1. Strategic Planning and Monitoring of projects and programs
Results –Based Management (RBM)
Including LFA (The Logical Framework Approach)
© Project Design AB Sweden Ms. Kari Örtengren 2012

2. Which way is the best way?

3. Purpose of this seminar
Increased knowledge on a strategic tool for planning, the LFA-method
Tool to use in change projects
Improved strategic planning of change projects
Long –term objective: To contribute to strengthen the results of your change projects, sustainable effects
© Project Design AB Sweden K. Örtengren 2012

4. Planning well is crucial to reach results
Thera are many different tools for planning

5. Many different supporting methods to be used in RBM
ROPS
Balanced scorecard
SWOT analysis
PROPS
Lean
The LFA method (the Logical Framework Approach)
Methods with different purposes
- for planning or monitoring

6. Participatory approach

7. Results-Based Management (RBM)- A Management Strategy
RBM in brief, a management strategy:
To manage the whole project cycle in a professional way
To plan correctly, with SMART objectives
Monitoring continuously - collecting data
Assessing/analysing results
Learning from results
Disseminating results
Managing and acting upon results
Institutional learning to become better

8. Project Cycle Management

9. LFA The Logical Framework Approach an efficient tool for planning
Result - Oriented
Strategic Planning

10. LFA HISTORY
LFA was developed in the 1960s The method is in use world wide, by all international development organizations when assessing, monitoring and evaluating projects and programs.
The UN-system, EU, multilateral and bilateral development agencies all act to have their counterparts to use result oriented planning, the LFA method, when planning, implementing and evaluating projects and programs.

11. Why LFA?
By using the LFA-method correctly the project/program reaches;
RELEVANCE
FEASIBILITY
SUSTAINABILITY
COST EFFECIENCY

12. The nine steps of an LFA analysis- the planning process
1. Analysis of project´s Context
2. Analysis of Stakeholders
3. Problem Analysis/Situation Analysis
4. Objectives Analysis
5. Plan of Activities
6. Plan of Resources/Inputs
7. Indicators and Source of Verification
8. Risk Analysis and Risk Management
9. Analysis of Assumptions

13. Step 1 Context Analysis Background Collect background information

14. Step 1. Context Analysis Background information
Projects are part of a larger context - prior to start, collect relevant background information on the sector and on the relevant organizations to work with.
Which environment will the project be situated in, the country, the region and the sector?
Analysis of Context is made through studies (sector-, country- and /or regional studies etc.)

15. Step 2 Stakeholder Analysis
People with different knowledge, different background, different sex, different region
Listen and involve
© Project Design AB
Kari Örtengren / 2012
Mobil:

16. Step 2. Stakeholder Analysis
Stakeholders, those who are influenced by and exert an influence on the project entity. Who will be influenced, positively or negatively, by the project.
Stakeholder analysis - mapping of stakeholders and their respective roles, include gender, age, ethnic, regional and aspects of experience!
Which stakeholders should be involved in planning and / or implementing the project – important to include a broad group – people with different knowledge on the sector!
© Project Design AB Sweden K. Örtengren 2011

17. Step 2 Stakeholder Analysis
Five main groups of stakeholders to involve:
Beneficiaries/Target group
Implementers
Financing agents
Decision makers
Experts
One stakeholder may belong to several groups. The stakeholders all have important information to give to the future project group/ implementers. They provide a relevant picture of the situation in order to find relevant, feasible and sustainable solutions.
© Project Design AB Sweden K. Örtengren 2011

18. Problem Analysis Situation Analysis
Step 3
Problem Analysis Situation Analysis
Effects
Focal Problems
Causes
How to involve stakeholders
and get an understanding of the situation
© Project Design AB
Kari Örtengren / 2012
Mobil:

19. Step 3. Problem Analysis Situation Analysis
Problem analysis is helping us finding “the roots of the evil”
Three parts in a problem analysis;
The main problem to be solved, one focus
The causes, reasons to the focal problem
The effects of the focal problem
Discuss who owns the problem?
A problem analysis should always be made by the local stakeholders, the owners of the problem.

