Applying project cycle management technique and logical framework approach (LFA)

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1 European Institute of Public Administration - Institut européen d administration publique Applying project cycle management technique and logical framework approach (LFA) Cristiana Turchetti Head of Unit II Public Management Eipa, Maastricht learning and development - consultancy - research EIPA, April 29, 2015

2 What is a Project? : Objectives 1.Clearly identified Budget Time

3 The Logical Framework Approach is: an analytical process and; a set of tools. It is used to support project planning and management. It should be thought as an aid to thinking = it allows information to be analysed and organised in a structured way

4 Difference between: Logical Framework Approach (LFA) is an analytical process (involving stakeholder analysis, problem analysis, objective setting and strategy selection) Logical Framework Matrix (LFM) (while requiring further analysis of objectives, how they will be achieved and potential risks) also provides the documented product of the analytical process

5 Typical structure of a Logframe Matrix

6 The Project Cycle

7 Project Cycle Management supportive Project has to be relevant feasible sustainable

8 The Planning stage Information contained in the Logframe Matrix

9 The Planning stage First Column (Intervention Logic) The necessary and sufficient conditions Achieving the purpose is necessary but not sufficient to attain the overall objective; Producing the project results is necessary but may not be sufficient to achieve the purpose; Carrying out project activities should be necessary and sufficient to achieve results; Inputs should be necessary and sufficient to deliver the results.

10 The Planning stage First Column (Intervention Logic) Resources Activities Results Objectives

11 The Planning stage First Column (Intervention Logic) Writing objective statements Objective statements in the Logframe Matrix should be kept as clear and concise as possible. It is also useful to standardise the way in which the hierarchy of project objectives is described. A useful convention to follow in this regard is: Overall objective Purpose Results Activities has/have to be expressed in terms of in terms of to contribute to... in terms of benefit to the target group being increased/improved/etc in terms of a tangible result delivered/produced/conducted/etc in the present tense starting with an active verb such as prepare, design, construct, research

12 The Planning stage Second and third columns Indicators and Source of Verifications Objectively* Verifiable Indicators (OVI) describe the project s objectives in operationally measurable terms (quantity, quality, time, or QQT). They are formulated in response of the question: How would we know whether or not what has been planned is actually happening or happened? How do we verify success? *The meaning of Objectively Verifiable indicator s that the information collected should be the same if collected by different people.

13 The Planning stage Second and third columns Indicators and Source of Verifications Objectively Verifiable Indicators (OVI) OVI s should be measurable in a consistent way and at an acceptable cost. OVI s should be defined: - during the Formulation Stage - but they often need to be specified in greater detail during Implementation.

14 The Planning stage Second and third columns Indicators and Source of Verifications A good OVI should also be SMART: Specific to the objective it is supposed to measure; Measurable (either quantitatively or qualitatively); Available at an acceptable cost; Relevant to the information needs of managers; Time-bound so we know when we can expect the objective/target to be achieved

15 Source of Verification (SOV) The Planning stage Second and third columns Indicators and Source of Verifications It should be considered and specified at the same time as the formulation of indicators. It should specify: HOW the information should be collected and/or the available documented source; WHO should collect/provide the information; WHEN/HOW REGULARLY it should be provided The main point is to build it on existing systems and sources (where possible and appropriate) before establishing new ones.

16 The Planning stage Second and third columns Indicators and Source of Verifications Link between Logframe and Indicators Terminology Logframe Objective Terminology Overall Objective Purpose Result Indicator Terminology Impact indicators Outcome indicators Output indicators

17 The Planning stage Fourth Column: Assumptions Assumptions = external factors that have the potential to influence (or even determine) the success of a project, but lie outside the direct control of project managers The Assumptions are part of the vertical logic in the Logframe. This works as follows: - once the Activities have been carried out, and if the Assumptions at this level hold true, results will be achieved; - once these Results and the Assumptions at this level are fulfilled, the Project Purpose will be achieved; - once the Purpose has been achieved and the Assumptions at this level are fulfilled, contribution to the achievement of the Overall Objectives will have been made by the project.

18 The Planning stage Fourth Column Assumptions

19 Completing the draft Logframe Matrix Important points While the LFA is presented (for simplicity sake) as a set of steps, in practice it s an iterative process with each of the analytical tools being revisited and re-applied as new information comes to light. Thus while the activity scheduling, resource and cost analysis cannot be detailed until the framework of objectives, assumptions and indicators has been considered, some preliminary work on activities, resources and costs must be undertaken at the same time as the project purpose and results are being analysed. If not there is the risk that a broader framework of objectives would suddenly be determined to be unfeasible due to practical consideration of cost/resource limitations.

20 Completing the draft Logframe Matrix Example of key elements

21 Exercise #1 The Logframe Matrix

22 Do You Have Any Questions? Cristiana Turchetti Head of Unit II