Logical framework approach
Encyclopedia
The Logical Framework Approach (LFA) is a management tool mainly used in the design, monitoring and evaluation of international development
projects. It is also widely known as Goal Oriented Project Planning (GOPP) or Objectives Oriented Project Planning (OOPP).
). The creator of the LFA was Leon J. Rosenberg, as a principal of Fry Consultants, based on worldwide study performed by Rosenberg, Hanley, and Posner. Rosenberg then founded Practical Concepts Incorporated (PCI), which extended use of LFA to 35 countries. The worldwide acceptance of the LFA led PCI to train thousands in it use, and then train more than 3,000 trainers of trainers. LFA is widely used by bilateral and multilateral donor organizations like AECID, GTZ
, Sida
, NORAD
, DFID, UNDP, EC
and the Inter-American Development Bank. It has also been widely adopted by NGOs, though not without reservations and concerns by some. In the 1990s it was often mandatory for aid organisations to use the LFA in their project proposals but its use in recent years has become more optional. Terry Schmidt, who was involved in PCI's worldwide training programs, is now extending its use to the private sector.
It is useful to distinguish between the two terms: the Logical Framework Approach (LFA) and Logical Framework (LF or Logframe). They are sometimes confused. The Logical Framework Approach is a project design methodology, the LogFrame is a document.
The Logical Framework takes the form of a four x four project table. The four rows are used to describe four different types of events that take place as a project is implemented: the project Activities, Outputs, Purpose and Goal (from bottom to top on the left hand side — see EC web site as under external links). The four columns provide different types of information about the events in each row. The first column is used to provide a Narrative description of the event. The second column lists one or more Objectively Verifiable Indicators (OVIs) of these events taking place. The third column describes the Means of Verification (MoV) where information will be available on the OVIs, and the fourth column lists the Assumptions. Assumptions are external factors that it is believed could influence (positively or negatively) the events described in the narrative column. The list of assumptions should include those factors that potentially impact on the success of the project, but which cannot be directly controlled by the project or program managers. In some cases these may include what could be killer assumptions, which if proved wrong will have major negative consequences for the project. A good project design should be able to substantiate its assumptions, especially those with a high potential to have a negative impact.
These are viewed as a hierarchy of hypotheses, with the project/program manager sharing responsibility with higher management for the validity of hypotheses beyond the output level. Thus, Rosenberg brought the essence of scientific method to non-scientific endeavors.
The "Assumptions" column is of great importance in clarifying the extent to which project/program objectives depend on external factors, and greatly clarify "force majeure
" — of particular interest when the Canadian International Development Agency
(CIDA) at least briefly used the LFA as the essence of contracts.
The LFA can also be useful in other contexts, both personal and corporate. When developed within an organization, it can be a means of articulating a common interpretation of the objectives of a project and how they will be achieved. The indicators and means of verification force clarifications as one would for a scientific endeavor: "you haven't defined it until you say how you will measure it." Tracking progress against carefully defined output indicators provides a clear basis for monitoring progess; verifying purpose and goal level progress then simplifies evaluation. Given a well constructed logical framework, an informed skeptic and a project advocate should be able to agree on exactly what the project attempts to accomplish, and how likely it is to succeed-- in terms of programmatic (goal-level) as well as project (purpose-level) objective.
One of its purposes/early uses was to identify the span of control of 'project management'. In some instances, in some counties with less than perfect governance and managerial systems it became an excuse for failure, as externally sourced technical assistance managers were able to say we have implemented all the activities foreseen and produced the outputs required of us, but because of the suboptimal systems in the country, which are beyond the control of the project's management we have not achieved the purpose(s) and so the goal has not been attained.
, 1999, ISBN 82-7548-160-0.
Strategic Project Management Made Simple: Practical Tools for Leaders and Teams, by Terry Schmidt. (Wiley, 2009) ISBN 978-0-470-41158-2
International development
International development or global development is a concept that lacks a universally accepted definition, but it is most used in a holistic and multi-disciplinary context of human development — the development of greater quality of life for humans...
projects. It is also widely known as Goal Oriented Project Planning (GOPP) or Objectives Oriented Project Planning (OOPP).
Background
The Logical Framework Approach was developed in 1969 for the Agency for International Development (AIDAID
AID may refer to:*Activation-Induced Deaminase, an enzyme*Algebraic Interpretive Dialogue, an implementation of JOSS II for the PDP-10*Americans for Informed Democracy, an American non-profit organization...
). The creator of the LFA was Leon J. Rosenberg, as a principal of Fry Consultants, based on worldwide study performed by Rosenberg, Hanley, and Posner. Rosenberg then founded Practical Concepts Incorporated (PCI), which extended use of LFA to 35 countries. The worldwide acceptance of the LFA led PCI to train thousands in it use, and then train more than 3,000 trainers of trainers. LFA is widely used by bilateral and multilateral donor organizations like AECID, GTZ
Deutsche Gesellschaft für Technische Zusammenarbeit
The Deutsche Gesellschaft für Internationale Zusammenarbeit or GIZ is an international enterprise founded in 1975 by Erhard Eppler and owned by the German Federal Government, operating in many fields across more than 130 countries. It primarily works for public-sector organizations and is...
, Sida
Swedish International Development Cooperation Agency
The Swedish International Development Cooperation Agency is a government agency of the Swedish Ministry for Foreign Affairs. Sida is responsible for organization of the bulk of Sweden's official development assistance to developing countries....