20. PROBLEM TREE
Effekr
Effects
Focal Problem
Causes

21. EXAMPLE on a PROBLEM TREE
Bus company gets a
bad reputation
Disabled
people
High cost for hospital care
Effekr
People die and get injured
Buses
are delayed
High number of
bus accidents
Careless
busdrivers
Buses in
poor condition
Roads in
poor condition
Stress
Alcohol abuse
Poor
maintenance
Old buses
Poor maintenace
Bad traffic situation
Tight
schedule
No maintenance
routines
Weak
knowledge
on manintenace
Corruption
Too few drivers
and buses
Weak management capacity at the bus company

22. Formulating Objectives
Step 4
Objective Analysis
Formulating Objectives
Three/four levels of objectives
© Project Design AB
Kari Örtengren / 2012
Mobil:

23. Why a Problem Tree? Problem Tree Effects Focal problem Causes
Objective Tree
Overall objectives
Project Objective
Expected results
Activities

24. Objectives vs. Activities
There is a difference between objectives and activities.
Objectives should describe;
Which is the changed situation to acheive
What to acheive when the project is completed.
What the activities are aiming at
Whlle, an activity is a mean to acheive the objective
Example on an objective:
Enhanced competence on trade facilitation among ITP participants
Example on an activity:
Arrange a seminar on trade facilitation

25. Step 4. Objectives Analysis Three levels
1. Long-term: Overall Objectives, Development Objectives: Often Governmental level, long term perspective, vision e.g. social welfare, economic growth... Time frame: Long term. Several different projects often aiming at the same overall objectives. Sometimes also called goals.
2. Medium-term: Project Objective, Project Purpose : The main objective that the intervention/project should be able to achieve. Solution to the focal problem. The very reason for implementing a project. Time frame: Medium term (the length of the project). Purpose should be “SMART (Specific, Measurable, Approved, Realistic and Time-Bound”)
3. Short-term: Expected results, immediate objectives: The results describe the services to be produced by the project. What services do the beneficiary get access to? Short term objectives. Directly after the project activities. Time frame: After the activities have been implemented. Results should be “SMART”.

26. Make it logic when planning, Example
Overall objectives:
The project will contribute to increased trade and increased GDP in country X
Project objective:
Increased efficiency in the customs service in country X
Expected results:
Enhanced competence on custom related trade facilitation mesures among customs service staff
Strengthened management capacity in the Customs service
Improved customs clearence routines
Expected Outputs:
500 staff members trained on trade facilitation
3. New manuals for customs clearance developed
Activities: Ex. some activities
1.1 Develop a training , 1.2 Implemeted a pilot training for 20 staff , 1.3 Evaluate the training
© Project Design AB K. Örtengren 2012

27. “SMART” project objective & results (short-term objectives)
Specific
Measurable
Approved
Realistic
Time bound

28. Writing objective statements
Example of how to write objectives
To contribute to increased GDP in country X
Improved service from the state sector to exporting companies in country X
1.Enhanced knowledge among officials on Trade facilitation and Rules of Origin
2. Improved trade standards established and effectively enforced in the country.
Activities for expected result 1:
1:1 Conduct a baseline survey of the vocational training and a need assessment (knowledge gaps)
1:2 Analyse the findings of the study
1:3 Make a curriculum for trainings based on the findings
1:3 Prepare tender documents for new training programs
1.4 Select trainers /providers of the vocational trainings
1:5 Implement pilot trainings
1.6 Follow-up /monitor of the trainings , analyze results and if needed change the trainings
1:7 Run a full scale training program for health care staff
1:8 Evaluate the program after 3 years, and analyze, if needd repeat part of the training program
Objective hierachy
Overall objectives (long term)
Project objective (mid-term):
Expected Results: (Short term objectives)
Activities:

29. Terminology differs, depends on the project owners
Different terminology for objectives used by different projects and donors, choose what’s best for you
Objectives
Think of the time – line, the logic
DFID (Great Britain) EU
RBM (Results- Based
Management)
World Bank
Long-term objectives
Goals
Overall
Impact
Impacts/
Development Objectives
Medium-term
objective
Project Purpose
Project Objective
Outcome
Project
Short-term
Immediate objectives
Expected Results
Outputs
Intermediate Outcomes
© Project Design AB Sweden K. Örtengren 2010
Terminology differs, depends on the project owners

30. When selecting objectives, bear in mind…
“SMART” objectives (Specific, Measureable, Approved, Realistic and Time bound)
Mandate of your Ministry/agency/NGO
The resources available for implementation
The problem to be solved (study the problem analysis, see step 3 in LFA)
The target group
Diplomacy
© Project Design AB Sweden K. Örtengren 2012

31. Step 5 Plan of Activities Plan of Operation
© Project Design AB
Kari Örtengren / 2012
Mobil:

32. Step 5. Activities/ Plan of Operation/ Plan of Activities
Activities are means to achieve the objectives, not the objectives. Activities tackle the causes to the focal problem (see problem analysis, step 3)
Activities should be clearly specified and expressed as an action. They explain how to achieve the expected results of the project (the short term objectives).
Activities should be connected to the expected results , the short-term objectives (Expected result 1: activities 1:1,1:2, 1:3… etc.)
© Project Design AB Sweden K. Örtengren 2012

