THE APPLICATION OF THE METHOD AND ITS ADVANTAGES
The Logical Framework Method, like any other method, must be applied within a certain context, which is its validity space.
application-of-the-logical-framework-methodMethod
Before being able to prepare the MML of a program or a project, it is essential to carry out a previous work of preparation and evaluation of the initiative, for which there are numerous methodologies.
When good program preparation and evaluation work has been done, the available background should include:
- The process followed for the identification of the problem, The definition of the target population of the program, The study of causes and effects (Problem Tree), The proposal of ends and determination of means for the solution (Objective Tree), The diagnosis of the current situation in the study area, The determination of the attention deficit of the population, The analysis of program alternatives, indicating which was selected and why, A detail of the estimated costs and benefits for the program (those identified and the The evaluation (private-social) of the initiative The budget for its execution, indicating the contribution of the different sources of financing The calendar for its implementation The organizational models to be dealt with
The documentation that registers this information will serve as a reference for those who must undertake the program's execution (often they are not the same that prepared and evaluated it) and will be a fundamental element if one day an ex-post evaluation is desired.
A scope about the population: the population that has a problem, and to whom the program tries to provide means to solve it. Being such an important protagonist in a program, it is necessary to specify the characteristics of the population affected by the problem that the program will address.
Given the unlimited needs and scarce resources, it is appropriate to delimit the set of people or affected persons who will become the potential beneficiaries of the program. For this, the following definitions are established:
- Reference Population: Corresponds to the global population (with and without problem), which is taken as a reference for the calculation, comparison and analysis of the target population. The importance of defining the reference population is that for it its attributes and characteristics are usually known with greater precision, through statistics, growth rate, and other data associated with geographic areas and age, ethnic, labor groups, etc. Potential Population: It is that part of the reference population that is affected by the problem (or will be affected by it), and therefore requires the services or goods that the program will provide. Indicates the total magnitude of the population at risk. Said estimate will allow the long-term projection of the increase in said population, if it is not properly intervened. Target Population.It is the number of potential beneficiaries of the program (people, families, companies, institutions).
It is that part of the potential population that the program (once some criteria and restrictions have been analyzed) will be in real conditions to serve.
TARGET POPULATION OF A
The target population will be the "goal" of the program, and will form the basis for its design.
To the extent that the particularities of the population affected by the problem are better known, the greater the chances of achieving the objectives of the intervention, given that they will have absolute correspondence with the protagonists of the intervention.
For this reason, the presentation of the target population must include a complete characterization, which describes the affected group and its characteristics, according to the type of problem to be solved.
In particular, it is very important to establish as clearly as possible the criteria for targeting the selection of the population to be served by the program (target population). Targeting can be done using different criteria, for example:
- Policy guidelines Spatial location Age groups Gender Income level Vulnerable groups Administrative limits Technical limitations
Contributes to a good life cycle management of projects and programs in the following aspects:
- The wide dissemination that its application has had, as well as the emphasis placed on its structure being agreed upon with the main stakeholders, allows generating a common language, facilitating communication and avoiding ambiguities and misunderstandings. It is important for program management to focus attention and its efforts. It allows to reach precise agreements about the objectives, goals, coordination and risks of the program with all those involved. It provides a basis to evaluate program execution and its results and impacts.
The MML greatly facilitates the evaluation of a program at the end of a pre-established period, such as its stages or the simple annual cut of a budget.
It will be known what to analyze and how to do it and if this has been achieved efficiently and with the expected quality.
If at any time during the operation phase you want to evaluate the results that the program has generated or is generating, the MML will provide us with indications regarding what we should observe and how to do it.
Needless to say, the existence of an MML is also a great help for ex-post evaluation of programs and projects.
However, MML is not self-sufficient. It does not by itself solve all management problems or guarantee the success of the program.
For this, it is necessary to resort to other tools and complementary techniques that allow us to know if the program is convenient for the country (social evaluation) and for the institution that undertakes it (private evaluation).
It would be unacceptable to start a convenience or feasibility study of a program, without having resolved its design issues, which are explained in its Logical Framework.
The MML is not sufficient to guarantee good programming of program execution or effective and efficient control of execution, nor does it ensure that the program will have the support of the community and the authorities involved.