, NORAD
Norwegian Agency for Development Cooperation
The Norwegian Agency for Development Cooperation is a directorate under the Norwegian Ministry of Foreign Affairs. Its task is to ensure effective foreign aid, with quality assurance and evaluation. NORAD both finances NGOs, and does its own research and projects. The current director general is...
, DFID, UNDP, EC
European Commission
The European Commission is the executive body of the European Union. The body is responsible for proposing legislation, implementing decisions, upholding the Union's treaties and the general day-to-day running of the Union....
and the Inter-American Development Bank. It has also been widely adopted by NGOs, though not without reservations and concerns by some. In the 1990s it was often mandatory for aid organisations to use the LFA in their project proposals but its use in recent years has become more optional. Terry Schmidt, who was involved in PCI's worldwide training programs, is now extending its use to the private sector.
It is useful to distinguish between the two terms: the Logical Framework Approach (LFA) and Logical Framework (LF or Logframe). They are sometimes confused. The Logical Framework Approach is a project design methodology, the LogFrame is a document.
Description
The text below describes the document, not the global methodology of project design. For the brief description of the LFA as a design methodology, see for example the page http://lgausa.com/logframe_approach.htm, for the thorough description see for example AusAid guideline for LFA cited in "External links" section.The Logical Framework takes the form of a four x four project table. The four rows are used to describe four different types of events that take place as a project is implemented: the project Activities, Outputs, Purpose and Goal (from bottom to top on the left hand side — see EC web site as under external links). The four columns provide different types of information about the events in each row. The first column is used to provide a Narrative description of the event. The second column lists one or more Objectively Verifiable Indicators (OVIs) of these events taking place. The third column describes the Means of Verification (MoV) where information will be available on the OVIs, and the fourth column lists the Assumptions. Assumptions are external factors that it is believed could influence (positively or negatively) the events described in the narrative column. The list of assumptions should include those factors that potentially impact on the success of the project, but which cannot be directly controlled by the project or program managers. In some cases these may include what could be killer assumptions, which if proved wrong will have major negative consequences for the project. A good project design should be able to substantiate its assumptions, especially those with a high potential to have a negative impact.
Temporal logic model
The core of the Logical Framework is the "temporal logic model" that runs through the matrix. This takes the form of a series of connected propositions:- If these Activities are implemented, and these Assumptions hold, then these Outputs will be delivered
- If these Outputs are delivered, and these Assumptions hold, then this Purpose will be achieved.
- If this Purpose is achieved, and these Assumptions hold, then this Goal will be achieved.
These are viewed as a hierarchy of hypotheses, with the project/program manager sharing responsibility with higher management for the validity of hypotheses beyond the output level. Thus, Rosenberg brought the essence of scientific method to non-scientific endeavors.
The "Assumptions" column is of great importance in clarifying the extent to which project/program objectives depend on external factors, and greatly clarify "force majeure
Force majeure
Force majeure or vis major "superior force", also known as cas fortuit or casus fortuitus "chance occurrence, unavoidable accident", is a common clause in contracts that essentially frees both parties from liability or obligation when an extraordinary event or circumstance beyond the control of...
" — of particular interest when the Canadian International Development Agency
Canadian International Development Agency
The Canadian International Development Agency was formed in 1968 by the Canadian government. CIDA administers foreign aid programs in developing countries, and operates in partnership with other Canadian organizations in the public and private sectors as well as other international organizations...
(CIDA) at least briefly used the LFA as the essence of contracts.
The LFA can also be useful in other contexts, both personal and corporate. When developed within an organization, it can be a means of articulating a common interpretation of the objectives of a project and how they will be achieved. The indicators and means of verification force clarifications as one would for a scientific endeavor: "you haven't defined it until you say how you will measure it." Tracking progress against carefully defined output indicators provides a clear basis for monitoring progess; verifying purpose and goal level progress then simplifies evaluation. Given a well constructed logical framework, an informed skeptic and a project advocate should be able to agree on exactly what the project attempts to accomplish, and how likely it is to succeed-- in terms of programmatic (goal-level) as well as project (purpose-level) objective.
One of its purposes/early uses was to identify the span of control of 'project management'. In some instances, in some counties with less than perfect governance and managerial systems it became an excuse for failure, as externally sourced technical assistance managers were able to say we have implemented all the activities foreseen and produced the outputs required of us, but because of the suboptimal systems in the country, which are beyond the control of the project's management we have not achieved the purpose(s) and so the goal has not been attained.
Handbooks
The Logical Framework Approach, Handbook for objectives-oriented planning , Fourth edition, NORADNorwegian Agency for Development Cooperation
The Norwegian Agency for Development Cooperation is a directorate under the Norwegian Ministry of Foreign Affairs. Its task is to ensure effective foreign aid, with quality assurance and evaluation. NORAD both finances NGOs, and does its own research and projects. The current director general is...
, 1999, ISBN 82-7548-160-0.
Strategic Project Management Made Simple: Practical Tools for Leaders and Teams, by Terry Schmidt. (Wiley, 2009) ISBN 978-0-470-41158-2
External links
- USAID-related logical framework documents available through USAID's Development Experience System (DEXS).
- Working with the Logical Framework Explanations of how the Logical Framework works.
- Centre for Informatic Apprenticeship and Resources in Social Inclusion Short description.
- AusAid guideline for LFA
- Project Cycle Management Guidelines (European Commission)