Logical Framework Approach in Project Planning - Revision history

Tkokotas at 12:59, 18 December 2018

2018-12-18T12:59:35Z

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			''Developed by Jens Dines Obel Jepsen''


	The Logical Framework Approach (LFA) mainly helps organizations address three basic problems for their project management system, which is that: planning is too vague, management responsibility is unclear, and project evaluation often is an adversary process. <ref>Practical Concepts Incorporated (PCI), ''Guidelines for Teaching Logical Framework Concepts'', 1975, p. 4, Washington, DC</ref> The last mentioned is caused by a lack of common agreement, on what the project is to achieve, which, as will be illustrated, the LFA can greatly improve. <ref>JICA, EEAA,''GUIDANCE FOR COUNTERMEASURE PLANNING		The Logical Framework Approach (LFA) mainly helps organizations address three basic problems for their project management system, which is that: planning is too vague, management responsibility is unclear, and project evaluation often is an adversary process. <ref>Practical Concepts Incorporated (PCI), ''Guidelines for Teaching Logical Framework Concepts'', 1975, p. 4, Washington, DC</ref> The last mentioned is caused by a lack of common agreement, on what the project is to achieve, which, as will be illustrated, the LFA can greatly improve. <ref>JICA, EEAA,''GUIDANCE FOR COUNTERMEASURE PLANNING
	WITH LOGICAL FRAMEWORK APPROACH Guidance for Countermeasure Planning with Logical Framework Approach'', July 2008, pp. 9-11</ref>		WITH LOGICAL FRAMEWORK APPROACH Guidance for Countermeasure Planning with Logical Framework Approach'', July 2008, pp. 9-11</ref>

DinesObelJepsen: /* Annotated Bibliography */

2016-09-26T21:50:59Z

Annotated Bibliography

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	A guide developed for practitioners in the field of design, implementation and management of development projects. The publication is a relatively new one from 2011, and can therefore be treated at the current state of practice in the industry. The reader is introduced to the LFA through four main steps, which are a high level overview of the framework and context, a description of the analysis stage, the description of preparing and using the LFM, and lastly a thorough presentation of the linkage between the LFA and various phases of [https://en.wikipedia.org/wiki/Project_cycle_management Project Cycle Management]. Especially the last mentioned part provides a more detailed look, at how the LFA is used as a tool for improving the management of project in their entire cycle.		A guide developed for practitioners in the field of design, implementation and management of development projects. The publication is a relatively new one from 2011, and can therefore be treated at the current state of practice in the industry. The reader is introduced to the LFA through four main steps, which are a high level overview of the framework and context, a description of the analysis stage, the description of preparing and using the LFM, and lastly a thorough presentation of the linkage between the LFA and various phases of [https://en.wikipedia.org/wiki/Project_cycle_management Project Cycle Management]. Especially the last mentioned part provides a more detailed look, at how the LFA is used as a tool for improving the management of project in their entire cycle.

	''Bakewell, Oliver, Garbutt, Anne, The Use and Abuse of the Logical Framework Approach, November 2005~~, Belgrade~~''		''Bakewell, Oliver, Garbutt, Anne, The Use and Abuse of the Logical Framework Approach, November 2005''

	Bakewill and Garbutt provides an extensive review of the current practice of using the LFA. The publication serves as much the purpose of pinpointing the disadvantages as it does pinpointing the advantages, which makes it stand out compared a lot of other literature, which seems to often take a standpoint in which the methodology is either praised or criticized. This is the author of this wiki article's own impression of the literature commonly available.		Bakewill and Garbutt provides an extensive review of the current practice of using the LFA. The publication serves as much the purpose of pinpointing the disadvantages as it does pinpointing the advantages, which makes it stand out compared a lot of other literature, which seems to often take a standpoint in which the methodology is either praised or criticized. This is the author of this wiki article's own impression of the literature commonly available.

