- Although the Logical Framework System (SML) is generally used by international organizations, we consider that it is a suitable technique for decision-making in company management.The SML acquires its importance by integrating the three levels (strategic, tactical and operational) in its three stages (planning, management and evaluation). It can become an effective tool to insert (or strengthen) strategic and systemic thinking in the direction and management of SMEs. Consequently, each company will structure its SML With the purpose of giving it a specific application, the presentation of the topic is based on the courses of the Inter-American Development Bank (IDB). Therefore, the content correlates with the methodology required for projects with Bank intervention.
THE FRAME
The Logical Framework is a technique for the conceptualization, design, execution and evaluation of programs and projects.
It is based on two basic principles: linkage (vertical and horizontal) and participation.
Identified a development problemIt is intended to solve it through a rational (logical) process, which concatenates the different levels of objectives (long, medium and short term), their respective strategies and tactics and indicators to clearly measure the achievement of those objectives. The complexity of the current scenario forces participatory decision making. In other words, except for special situations, only the participation of all those involved allows a more comprehensive approach to the problem, and therefore, greater chances of success.
The logical framework accepts complexity and systems theories in management. Essential problems are never fragments and global problems are increasingly essential. Furthermore, all particular problems cannot be correctly posed and thought out if it is not in context.
Source: ECLAC documents
FRAME SYSTEM DESIGN
DIAGNOSIS OF THE PROBLEM
Once the development problem has been detected, the next step is to carry out a comprehensive analysis of it, in its different facets. The current situation is being specified and specified.
For this, there are two tools: stakeholder analysis and problem analysis.
Stakeholder Analysis
It works with the groups directly or indirectly involved and / or affected in the development problem.
The fundamental purpose is to determine what changes are required and feasible from the point of view of the beneficiaries and from the decision-making levels.
Typology of groups
- Population groups (by location, by income level, by ethnic group, by age, etc.) Public Sector Bodies (centralized and decentralized, including public companies) Private Sector Bodies (chambers, centers, companies, etc.) Society Bodies Civil (NGOs, foundations, unions, other non-profit organizations) Religious Organizations (Churches and other influential religious organizations) Political Groups External Organizations (other countries, international NGOs, binational organizations, organizations for monitoring special objectives - eg human rights- international organizations, etc) Their interests will be considered Their perceptions of • Their mandates (that of their potentialities, statutes, charters, their limitations, Their constitutive or normative resources)
Both supporting and opposing groups should be considered. Both groups should be considered and included in the stakeholder table detailed below.
Objectives of the inclusion of all those involved
It is intended to achieve:
- A comprehensive approach to the problem Greater objectivity in the design and execution, incorporating the different points of view Increased sense of belonging of each involved in the project. Techniques used Focus group interviews • Workshops
Table of Involved
With the studies carried out, a table will be made with characteristics similar to the following:
| Groups | Interests | Perceived Problems | Resources and Mandates |
Each group will occupy a row, with their precise identification and details of their interests, how they perceive the problem and their resources and mandates. Interests
They are directly related to the identified development problem. Also, solutions suggested by the group may be possible.
Perceived problems
They are the negative conditions that the group perceives, in relation to the development problem. That is, they are the concrete manifestations that the group detects according to its perception. They should be posed in the most negative way possible and should not constitute covert solutions. Ejm: correct: permanent delays in the processes; wrong: lack of staff Resources
Precise contributions from each group. They are of two types: financial and non-financial. The latter can be very important; eg: public opinion, strikes, influences, etc.
A formal organization has both resources:
- Financial, determined in your budget Non-financial, such as human resources, influences, technology, contacts, etc.
The general population does not have new financial resources (except to meet service fees), but they have manpower, influence, pressure groups, voting, etc.
Mandate
It is the formal authority to provide a service or fulfill a function. It is fixed in the official documents (statutes, organic letters, laws, etc.)
Problem analysis
Regarding the concrete problems perceived by those involved and expressed in the previous stage, it is intended to find the causal relationships and therefore the hierarchy of these perceived problems, within the context and the development problem.
Utilities
The proposed methodology has the following benefits:
- It allows to analyze the current situation, in its context Identify the main problems and their cause-effect relationships, in relation to the development problem determined at the origin. Visualize cause-effect relationships and interrelationships in a diagram, building the Problem Tree.
