Logical Framework Project Example: Developing A Project Management Office

Transcription

1 Logical Framework Project Example: Logical Frameworks for Strategic Management The LogFrame is a practical management system that helps to plan and execute programs, projects, and strategic initiatives. Based on - Then logic, the 4x4 LogFrame matrix aligns project Objectives into a measurable and testable strategic hypothesis. The LogFrame helps teams answer these Four Critical Strategic Questions: Introduction to the Project Organizations carrying out critical projects which cross organizational boundaries can benefit from a Project Managment Office (PMO). There are no one-size-fits-all PMOs. Each must be tailored to fit the context, considering project types, organization structure, culture, skill sets, etc. Here s how one organization approached identifying their PMO needs. Note the strategic logic linking Goal, Purpose, and Outcomes. 1. What are we trying to accomplish and why? 2. How will we measure success? 3. What other conditions must exist? 4. How do we get there? The answers to these questions populate the interactive cells of the LogFrame matrix with critical information. LogFrames offer stakeholders a common language to communicate productively, formulate effective solutions, and collaborate across boundaries. Proven in multiple settings, the approach readily scales and adapts to efforts of all types. To learn more, please review our 4-page Special Report Turn Strategy Into Action free on our website; and see Terry Schmidt s book Strategic Project Management Made Simple: Practical Tool for Leaders and Teams (Wiley, 2009). Info@HainesCentre.com Terry@ManagementPro.com 1 LFX- _Rev5

2 Logical Framework Project Plan: Page 1 of 4 Objectives Logical hierarchy of -Then Assumptions Success Measures Conditions when Objectives are achieved How to Verify Source of evidence to verify Measures Assumptions Additional factors necessary for success Goal: Goal Measures: Assumptions to reach Goal: Increase successful completion of crucial projects in Company ABC. Six months after Outcomes complete: 1. % of projects are done on time 2. % of projects are completed within budget 1. PM report 2. PM report 1. Change order process is used 2. Reporting standards are followed 3. Customer expectations are agreed to at the beginning of project 3. % of projects meet customer expectations 3. Project closeout report 4. Project Managers have a consistent view of project ethics Then 4. Projects are managed ethically according 4. No audit findings on crucial projects Purpose: Purpose Measures: Assumptions to achieve Purpose: Company ABC project managers make consistent use of common processes, tools, and language to support in carrying out projects 1. Tools and processes are used to manage 100% of crucial projects begining 5/30 2. Project Managers feel supported and express satisfaction with tools and process 1. PM report 2. Survey of PMs (pre-and post-implementation ) 1. Crucial projects are defined consistently throughout ABC 2. Tools are useful and used correctly 3. Processes are appropriate, supported by project sponsors/managers 4. Project Managers have adequate access to tools and support from their project sponsor

3 Then Logical Framework Project Plan: Page 2 of 4 Objectives Logical hierarchy of -Then Assumptions Outcomes: Success Measures Conditions when Objectives are achieved Outcomes Measures: How to Verify Source of evidence to verify Measures Assumptions Additional factors necessary for success Assumptions to produce Outcomes: 1.Project Management Office (PMO) formed and staffed 2. Project Management handbook developed 3.Projects prioritized and aligned with budget 1. PMO Charter by 1/30, staffed by qualified PM by 1/30 2. PM handbook describes policy, process, tools, and support available in print and electronically by 9/30 3. Crucial projects and strategic priorities with budget by 9/30 1. Committee charter 2. PM handbook posted project budget allocations 1. Committee is supported by Executive Team 2. Expertise to develop handbook is in-house or available through consultants 3. New project budgeting process can be reviewed, approved, and implemented by the capital budget deadline 4.Staff who manage critical projects are trained 5.Process for transitioning existing projects 4.1 All staff who manage critical projects have received Logical Framework and PMIbased fundamentals training by 7/ Exec Team and Directors members receive training on being a project sponsor by 9/ % of existing critical projects are transitioned by 10/30 4. Training records 5. PM reports 4. Training is effective at teaching Project Management fundamentals using PMBOK standards 5. Directors and Executives will serve as project sponsors 6. Budget and time is available for training 6.Appropriate Executive and Directors team involvement in project definition and review 6. Monthly reviews of critical projects are scheduled and held starting 10/1 6. Calendars and project review records

4 Then Logical Framework Project Plan: Page 3 of 4 INPUTS: How I will produce Outcomes? Schedule Assumptions for Activities ACTIVITIES WHO DOES? RESOURCES Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec 1. Form PMO Announce project to develop PMO Select core team & PMO head Charter PMO Select methodology Gain department buy-in 2. Develop P.M. Handbook Review existing procedures and tools Identify inconsistencies, gaps, and weaknesses Conduct peer review Review internal change order policies and procedures Develop a common Project Manager job description 1. We can find qualified persons. 2. Internal stakeholders are supportive and cooperative. Develop authority/role/responsibility matrix Clarify expectations of project managers, procurement staff, and finance staff for contract management Develop efficient, effective project management oversight reporting guidelines and tools Set up venue for project status sharing Review job descriptions related to project management Review org design recommendations for the Project Management function at PT Establish estimating process for costs Evaluate financial management system 4

5 Logical Framework Project Plan: Page 4 of 4 INPUTS: How I will produce Outcomes? Schedule Assumptions for Activities ACTIVITIES WHO DOES? RESOURCES Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec 3. Project aligned with budget Examine existing call for projects process Establish criteria for committee to prioritize project 3. Benefits can be documented and calculated in ROI terms. Assess financial requirements Identify a process that sequences long range plan development with capital/operating needs Recommend new process to Executive Team Implement new process 4. Satff Trained Identify training objectives Work with Org Learning to establish training Identify potential attendees Deliver training Identify future training needs for achieving PMP certification 5. Transition existing projects Review options for base lining Make recommendation to Executive Team Transition projects 6. Leadership Involvement Establish role definitions for Exec Term and Directors as well as its members Identify guidelines for leadership of projects Identify objectives for ET and DT sponsorship training 4. Attendees motivated to learn. 5. Politics doesn t doom process. 6. Exec Term and Directors willing and able to be trained. Work with Org Learning to establish training Set up schedule for monthly briefings at existing meetings 5