DinesObelJepsen: /* Limitations and Suggestions */

2016-09-26T21:50:44Z

Limitations and Suggestions

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	# If over-emphasizing the objectives and external factors set up during the initial phases, the project administration can become immensely rigid, as it will not allow for the changing variables of the environment to have an impact on the scope and objectives of the project. A response to this would be to arrange regular review meetings, where the project's elements are adjusted if needed. <ref>European Integration Office, ''Guide to The Logical Framework Approach: A Key Tool for Project Cycle Management'', 2011, p. 12, Belgrade </ref>		# If over-emphasizing the objectives and external factors set up during the initial phases, the project administration can become immensely rigid, as it will not allow for the changing variables of the environment to have an impact on the scope and objectives of the project. A response to this would be to arrange regular review meetings, where the project's elements are adjusted if needed. <ref>European Integration Office, ''Guide to The Logical Framework Approach: A Key Tool for Project Cycle Management'', 2011, p. 12, Belgrade </ref>
	# The approach for the significance and probability check, which is shown in [[#Column Four: Assumptions About External Factors\|Assumptions About External Factors]], does indeed assess and mitigate the risks implied by the assumptions, but the way of treating significance as a binary variable is highly unrealistic, and could even have an impact on the risk inherent in the project. By assuming binary behavior, the probability of including an assumption, which does have a significant impact on the project if violated, is higher, than if the significance were scored on for example a scale from one to five.		# The approach for the significance and probability check, which is shown in [[#Column Four: Assumptions About External Factors\|Assumptions About External Factors]], does indeed assess and mitigate the risks implied by the assumptions, but the way of treating significance as a binary variable is highly unrealistic, and could even have an impact on the risk inherent in the project. By assuming binary behavior, the probability of including an assumption, which does have a significant impact on the project if violated, is higher, than if the significance were scored on for example a scale from one to five.
			# Many practitioner have found the LFA helpful for structuring their thinking, but the have also expressed that it is difficult to communicate the way of thinking. This problem is amplified, when communication is cross-cultural or subject to translation. <ref>Bakewell, Oliver, Garbutt, Anne, The Use and Abuse of the Logical Framework Approach, November 2005, pp. 17-18</ref>

	Regarding limitation two above, it is suggested, by the author of the article, that the decision to redesign the project, just include the assumption or discard the assumption should be made based on a risk score computed from a significance score and probability score.		Regarding limitation two above, it is suggested, by the author of the article, that the decision to redesign the project, just include the assumption or discard the assumption should be made based on a risk score computed from a significance score and probability score.

DinesObelJepsen: /* Limitations and Suggestions */

2016-09-26T21:45:46Z

Limitations and Suggestions

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	# If over-emphasizing the objectives and external factors set up during the initial phases, the project administration can become immensely rigid, as it will not allow for the changing variables of the environment to have an impact on the scope and objectives of the project. A response to this would be to arrange regular review meetings, where the project's elements are adjusted if needed. <ref>European Integration Office, ''Guide to The Logical Framework Approach: A Key Tool for Project Cycle Management'', 2011, p. 12, Belgrade </ref>		# If over-emphasizing the objectives and external factors set up during the initial phases, the project administration can become immensely rigid, as it will not allow for the changing variables of the environment to have an impact on the scope and objectives of the project. A response to this would be to arrange regular review meetings, where the project's elements are adjusted if needed. <ref>European Integration Office, ''Guide to The Logical Framework Approach: A Key Tool for Project Cycle Management'', 2011, p. 12, Belgrade </ref>
	# The approach for the significance and probability check does indeed assess and mitigate the risks implied by the assumptions, but the way of treating significance as a binary variable is highly unrealistic, and could even have an impact on the risk inherent in the project. By assuming binary behavior, the probability of including an assumption, which does have a significant impact on the project if violated, is higher, than if the significance were scored on for example a scale from one to five.		# The approach for the significance and probability check, which is shown in [[#Column Four: Assumptions About External Factors\|Assumptions About External Factors]], does indeed assess and mitigate the risks implied by the assumptions, but the way of treating significance as a binary variable is highly unrealistic, and could even have an impact on the risk inherent in the project. By assuming binary behavior, the probability of including an assumption, which does have a significant impact on the project if violated, is higher, than if the significance were scored on for example a scale from one to five.