For this reason, MML is usually used in conjunction with other methods, techniques, and tools in program formulation and management methodologies.
In summary, the MML is a very useful and recommended tool for managing the life cycle of programs, but it must be used in conjunction with other techniques and methods in the different phases of their life cycle.
It is not unique, since different agencies have adapted the basic concept, thus generating a series of different versions of what an MML should be.
Deepening Concepts
The logical framework method addresses these problems, and also provides a number of advantages over less structured approaches:
- It provides a uniform terminology that facilitates communication and serves to reduce ambiguities; It provides a format to reach precise agreements about the objectives, goals and risks of the project shared by the different actors related to the project; It provides a common analytical agenda that can use stakeholders, consultants, and project team to prepare both project and project report, as well as project interpretation; Focuses technical work on critical aspects and can shorten project documents considerably; Provides information to organize and prepare in a logical way the project execution plan; Provides information necessary for the execution, monitoring and evaluation of the project; yProvides a structure to express, in a single frame,the most important information about a project.
Distinguish between what is known as the Logical Framework Methodology and the Logical Framework Matrix.
The Methodology contemplates analysis of the problem, analysis of those involved, hierarchy of objectives and selection of an optimal implementation strategy.
The product of this analytical methodology is the Matrix (the logical framework), which summarizes what the project intends to do and how, what the key assumptions are, and how the inputs and outputs of the project will be monitored and evaluated.
It should be noted that the Logical Framework Methodology is a “help to think” and not a substitute for creative analysis, it is an instrument that helps such analysis and allows to present different aspects of the project succinctly and as a guide, all the evaluation of an intervention; be it, project or program.
The Methodology contemplates two stages, which are developed step by step in the identification and design phases of the project life cycle:
- Identification of the problem and solution alternatives, in which the existing situation is analyzed to create a vision of the desired situation and select the strategies that will be applied to achieve it. The central idea is that projects are designed to solve the problems that target groups or beneficiaries, including women and men, face and respond to their needs and interests.
There are four types of analysis to perform: stakeholder analysis, problem analysis (reality image), objective analysis (image of the future and of a better situation) and strategy analysis (comparison of different alternatives in response to a precise situation)
The Methodology contemplates two stages, which are developed step by step in the identification and design phases of the project life cycle:
- The planning stage, in which the project idea becomes a practical operational plan for implementation. At this stage the logical framework matrix is elaborated. Activities and resources are defined and visualized over time.
“PROCESS OF DEVELOPMENT OF THE LOGICAL FRAMEWORK”
The planning process is born with the perception of a problematic situation and the motivation to solve it.
This perception or need to study and analyze a certain situation may arise from different areas, some of them may be:
- The application of a development policy Recovery of infrastructure Needs or deficiencies of groups of people Low levels of development detected by planners Deficient living conditions detected in a diagnosis at the local level International agreements such as the viability necessary for commercial exchange between countries
“PROCESS OF DEVELOPMENT OF THE LOGICAL FRAMEWORK”
The problem solving approach is characterized by referring to a specific situation, in which three central elements are identified:
- A Current Situation (or problem situation), which corresponds to the present reality, in which a part of the population fails to advance, in some aspect, towards a better stage; A Potential Situation (or desired situation), which is that better stage, that it would be viable to achieve; yThe presence of certain types of obstacles or existing Barriers, which prevent the current situation from evolving towards the detected potential situation.
The solution to the problem-situation involves determining how to overcome the barriers, so that the current situation begins to evolve towards its potential, in a natural and stable way.
The specific programs and projects are intended, precisely, to act on these barriers, in order to eliminate or reduce them in order to overcome them.
The most general way of posing a problem situation is to define the components of the change process that must operate on the current situation in order to transform it to the potential situation.
The solution sought to the problem situation is the content of the program or project that is beginning to be formulated.
It should be remembered that the formulation process is a progressive advance from what is initially a simple idea to what will ultimately be a fully justified and dimensioned proposal for action, with specification of resources and organizational forms for both executing the project and for operate the instances organized by him.
The first task that needs to be done when preparing a program is to correctly identify the problem to be addressed, its causes and effects.
This methodology is based on the construction of the so-called Problem Tree and Objective Tree to define actions that allow attacking the causes of the problem, combining them in program alternatives.
