The Quality Management Model of State Services
Set of practices that were defined as keys to managing an organization of excellence. Its design is based on the Chilean Excellence Management Model, which was adapted to the uniqueness of State management to ensure its proper implementation at the service of users.
the-logical-framework-in-project-management1Concepts and Value Chain of Service Excellence
But, what is the quality ?:
- CTCJusty TimeQuality CirclesImprovement for ImprovementSearch for Excellence
Concepts and Value Chain of Service Excellence
KAIZEN is not a way of working, it is a way of living.
The administrative functions include the elements of the administration:
- Planning Organization Management Coordination Control
The administrative functions include the elements of the administration:
Plan: Visualize the future and outline the action program.
Organize: Build both the material and social organism of a job or activity.
Lead: Guide and guide staff.
Coordinate: Link, unite, harmonize all acts and all collective efforts.
Control: Verify that everything happens according to the established rules and the orders given.
The Logical Framework or Logical Framework was developed by the US Agency for International Development in the second half of the 1960s. The German GTZ, in the 1980s, spread it in the field of development cooperation and added improvements, including analysis not initially contemplated: Analysis of Involved, Problems and Objectives.
Since then, the Logical Framework Approach has been adopted and adapted by a large number of international development organizations. In Chile, the Ministry of Social Development has formally incorporated the Logical Framework Approach as a methodology for formulating programs that apply for state financing.
The formulation and evaluation of projects and programs are tasks that public and private institutions must continuously perform in pursuit of their immediate and medium-term objectives.
Technical aspects such as Project engineering, economic and financial analysis or social analysis. They are specific areas necessarily elaborated by specialized teams, without which the projects cannot be carried out.
These areas can use different tools for a better definition of the project. One among many tools is the Logical Framework.
Presentation
Although the development of any project obeys a certain logic, it is not always possible to visualize the link that must exist between means and ends to achieve greater efficiency in the use of resources used in the execution of a project.
In this sense, the development of the Logical framework by the aforementioned consultancy was carried out to contribute to a conceptual clarification of a set of tasks that should be directed without further dispersion of efforts towards the fulfillment of certain objectives.
The development of the logical framework responds to a concern of a financing entity that observes the use of high resources without achieving effective results.
It is, therefore, an answer that considers that one of the fundamental flaws in the development planning process is found in the absence of clarity in the definition of means and purposes incorporated in a project.
His origins
The creation of this instrument for managing economic and social development is better understood in the progression of the dominant themes in the years after the Second World War.
As is known, the war ends in the mid-1940s, leaving behind much destruction and death, along with the notion that there were no longer local settings, but that any conflict could quickly escalate to a planetary dimension.
Strategic agreements of great importance are then taken to reorder the world and try to stabilize it through cooperation agreements between all countries. The United Nations is created and financial cooperation is organized in Bretton Woods through the International Monetary Fund.
Within the United Nations, the International Bank for Development and Reconstruction, better known as the World Bank, is founded. ECLAC and, later, the IDB are also created.
The first problem he faced was the absence of development projects in which to invest. Hence, the first instruments that were created by the United Nations and the Development Agencies of countries willing to provide bilateral support, were Project Preparation Manuals, aimed at covering the shortcomings of the time.
The concept of the Project Cycle stands out here, as the stages that the preparation must follow. Later, although unevenly, in several countries it had to go to another stage: there were enough possible projects, so instruments were needed to decide which investments were better than others.
The Project Evaluation tools were developed, which sought to optimize the investment package, taking into account specific criteria, which allowed giving a strong impetus to the materialization of development programs.
This is the origin of the concepts of Net Present Value (NPV) and Internal Rate of Return (IRR), as financial and economic indicators
The following problem arose when verifying that the projects that seemed very promising on paper, were bogged down when implementing them. That was due to different causes, among which stood out:
➢ The existence of multiple objectives in a program or project and the inclusion in them of activities not conducive to achieving them.
➢ Failures in the execution of these projects and programs due to not being clearly defined responsibilities and not having methods for proper monitoring and control.
➢ Absence of an objective and agreed basis for comparing what is planned with actual results.
In the mid-1960s, the Development Financing Agencies promoted the creation of new methodologies to manage the implementation of projects and programs.
Among the solutions proposed, the one that was most attractive was the so-called Logical Framework (Logframe or Logframe), developed in the USA.
Beginning in the early 1970s, the US Agency for International Development - USAID formally began using the Logical Framework in planning its projects.
Thereafter, the methodology expanded first among the community of international development agencies, and later in the various academic and management professional arenas.
The theoretical-conceptual foundations of the Logical Framework Methodology can be traced back to the common point of development of novel approaches and innovative methodologies in various areas of science, which occurs with the formulation of the so-called General Systems Theory in the early 1990s. 1950.
In particular, from the Theory of Motivation it takes the concept that not all people have the same behavior, but there are behavioral differences between them, based on the different motivations they have at a given moment. What motivates a person's behavior is the search to satisfy a basic need that is insufficiently met
A complementary approach to this theory is McGregor's proposal, which, in addition to the above, postulates that in an organization, each person is located at some point in a continuum that goes from one X end to the other Y end.
People on the extreme X would be reluctant to take risks, initiatives or commitments, preferring to work in very well configured environments, with a boss who tells them exactly what to do and clear rules on how to do it; his motivation is salary.
On the contrary, in the extreme Y, people who are bored by routine are located, they look for innovations in their work, they are creative and they prefer situations that are not fully structured, which give them space for personal fulfillment: their motivations are recognition by solving problems to improve work.
McGregor's comment is that people start with a lot of Y, but that organizations that do not offer them opportunities, move them to the extreme
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