	Regarding limitation two above, it is suggested, by the author of the article, that the decision to redesign the project, just include the assumption or discard the assumption should be made based on a risk score computed from a significance score and probability score.		Regarding limitation two above, it is suggested, by the author of the article, that the decision to redesign the project, just include the assumption or discard the assumption should be made based on a risk score computed from a significance score and probability score.

DinesObelJepsen: /* Objectively Verifiable Indicators and Sources of Verification */

2016-09-26T21:42:09Z

Objectively Verifiable Indicators and Sources of Verification

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	[[File:Finallogframe.PNG\|700px\|center\|thumb\|Figure 9: OVIs and source of verification defined in LogFrame]]		[[File:Finallogframe.PNG\|700px\|center\|thumb\|Figure 9: OVIs and source of verification defined in LogFrame]]

	With the filled in LogFrame the project management can effectively communicate the project design to stakeholders and modify “on the go” if needed. <ref>H. Sartorious, Rolf, 1991, The Logical Framework Approach to Project Design and Management, p. 140, Chantilly, Virginia</ref> As the LogFrame presents in short the desired state of the project at completion ~~and~~ is ~~therefore~~ very useful for project monitoring and evaluation, since all indicators are linked to an activity ~~schedule~~ and the underlying assumptions.		With the filled in LogFrame the project management can effectively communicate the project design to stakeholders and modify “on the go” if needed. <ref>H. Sartorious, Rolf, 1991, The Logical Framework Approach to Project Design and Management, p. 140, Chantilly, Virginia</ref> As the LogFrame presents in short the desired state of the project at completion, it is very useful for project monitoring and evaluation, since all indicators are linked to an activity scheduled and the underlying assumptions.

	= Limitations and Suggestions =		= Limitations and Suggestions =

DinesObelJepsen: /* Objectively Verifiable Indicators and Sources of Verification */

2016-09-26T21:40:56Z

Objectively Verifiable Indicators and Sources of Verification

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	Now the source of verification is to be determined. In this case the amount of produced energy drink would have to be collected from production reports or similar, while variable costs are found in internal financial reports. OVIs and SOVs for the overall objective and purpose level have been determined, while the remaining ones have been left out for simplicity’s sake. The final LogFrame is found in ~~the figure below~~.		Now the source of verification is to be determined. In this case the amount of produced energy drink would have to be collected from production reports or similar, while variable costs are found in internal financial reports. OVIs and SOVs for the overall objective and purpose level have been determined, while the remaining ones have been left out for simplicity’s sake. The final LogFrame is found in Figure 9.

	[[File:Finallogframe.PNG\|700px\|center\|~~border~~\|~~caption~~]]		[[File:Finallogframe.PNG\|700px\|center\|thumb\|Figure 9: OVIs and source of verification defined in LogFrame]]

	With the filled in LogFrame the project management can effectively communicate the project design to stakeholders and modify “on the go” if needed. <ref>H. Sartorious, Rolf, 1991, The Logical Framework Approach to Project Design and Management, p. 140, Chantilly, Virginia</ref> As the LogFrame presents in short the desired state of the project at completion and is therefore very useful for project monitoring and evaluation, since all indicators are linked to an activity schedule and the underlying assumptions.		With the filled in LogFrame the project management can effectively communicate the project design to stakeholders and modify “on the go” if needed. <ref>H. Sartorious, Rolf, 1991, The Logical Framework Approach to Project Design and Management, p. 140, Chantilly, Virginia</ref> As the LogFrame presents in short the desired state of the project at completion and is therefore very useful for project monitoring and evaluation, since all indicators are linked to an activity schedule and the underlying assumptions.

DinesObelJepsen: /* Assumptions about External Factors */

2016-09-26T21:39:37Z

Assumptions about External Factors

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	== Assumptions about External Factors ==		== Assumptions about External Factors ==
	At this point the assumptions for each level, besides the overall objective, are identified. These can either be related to one specific assumption, several or all on that level as also seen in ~~the figure below~~.		At this point the assumptions for each level, besides the overall objective, are identified. These can either be related to one specific assumption, several or all on that level as also seen in Figure 8.

