Logical Framework Approach in Project Planning

Revision as of 23:12, 13 September 2016

Abstract

The Logical Framework Approach (LFA) is a project planning, design and evaluation methodology, and a product of a U.S. Agency for International Development initiative in 1969, which aimed at analyzing and diagnosing their project evaluation system. The study revealed three underlying problems the planning were too vague, management responsibility were unclear, and project evaluation were an adversary process. The LFA were thereby became a response to these problems. In the LFA the project development process is viewed as hierarchy of events and assumptions related to those events. The overall goal is reached, if the projects purpose is achieved, which is achieved, if the output is produced, which is then again produced, if the activities take place. This goal oriented planning forces the project members to think through the project's logic, and what might influence its performance. It is exactly this structured approach, which is a major strength of the LFA. It makes the project overview easy to acquire, and performance indicators can be identified for monitoring and evaluation. As it is with all methodologies, the LFA does have downsides. These concerns, as an example, its inability to change with the project's changing environmental conditions, due to, among other things, its way of considering projects as having a linear predetermined path with accompanying targets. Naturally, this article will in addition to describing the use of the LFA, suggest various possible improvements and implementation advice.

Big Idea

The Logical Framework Approach is essentially a set of tools and an analytical process, which supports objective-oriented project planning and management. It allows the user to structure the project design and handle decision making rationally on the basis of a clear understanding of objectives, and the means by which they are to be achieved.

Stages of the LFA

Here the methodology's origin and purpose is described. This will focus on describing the current practice of using the LFA.

Examples of need for clear performance indicators:

- It was, thus, essential that there was: ... a high need of visibility of performance throughout construction (to expose problems and issues at the earliest point), (Olympic 2012 - Lessons Learned Construction Programme, PDF).

- Monthly trend reviews (involving the ODA and the DP) allowed senior managers to spot trends which might not be so apparent at lower levels. (Olympic 2012 - Lessons Learned Construction Programme, PDF)

Notes

- Mention the effect of issues being identified and therefore resolved too late. - The integration management process as a key process for the olympics 2012 success. I sought to identify how slippages or changes in one project impacted on others. This could be achieved by utilizing the Logical Framework Approach and it's LogMatrix.

Application

This section provides the reader with knowledge about how to use the LFA in a project. Some of its limitations might already be mentioned here by referring the reader to the Limitations section, as they, along with appropriate counter measures can provide valuable information about the application of the methodology.

Limitation

The limitations referred to in the application section are described here, and although some of them can stand alone without references to literature, the majority will be those mentioned in previous literature.

^[1]

Annotated Bibliography

Each of the 3-10 references and further readings are summarized with 100 words. Citation style will follow the Havard format (see [1]).

1. ↑ European Integration Office, Guide to The Logical Framework Approach: A Key Tool for Project Cycle Management, 2011, p. 12, Belgrade