1. The Logical Framework Approach
Second Part
The Logical Framework Approach

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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)

8. 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

9. 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)