	[[File:step2logframe.PNG\|700px\|center\|~~border~~\|~~caption~~]]		[[File:step2logframe.PNG\|700px\|center\|thumb\|Figure 8: Identification and definition of assumption in LogFrame]]

	The LogFrame shows that in order to achieve the result “1.1.2 Administrative expenses are lowered” the activity “1.1.2.1 Reduce insurance premiums” need to be obtained without reducing the insurance coverage, as this otherwise would simply increase the cost of an accident.		The LogFrame shows that in order to achieve the result “1.1.2 Administrative expenses are lowered” the activity “1.1.2.1 Reduce insurance premiums” need to be obtained without reducing the insurance coverage, as this otherwise would simply increase the cost of an accident.

DinesObelJepsen: /* Intervention Logic */

2016-09-26T21:38:20Z

Intervention Logic

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	== Intervention Logic ==		== Intervention Logic ==
	This intervention strategy is to be included in the LogFrame’s first column, where the overall objective is positioned in the top of the objective tree. By inserting the objectives in the LogFrame the result shown in ~~the figure below~~ is obtained.		This intervention strategy is to be included in the LogFrame’s first column, where the overall objective is positioned in the top of the objective tree. By inserting the objectives in the LogFrame the result shown in Figure 7 is obtained.
	In this case the number of activities are limited, but in a real project the activities will be many and their interdependencies complex, which is why, it is common practice to include the activities in a separate page or for more complex projects network diagrams or [[Gantt Chart]]. <ref> Department for International Development 2009, Guidance on using the revised Logical Framework, February 2009, United Kingdom. </ref> The activities are here presented in same page as the remaining objectives.		In this case the number of activities are limited, but in a real project the activities will be many and their interdependencies complex, which is why, it is common practice to include the activities in a separate page or for more complex projects network diagrams or [[Gantt Chart]]. <ref> Department for International Development 2009, Guidance on using the revised Logical Framework, February 2009, United Kingdom. </ref> The activities are here presented in same page as the remaining objectives.

	[[File:Step1logframe.png\|700px\|center\|~~border~~\|~~caption~~]]		[[File:Step1logframe.png\|700px\|center\|thumb\|Figure 7: Objective hierarchy is inserted in LogFrame]]

	== Assumptions about External Factors ==		== Assumptions about External Factors ==

DinesObelJepsen: /* Column One: The Intervention Logic */

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Column One: The Intervention Logic

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	# State activities to be undertaken		# State activities to be undertaken
	# Verify the Intervention Logic		# Verify the Intervention Logic

			Step five is a simple "walkthrough" of the logic tree, which column one constitutes. This step involves starting from the overall objective ensuring, that the lower level objectives supports the achievement of this. This check is performed on each level of the hierarchy, and will thereby end at the activities. This can be referred to as the top down approach.

	=== Column Four: Assumptions About External Factors ===		=== Column Four: Assumptions About External Factors ===

DinesObelJepsen: /* Log Frame Matrix Format and Principles */

2016-09-26T21:30:23Z

Log Frame Matrix Format and Principles

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	[[File:Emptylogframe.png\|400px\|right\|thumb\|Figure 3: Basic format of LogFrame]]		[[File:Emptylogframe.png\|400px\|right\|thumb\|Figure 3: Basic format of LogFrame]]

	Essentially the matrix is a summary of the work undertaken during the analysis stage, and describes the project in short from the overall objective to the individual activities and external factors. The matrix consists of four columns and four, or more, rows not counting headers. The columns one, two, three and four describes for each event the intervention logic (event relationships), performance indicators (for verification), monitoring mechanisms (sources of verification), and assumptions about external environment. The format of the LogFrame is shown in Figure 3. In the subsections below each column in the LogFrame will be described more in detail.		Essentially the matrix is a summary of the work undertaken during the analysis stage, and describes the project in short from the overall objective to the individual activities and external factors. The matrix consists of four columns and four, or more, rows not counting headers. The columns one, two, three and four describes for each event the intervention logic (event relationships), performance indicators (for verification), monitoring mechanisms (sources of verification), and assumptions about external environment. The format of the LogFrame is shown in Figure 3. In the subsections below each column in the LogFrame will be described more in detail, and the header for each indicates the column number.

	== Process of Completion ==		== Process of Completion ==