33. Step 5. Activities/ Plan of Operation/ Plan of Activities
Activities should always be connected to the expected results/short-term objectives e.g.
Result 1: Improved knowledge among decision-makers at ministerial level on efficient trade facilitation measures
Activity: 1:1 Make a need assessment among staff in Ministries and relevant authorities 1:2 Develop a training program, a curricula, and training material for trainings 1:3 Print training material 1:4 Train 15 teachers/trainers (ToT )
1:5 Implement the training program for 25 persons, a pilot training
1:6 Follow-up of the training program, review evaluations, if needed make changes in the training curricula 1:7 Complete the training program
1:8 Evaluation and dissemination of the results of the trainings 1:9 Integrate the program in to existing services
Specified plans of activities make it easier to implement, to monitor and much easier to make a realistic planning of resources (budget, manning schedule and time schedule etc.) .
© Project Design AB /Sweden K. Örtengren 2012

34. Step 6 Planning of Resources Staff Budget Equipment Time
© Project Design AB
Kari Örtengren / 2012
Mobil:

35. Step 6. Inputs/Resource planning
Experts and personnel (human resource management, project group, reference group, which knowledge & capacity is needed?)
Financing (loans, grants, funds, cost sharing, who is financing what? Future long term financing?)
Equipment, equipment should be adapted to local conditions (Are spare parts and maintenance available?)
Premises (office, training facilities, is there a contract for the premises?)
Time (make a realistic time schedule, e.g. GANTT-schedule)
© Project Design AB Sweden K. Örtengren 2011

36. Example GANTT schedule Time Schedule / Gantt Chart
Microsoft Project Professional

37. Step 7 Indicators & Sources of verifications To monitor results
© Project Design AB
Kari Örtengren / 2012
Mobil:

38. Step 7. Indicators Measure achievements
Are the objectives achieved? Any positive results?
The process of setting up indicators shows whether the objectives are vague and unrealistic.
Indicators should be set for all expected results and for the project purpose (short-term objectives and medium-term objective).
Indicators should state the quantity and the quality
© Project Design AB Sweden K. Örtengren 2012

39. Examples of indicators, quantity and/or quality,
Indicators for a management training e.g.:
1. Number of persons participating in the training (SoV: List of participation) (quantity)
2. Number of occasions when knowledge among the trained personnel has been used (Source of verification (SoV): Number, interviews) (quality)
3. Number of persons passing the test after the training (SoV: The test results from the training)
4. Examples of changes made in the organization after the training (SoV: Organizational study )
5. Staff recognition/comments 6 months after the management training ( SoV: Interviewing staff on management at the authority)
Indicator for service: e.g. Number of satisfied customers (SoV: statistics, interviews %) (measures quality).

40. Step 7. Indicators Measure achievements
A baseline study, input data is needed, in order to be able to measure the final results, to be able to compare. (E.g. how many custom clearances per year when we start our project)
Each indicator should be connected to a Source of Verification (SoV), answering the questions how the information on the indicator should be collected, when/how it will be collected (e.g. SoVs interviews, exams, at the statistical office, questionnaires etc.)

41. Step 8 Risk Analysis and Risk Management
Continuous risk analysis & risk management
important to reach sustainability

42. Step 8. Risk Analysis & Risk Management
Analysis of factors which may influence the implementation of the project and hence the achievement of the objectives.
Internal and External risks
Make a risk management plan – mitigation of risks, new activities.
Killing factors? Important threats, threatening the whole implementation e.g. the political situation, corruption etc.
© Project Design AB Sweden K. Örtengren 2011

43. Risk value Risks Probability 1-5 Consequence 1-5 Risk value
Risk management /mitigation
1.Brain-drain 5 4 20
Train more staff
Develop manuals for training
Develop an internal long term training module
Avoid dependence on one person, share responsabilities
2.Delayed deliveries 2 1
None

44. Analysis of Assumptions
Step 9
Analysis of Assumptions
Important problems to be solved by others

45. Step 9. Analysis of Assumptions
Assumptions describe situations and conditions which are necessary for project success, problems needed to be solved, but which are largely beyond the control of the project group to solve (due to the resources of the project group, their mandate and knowledge etc.)
An assumption, is a problem the project group realistically can assume that other projects/ authorities/actors will handle

46. Why different steps in LFA in the planning procedure?
Relevance Step 1 – 4 The Context, the Stakeholder-, the Problem- and the Objectives analysis. Logical links between problems and solutions? Ensure that the problems of the target group are solved by the project.
Feasible Step 5 – 7 Plan of Activities, Resources/inputs and Indicators. Are the activities and resources sufficient to achieve the objectives? (Resources: Personnel, time, funding, equipment)
Sustainable Step 8 – 9 Risk analysis, Risk Management and Analysis of the Assumptions. If the project is sustainable, will the effects of the project remain without external assistance?