The different steps that the method contemplates, and that will be examined in detail below are:
- Identify the main problem Examine the effects of the problem Identify the causes of the problem Establish the desired situation (objective) Identify means for the solution Define actions Configure program alternatives Establish the institutional framework to implement the solution to the problem
Identification of the problem and alternative solutions The planning process is born with the perception of a problematic situation and the motivation to solve it. This perception or need to study and analyze a certain situation may arise from different areas, some of them may be:
- The application of a development policy Recovery of infrastructure Needs or deficiencies of groups of people Low levels of development detected by planners Deficient living conditions detected in a diagnosis at the local level International agreements such as the viability necessary for commercial exchange between countries
Regardless of origin, it is important to carry out a structured analysis of the existing situation.
The Logical Framework Methodology incorporates four important analytical elements that help guide this process, which will be described below.
- Analysis of stakeholders Analysis of the problem Analysis of objectives Identification of alternative solutions to the problem
Stakeholder analysis
It is very important to study any person or group, institution or company that may have a link with a given project.
The stakeholder analysis allows optimizing the social and institutional benefits of the project and limiting the negative impacts.
By analyzing their interests and expectations, the support of those with interests that are coincident or complementary to the project can be exploited and strengthened, the opposition of those with interests opposed to the project can be reduced, and the support of the indifferent can be obtained.
The analysis of those involved implies:
- Identify all those who may have an interest or who could benefit directly and indirectly (they can be at various levels, for example, local, regional, national) Investigate their roles, interests, relative power and capacity to participate Identify their position, cooperation or conflict, in front of the project and between them and design strategies in relation to said conflicts. Interpret the results of the analysis and define how they can be incorporated into the project design.
Analysis of the problem
When preparing a project, it is necessary to identify the problem to be intervened, as well as its causes and effects. The procedure includes the following steps:
- Analyze and identify what are considered to be the main problems of the situation to be addressed. Starting with a first "brainstorm", establish the central problem that affects the community, applying priority and selectivity criteria. Define the most important effects of the problem. in question, in this way its importance is analyzed and verified. Note the causes of the central problem detected. This means looking for what elements are or could be causing the problem. Once both the core problem, and the causes and effects are identified, the problem tree is constructed. The problem tree gives a complete picture of the existing negative situation. Check the validity and integrity of the drawn tree, as many times as necessary. This is,make sure that the causes represent causes and the effects represent effects, that the central problem is correctly defined and that the (causal) relationships are correctly expressed.
“PROCESS OF DEVELOPMENT OF THE LOGICAL FRAMEWORK”
The analysis is more valuable when it is carried out in the form of a workshop in which the interested parties (who know the problem) participate and are led by a person who masters the method and the dynamics of the group.
This procedure can be combined with others, such as technical, economic and social studies, the results of which can be added to the analysis carried out by the group.
As an illustrative example, we can see the tree of problems in the scheme, the product of the analysis of a transport company, whose central problem is the high accident rate of its motor vehicles. The tree reflects the causes and consequences of this problem.
Identification of alternative solutions to the problem
As indicated in the Methodological Guide series for the preparation and evaluation of public investment projects, from the means that are below the roots of the problem tree, probable actions are proposed that can, in operational terms, achieve the means.
The assumption is that if the lowest means are obtained, the problem is solved, which is the same as saying that if we eliminate the deeper causes, we will be eliminating the problem.
Thus, for the means identified in the example of the transport company, the following actions can be established:
- Caution in drivers: can be solved with A. Hiring new drivers and / or B. Training in safe driving.Renewed vehicles: A. Purchase of vehicles and / or B.
Vehicle repair.
- Good vehicle maintenance. A. Contracting maintenance services and / or B. Creating a maintenance unit. Streets in good condition. No actions are identified for this medium because it is considered to be outside the scope of the company. It is assumed that this problem should be communicated to the respective responsible organizations and in the logical framework matrix this medium will be treated as an assumption that conditions the success of the project.
