Logical Framework Approach in Project Planning
(→Limitation) |
|||
| Line 49: | Line 49: | ||
''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.'' | ''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.'' | ||
| − | <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 does 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> |
| + | |||
| + | # | ||
== Annotated Bibliography == | == Annotated Bibliography == | ||
Revision as of 08:46, 14 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.
Contents |
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
| Analysis Stage | Planning Stage | |
| Purpose | Increase the understanding of the project's stakeholders, key problems, objectives and strategy. This stage should be treated as a iterative learning process. | Translates the analysis results into an implementation ready operational plan, where the technical project design is devised, i.e. the activities in the project are specified and coordinated in a manner, where they best achieve the desired results. |
| Activities | Stakeholder Analysis, Problem Analysis, Objective Analysis and Strategy Analysis | Developing Logical Framework Matrix, Activity Scheduling and Resource Scheduling |
In the rest of this article we will focus solely on the application of the LFA in the planning stage.
Planning Stage
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.
- If over-emphasizing the objectives and external factors set up during the initial phases, the project administration can become immensely rigid, as it does 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. [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]).
- ↑ European Integration Office, Guide to The Logical Framework Approach: A Key Tool for Project Cycle Management, 2011, p. 12, Belgrade
