica of Madrid (UPM) and Swiss Federal Institute of Technology (ETH).
Yearbook MCH 2024. Master in Advanced Studies in Collective Housing UPM - ETH
What is the Philosophy of Statistics? (and how I was drawn to it)jemille6
What is the Philosophy of Statistics? (and how I was drawn to it)
Deborah G Mayo
At Dept of Philosophy, Virginia Tech
April 30, 2025
ABSTRACT: I give an introductory discussion of two key philosophical controversies in statistics in relation to today’s "replication crisis" in science: the role of probability, and the nature of evidence, in error-prone inference. I begin with a simple principle: We don’t have evidence for a claim C if little, if anything, has been done that would have found C false (or specifically flawed), even if it is. Along the way, I’ll sprinkle in some autobiographical reflections.
pulse ppt.pptx Types of pulse , characteristics of pulse , Alteration of pulsesushreesangita003
what is pulse ?
Purpose
physiology and Regulation of pulse
Characteristics of pulse
factors affecting pulse
Sites of pulse
Alteration of pulse
for BSC Nursing 1st semester
for Gnm Nursing 1st year
Students .
vitalsign
Redesigning Education as a Cognitive Ecosystem: Practical Insights into Emerg...Leonel Morgado
Slides used at the Invited Talk at the Harvard - Education University of Hong Kong - Stanford Joint Symposium, "Emerging Technologies and Future Talents", 2025-05-10, Hong Kong, China.
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
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
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.
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.
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.
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.