Project Planing Page 7
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27Projplan1.doc
June 2000
7/27
2.
Conceptualise the project
2.1
Write a problem statement
All project planning should begin with an analysis of the current situation and define the
problem or opportunity that the project will seek to address. The success of a project will
depend on how precisely and accurately the problem is articulated and understood. Again,
the perspective of the beneficiaries is critical at this stage. The most important needs of the
affected population will not always match those identified as most important by outsiders.
It will be very difficult to mobilise community interest and support in a project that the
community sees as meeting secondary needs—or no needs at all.
One should not assume that communities are homogeneous in their needs or desires.
Different people in a community will have different and often conflicting needs and desires.
A proposed project that seeks to benefit the most vulnerable, who are usually the poorest in
a community, may sometimes threaten established interests and power structures.
Similarly, a program to empower women may threaten some of the men in a community.
Once the situational analysis is complete, project planners will want to articulate a problem
statement that answers the following questions:
• What is the problem?
• When and how did the problem originate?
• What are the main needs generated by this problem?
• What is the significance of this problem?
• Why should anything be done about this problem?
Note: While these questions refer to "problems," it is important to remember that the
discussion that follows applies equally, if not more importantly, to "opportunities."
2.2
Brainstorm possible project solutions
Once a problem has been defined, project planners need to consider the many possible
responses. Brainstorming is one simple method for exploring needs and considering
possible problem solutions. This method brings together a group of people and asks them
to share their ideas on any one or a number of questions — ranging from problems to
solutions. Their ideas are all listed on a blackboard or on large sheets of paper, and then
looked at one by one.
Brainstorming involves two stages: the creative stage (i.e. generation of ideas or listing of
needs) and the critical stage (i.e. evaluation and analysis of these ideas). During the creative
process, participants provide “raw” ideas as they think of them. These ideas can be
practical, idealistic or wildly creative. These ideas should not be critiqued or analysed
during this first stage—they should just be accepted and listed. After all ideas are listed,
they can be further developed or combined.
During the critical stage, the group should evaluate the ideas and attempt to identify the
rationale of every idea, even if the whole idea seems far-fetched. Individuals can be asked
to explain or defend their idea by fielding questions from others in the group. During this
stage, organisational capacities also need to be evaluated. The National Society will need to
International Federation
Disaster Preparedness Training Programme
of Red Cross and Red Crescent Societies
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