The Logical Framework Approach Second Part The Logical Framework Approach

Project Cycle Management Merging PCM and LFA Project Cycle Management Defines different phases in the life of a project with well defined management activities and decision making procedures Logframe Approach A methodology for planning, managing and evaluating programmes and projects, using tools which promote systematic analysis, stakeholder participation and structured documentation PCM The decision making and implementation process defined by the organisation LFA Project management method and tools

The Logical Framework One tool - the Logical Framework (LF) is used throughout PCM cycle. It forms a common and consistent link between: Objectives aimed at Problems to be solved Results obtained Objectives aimed at Activities implemented Results obtained Necessary means Activities implemented Means-related costs Necessary means

Key points about LFA Application LFA is an aid to systematic and logical thinking The process (who is involved and how) is as important as the product LFA tools should be applied as part of an iterative process – not as a set formula The Logframe matrix (the product of the analysis) must be open to review and revision The LFA tools presented in this training are not ‘exclusive’ – there are many other complementary tools (such as SWOT, Venn Diagrams and other participatory tools) that can be used to support effective PCM

The Logical Framework Approach ANALYSIS PHASE PLANNING PHASE Stakeholder analysis - identifying & characterising potential major stakeholders; assessing their capacity Problem analysis - identifying key problems, constraints & opportunities; determining cause & effect relationships Objective analysis - developing solutions from the identified problems; identifying means to end relationships Strategy analysis - identifying different strategies to achieve solutions; selecting most appropriate strategy. Developing Logical Framework matrix - defining project structure, testing its internal logic & risks, formulating measurable indicators of success Activity scheduling - determining the sequence and dependency of activities; estimating their duration, and assigning responsibility Resource scheduling - from the activity schedule, developing input schedules and a budget 9

COMPLETION/EVALUATION The LFA (continued) IMPLEMENTATION PHASE COMPLETION/EVALUATION Indicators which provide management information (monitoring and regular review) Assumptions which support risk management Updated activity schedules linked to results Updated resource schedules and budgets linked to results A clear situation/problem analysis to help evaluate relevance Objective structure and indicators against which to evaluate impact and effectiveness Activity and resource schedules to assist in evaluating efficiency

Stakeholder Analysis (I) Who? Stakeholders are any group of people who have an interest/role in addressing identified problems or achieving desired solutions relevant to the project, e.g: Government institutions and organisations Private sector groups, individual companies Civil society groups (NGOs, CBOs) Community members (farmers/traders, women/men, young/old, rich/poor)

Stakeholder Analysis (II) Why stakeholder analysis/participation in PCM? allows key interest groups to be identified & involved allows relevant information to be obtained shows how different stakeholders perceive reality highlights different needs helps identify potential conflicts/risks supports appropriate objective setting, strategy selection and targeting of benefits When? Throughout the project cycle

Stakeholder Analysis (III) Tools include: Stakeholder matrix (interests +/-, roles, capacities, etc) SWOT analysis (strengths, weaknesses, opportunities, threats) Venn Diagrams (relationships between stakeholders) Organisational charts (formal lines of authority/responsibility) Gender analysis (tasks, responsibilities, time allocation)