If we consider the actions listed above; We can say that for the good maintenance of vehicles we would have two actions that are exclusive. For the other two media we would have actions that could be complementary. From these actions, the project team can already establish some alternatives to evaluate and decide which one to carry out. According to the example, the following could be identified as alternatives:
- Alternative 1. Hiring maintenance services, hiring new drivers, training in safe driving, buying and repairing vehicles. Alternative 2. Creating a maintenance unit, hiring new drivers, training in safe driving, buying and repairing vehicles.
Selection of the optimal alternative
This analysis consists of the selection of an alternative that will be applied to achieve the desired objectives.
During the analysis of alternatives or strategies, it is convenient to determine the objectives WITHIN the intervention and the objectives that will be OUTSIDE the intervention. This analysis requires:
- The identification of the different possible strategies to achieve the objectives; Precise criteria that allow choosing the strategies; The selection of the strategy applicable to the intervention.
In the hierarchy of objectives, different groups of objectives of the same nature are called strategies. The strategy (s) of future intervention should be chosen. All alternatives must fulfill the purpose and ends.
The strategy is selected, not only more feasible in economic, technical, legal and environmental terms, but also pertinent, efficient and effective; for which it is necessary to carry out a series of techniques and respective studies that will allow the use of selection criteria.
Depending on the extent and amount of work involved, the chosen strategy (s) could be translated into an intervention the size of a project, or a program made up of several projects.
To select an alternative, they are evaluated and compared among those identified as possible solutions to the problem, for which different analyzes are carried out, such as:
- Diagnosis of the situation (study area, areas of influence, target population, demand, supply and deficit). Technical study of each alternative (size, location, technology). Analysis of the costs of the activities that each alternative demands. Analysis of the benefits. A comparison is made through some criteria and indicators and from this comparison we take the one that shows the best results.
Analytical structure of the project (EAP)
Having already selected an alternative, prior to the construction of the Logical Framework Matrix, it is recommended to build the EAP (Analytical Project Structure) to establish hierarchical levels, such as the end, the central objective of the project (purpose), the components (products) and activities. Once this is defined, the Matrix This can be built due to the need to adjust the selection analysis of the optimal alternative (strategy) and express it in a matrix that summarizes it.
We will understand, then, as Analytical Structure of the Project (EAP) to the outline of the project.
In other words, the EAP is a scheme of the most viable solution alternative expressed in its most general features in the manner of a tree of objectives and activities, which summarizes the intervention in 4 hierarchical levels and gives rise to the definition of the elements of the Narrative Summary of the Project Logical Matrix.
The EAP is structured from the bottom up, in the same way as a tree, establishing a vertical hierarchy, in such a way that the activities appear at the bottom of the tree, one level is raised for the components, another for purpose and finally in the Top will be the ends of the project.
This hierarchical (vertical) order, which is the basis for the construction of the Logical Framework Matrix of the project, can also be useful to order the responsibilities in project management at the execution stage.
To build the EAP (Analytical Problem Structure) we should follow the following steps:
- Starting from the top down. The first thing will be to obtain the ends or ends, depending on the project, which are taken from the objective tree.
For the example, we considered the upper levels in the tree and that they were also the most important for the company.
Decreased economic expenses
Improved organization image
Decreased frequency of injuries and deaths
- Likewise, the central problem is identified from the objective tree: Reduced Accident Rate of motor vehicles.
In order to identify the products or components, the information obtained in the identification of alternatives can be analyzed, look at which one is selected and the cost analysis thereof.
Normally, in the configuration of the alternatives, the products appear and they are also developed in activities when the cost study of each alternative is made.
Continuing with the example, the components would be.
- Driver training program developed New vehicles purchased Maintenance workshop implemented Paved streets
To identify the actions, it is preferable to review the budget of the optimal alternative, where an item or group of these are proposed as actions.
For example, the example component, developed driver training program, would involve actions such as:
- Design and programming of courses. Rental of rooms. Recruitment of teachers. Selection of participants by course. Start-up of courses. Evaluation of courses.
What follows is to move from the EAP to a logical framework array.
This step frames the EAP into a four-by-four matrix, containing different elements in vertical order (rows): End, Purpose, Components, and Activities, and horizontally (columns): Narrative Summary, Indicators, Means of Verification, and Assumptions.
The step to be taken for the construction of the logical framework matrix is outlined on the following page.