47. The nine steps of an LFA analysis - why?
1. Analysis of project´s Context
2. Analysis of Stakeholders
3. Problem Analysis/Situation Analysis RELEVANCE
4. Objectives Analysis
6. Plan of Resources/Inputs
5. Plan of Activities FEASIBILITY
7. Indicators/measurements
8. Risk Analysis and Risk Management
9. Analysis of Assumptions SUSTAINABILITY

48. GROUP ACTIVITY
PROBLEM: Identify one focal problem, e.g. You decided, but some proposals a) Weak efficiency in the customs service
b) Little knowledge in the trade sector on rules of origin (RoO) c) Weak support from the state to the export industry
STAKEHOLDER ANALYSIS: Identify stakeholders in the sector (Beneficiaries/target group, Implementers, local financing agents, decision makers) List them.
PROBLEM ANALYSIS: Identify reasons/causes to the focal problem and effects. Make a brief problem tree, write notes.
OBJECTIVES: Set at least two expected results (short-term objectives), one project objective and two overall objectives. Formulate them “SMART” .
ACTIVITIES: Find solutions/activities to achieve result Number the activities (1:1, 1:2, 1;3 etc.) and connect them to each expected result.

49. LFA matrix / Log Frame – a way to summarize a project plan
Preconditions
© Project Design AB Sweden K. Örtengren 2008

50. INTERVIEWS and/or WORKSHOPS Participatory approach
© Project Design AB Sweden , Ms K. Örtengren 2010

51. Two main types of project planning workshops
1.Initial planning workshop (GOPP or LFA workshop. WHY a project ? and WHAT a project aims at?). Initial workshop is step I. Enhances engagement from a broad group of stakeholders – facilitates the future planning and implementation, listen to stakeholders! Participatory approach! Report after workshop handed over to the project management team. 2. Management workshop (HOW a project should be implemented, details ), detailed planning, specification. Planning meetings for the project management team.
© Project Design AB Sweden K. Örtengren 2011

52. LFA steps in an LFA workshop
STAKEHOLDER ANALYSIS
PROBLEM ANALYSIS!!
ANALYSIS of OBJECTIVES (proposal)
OVERALL ACTIVITY PLANNING (proposal)
RISK ANALYSIS (overall , proposal)
(ANALYSIS of ASSUMPTIONS, proposal) Proposals from the stakeholders to the project group
LFA/GOPP WORKSHOP answers WHY a project and WHAT a project will handle, not HOW
© Project Design AB Sweden K. Örtengren 2010

53. LFA summary Project Planning
Structured the project planning procedure in 9 steps
Relevant, Feasible and Sustainable projects/programs – leads to success!
Involve local stakeholders – listen to the target group
LFA correctly used, strengthen local participation & local ownership!
Connection problems and objectives – relevant solutions
LFA during all phases of the project cycle, LFA planning sets the basis for efficient monitoring

54. How the LFA method works depends on its users

55. BRIEF on MONITORING
© Project Design AB Sweden K. Örtengren 2010

56. STEPS in MONITORING/ FOLLOW-UP of a PROJECT
CONTINUOUS MONITORING of OBJECTIVES (monitoring means using indicators & sources of verifications)
ANNUAL PROGESS or INTERIM REPORTS
ANNUAL REVIEW MEETINGS
ANNUAL WORK PLANS
FINANCIAL REPORTS
COMPLETION or FINAL REPORT
AUDIT
FOLLOW –UP MEETINGS WITH STAKEHOLDERS (incl. target group) Narrative reporting and financial reporting
Every step in monitoring needs efficient planning

57. MONITORING PLAN!
Make a monitoring plan for your project
by deciding :
WHAT to monitor (which objectives does your project have )
HOW to monitor (Define Indicators & Sources of Verifications, SoVs such as interviews, studies, tests etc.)
WHO will collect the data (disseminate responsibilities for monitoring)
WHEN to monitor (when will you collect the data/the results)