Logical framework (planning) matrix
The Logical Framework Matrix presents in summary form the most important aspects of the project. It has four columns that supply the following information:
- A narrative summary of the objectives and activities. Indicators (Specific results to be achieved). Means of Verification. Assumptions (external factors that involve risks).
And four rows that present information about the objectives, indicators, means of verification and assumptions at four different times in the life of the project:
- End to which the project contributes significantly after the project has been in operation. Purpose achieved when the project has been executed. Components / Results completed in the course of project execution. Activities required to produce the Components / Results.
Each of the elements that make up the Logical Framework Matrix is described below:
End
Why is the project important to beneficiaries and society? The End of a project is a description of the solution to problems of a higher level and of national, sectoral or regional importance that have been diagnosed. If, for example, the main problem in the health sector is a high maternal and infant mortality rate in the lowest-income population, the goal would be to reduce the maternal and infant mortality rate in that population.
The end represents a development objective that generally obeys a strategic level (development policies), that is, it helps to establish the context in which the project fits, and describes the long-term impact to which the project is expected, going to contribute.
Two things must be emphasized about the End. First, it does not imply that the project, itself, will be sufficient to achieve the End. It is sufficient that the project contributes significantly to the achievement of the End. Second, the definition of the End does not imply that It will be accomplished shortly after the project is operational. It is a long-term goal to which the operation of the project will contribute.
Various projects or measures can contribute to the solution of problems that have been identified, but a project, in itself, is unlikely to solve the problem or problems.
Purpose
Why is the project necessary for the beneficiaries?
The Purpose describes the direct effect (behavioral changes) or expected result at the end of the execution period. It is the change that will promote the project. It is a hypothesis about what should happen as a result of producing and using the Components. The project title should emerge directly from the definition of the Purpose. The logical framework matrix requires that each project have only one Purpose. The reason for this is clarity. If there is more than one Purpose, there is ambiguity. If there is more than one Purpose, a barter situation may arise in which the project is closer to one objective at the cost of moving away from another. In such a situation, the executor can choose to pursue the Purpose that he perceives as the most important, or the easiest to achieve, or the least costly. This, however,It may not be what others involved think of as the most important.
Since it is a hypothesis, it is important to recognize that achieving the Project Purpose is beyond the control of the project management or the executor. Project management is responsible for producing the Components (physical works, technical cooperation, and training).
However, other people have to use these Components for the Project Purpose to be achieved. These groups are beyond the control of project management.
For example, in an irrigation project the project manager is responsible for building irrigation works and ensuring that water runs through them.
He may have the responsibility to educate farmers on how to use the water and how to grow crops with the water, but he cannot have the responsibility for the Purpose of the project: increased agricultural production. Farmers may not be willing to change their practices: there may be a drought that reduces the water available for construction; a pest or plague can attack the area.
This is beyond the control of the project manager, but it is under his responsibility to take action in the face of adverse conditions trying to achieve the stated purpose.
III. Components (results) What will the project deliver?
The Components are the specific works, studies, services and training that the project management is required to produce within the budget assigned to it. Each of the Project Components has to be necessary to achieve the Purpose, and it is reasonable to assume that if the Components are produced properly, the Purpose will be achieved. Project management is responsible for the production of the Project Components.
The Components are the content of the project contract. They must be clearly expressed. In the logical framework matrix, the Components are defined as results, that is, as works completed, studies completed, training completed.
Activities What will be done?
The Activities are those that the executor has to carry out to produce each Component and involve the use of resources. It is important to prepare a detailed list of Activities because it is the starting point of the execution plan, which must be in chronological order and grouped by component.
However, the matrix should not include all the activities, it is suggested to present separately the detail of actions, with their times and resources, in such a way that the execution is directly linked to the project design.
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Vertical logic (from the objective column)
The logical framework matrix is constructed in such a way that the causal links from the bottom up between the levels of objectives can be examined, this is called Vertical Logic. If the project is well designed, the following is valid:
- The Activities specified for each Component are necessary to produce the Component; Each Component is necessary to achieve the Purpose of the project; None of the Components necessary to achieve the
Purpose of the project;
- If the Project Purpose is achieved, it will contribute to the achievement of the End; The End, Purpose, Components and Activities are clearly indicated; The End is an answer to the most important problem in the sector.