58. COMMUNICATION PLAN
Make a communication plan for your organisation to disseminate results to efficiently recieve sustainable results,
Communication plan by defining the following:
WHO will/should receive the data on the results from the project, who needs it
WHY communicate to different stakeholders, the purpose with the communication
WHICH data is needed for different stakeholders
HOW to disseminate/communicate results
WHEN to disseminate data

59. LFA & RBM TERMINOLOGY TERMIOLOGY FOR PLANNING & MONITORING
LFA terminology use when planning
OVERALL OBJECTIVES (long-term)
PROJECT OBJECTIVE
(medium-term)
EXPECTED RESULTS
(short-term)
EXPECTED OUTPUTS (direct result from activities)
RESOURCES
RBM terminology , use when measuring performance, during implementation and evaluation
IMPACT
MEDIUM-TERM OUTCOME
SHORT-TERM OUTCOMES
OUTPUTS
INPUTS

60. LEVELS of MONITORING TERMIOLOGY IN MONITORING
1. IMPACT (Overall objectives)
2. MEDIUM-TERM OUTCOME
(project objective)
3. SHORT-TERM OUTCOMES (expected results)
4. OUTPUTS
5. INPUTS
1. Long term effects on life changes and living standards (e.g. Increased trade and/or improved GDP)
2. Medium term effects- access usage and satisfaction of users (E.g. Improved Efficiency in Customs Service in region X )
3. Short term effects, services produced (e.g. a. Improved technical administrative solutions in custom service in region X, b. Strengthened knowledge among administrative staff in Customs Service in Region X )
4. Very short-term results, direct effect of the activities, such as 150 staff trained, manuals printed etc.
5. Financial, staff, time input needed to implement project (e.g. 200 USD, 45 man months and 3 years)

61. Capacity development
To achieve sustainable results, analyse capacity development needs at different levels in the society.
© Project Design AB Sweden K. Örtengren 2011
Kari.ortengren2telia.com

62. Profession (competence)
Capacity Building
Contextual analysis
Institutional framework
System of organizations
Organization
Unit within organiz.
Individual/
Profession (competence)

63. To ensure sustainability- Make an Exit Strategy /Continous Risk Management
To reach sustainable results, important factors to plan for at an early stage (to make a risk management plan regarding):
1. Local Capacity for ownership of the process, depends on:
a. Knowledge among staff
b. Willingness to change
c. Participation and responsibility
d. Future financing, long term financing
e. Available time
2. Methods for implementation of the project, have to be adapted to local conditions, to cultural-, instititutional- and to gender aspects, age and capacity.
3. The distribution/dissemination of the knowledge needs to be efficient within the organisation and to other organisations and regions.
4. Political will and political awareness on the issue.
5. Legislation and regulations

64. Monitoring and Evaluation
Monitoring: the systematic and continuous assessment of progress over time by collecting and analysing information, and using that information to improve the project’s work. The periodic measurement of progress of a program/project . Monitoring focus on: Project/program implementation process, tracking progress towards a predetermined set of objectives, by using indicators and sources of verifications.
Evaluation: the assessment at one point in time of the impact of a project and the extent to which objectives have been achieved.
Both are tools for identifying strengths and weaknesses and for making good and timely decisions to reach progress.

65. Evaluation Criteria
Relevance: The appropriateness of the project objectives to the problems it addresses and to the physical and policy environment.
Efficiency: Results acheived at reasonable cost i.e how well inputs/means have been converted into results in terms of quality, quantity and time?
Effectiveness: An assessment of the contribution made by the results to achievement of the project purpose and how assumptions have affected project achievements.
Impact: The effect of the project on its wider environment. Its contribution to the objectives for the sector (overall objectives)
Sustainability: Likelihood of the benefits produced by the project to continue to flow after end of project with particular reference to ownership, environment, policy support, institutional capacity and financial support.

66. The nine steps of an LFA analysis - why?
1. Analysis of project´s Context
2. Analysis of Stakeholders
3. Problem Analysis/Situation Analysis RELEVANCE
4. Objectives Analysis
5. Plan of Activities
6. Plan of Resources/Inputs FEASIBILITY
7. Indicators/measurements
8. Risk Analysis & Risk Management
9. Analysis of Assumptions SUSTAINABILITY

67. Summary Good planning with an efficient tool such as the LFA
Planning is a process , a participatory approach
Define SMART objectives including monitoring tools such as indicators & source of verifications
Specify activities
Make a risk analysis & risk management plan
Set aside time, resources and skills for planning & monitoring
Responsible monitoring persons
Analysing data & learning from results
Dissemination of results to relevant stakeholders
Good project management skills helps

68. How strategic planning and
monitoring works depends on its users, on us!