The correct definition of the cause-effect relationships and the hierarchy of the perceived problems allows to improve the project design, its execution and its evaluation, through a logic model and on which the search for the partial or total solution to the project will be based. development problem. Process for the Problem Tree
- Step 1: Write the development problem on top of a blackboard (or using flashcards) Step 2: Identify the problems perceived by those involved that are direct causes of the development problem, and place them underneath it. Step 3: Then, place other perceived problems that are the cause of the problems placed by step 2. So on until the "root" problems are reached. Step 4: Determine if any problem perceived by those involved is an effect of the development problem (step 1). If this happens, place it above it. Step 5: Draw lines with arrows from cause problems to effect problems. Step 6: Make sure the diagram makes sense.
Limitations
The described methodology has two limitations:
- causes are unweighted causes can produce circles (two or more problems are reciprocal cause and effect), complicating analysis.
DEFINITION (identification) OF THE PROJECT
Identifying the development problem and describing the current situation, the next stage is to define or identify the solution that is intended. In other words, it means determining the desired future situation and the chosen strategy to achieve it.
At this stage there are also two tools: the analysis of objectives and the analysis of alternatives.
OBJECTIVE ANALYSIS
Conceptually it is a process that consists in the conversion of perceived problems into objectives or solutions, as an initial step to identify the desired future situation.
negative conditions positive conditions
chain causes middle-end chain effect
Utility
The suggested methodology provides the following effects:
- Describe a situation that could exist after solving the problems Identify the means-end relationships between objectives (mean objectives and end objectives) Visualize these relationships in a diagram, building the Objectives Tree
Objectives Tree Process
- Step 1: Convert the highest-level problem into an objective Step 2: Convert the problems at the other levels into objectives. Step 3: Review the logic of the diagram, drawing lines with arrows from the medium objectives to the final objectives Step 4: If necessary: a) reformulate objectives, b) add new intermediate objectives and c) eliminate those that do not seem necessary or do not work realistic. Step 5: Ensure the means-end linkage, from the base or initial objective to the highest level considered.
Note: The use of the word '' chaining '' does not mean that one (1) chaining will be obtained. On the contrary, it is very possible that several of them will be designed, which will give rise to different alternatives. Necessary condition
Possibly, in the chain there are objectives that must be met but that are outside the scope of the project, forming an "external" conditionality to it. These '' external '' objectives should be considered assumptions (see MML).
ALTERNATIVE ANALYSIS
The chain of objectives (or the different chains) allows to establish the basis for determining the different alternative strategies that could contribute to the change from the current situation to the desired future situation.
Evaluation criteria
These strategies should be evaluated through various criteria, which will depend on the development problem. In general the criteria can be listed:
- Financial Environmental • CulturalEconomic Political viability • Etc Socioeconomic Legal
Evaluation table
The evaluation can be carried out in a very practical way using an evaluation table such as the one detailed:
Choice of strategy
The decision will be made considering:
- The interests of the project beneficiaries Available financial resources The results of financial, economic, socio-economic studies, etc. indicated in the evaluation The interests and mandates of the potential executing entities and others directly or indirectly involved.
Alternative analysis process and strategy choice
- Step 1: Identify the different sets of objectives (the different linkages) that could be potential strategies Step 2: Consider the alternatives in light of:
- Available resources Sources of financing Political viability Interests of beneficiaries, executing units and other stakeholders
- economic-financial - socioeconomic
Note 1: Steps 2 and 3 can be reversed.
Note 2: The analysis of alternatives is not a concrete process, but rather a means to obtain valuable information to support decision-making.
FRAME MATRIX
Tool for the conceptualization, design, execution, performance monitoring and evaluation of the project.
The Logical Framework Matrix (MML) is used in all stages and therefore must be modified and improved throughout the design and execution.
In projects to be financed by the IDB, the MML is prepared initially by the country team and then with the participation of the borrower, the consultants, the project team, the IDB representation, and the executing entity.
The MML (with the supporting documentation) becomes the core element of the logical framework, since it expresses the design and establishes the bases for execution and evaluation, in a dynamic process.
Evaluation Execution
Utilities
- Gives structure to the planning process Communicates essential information about the project The expression as a matrix is an effective executive summary
Conformation
MML is generally formulated as a four-by-four matrix
Its columns will expose the Narrative Summary of Objectives and Activities, Objectively Verifiable Indicators (OVI), Means of Verification and Assumptions
Its ranks, the End, the Purpose (or direct effect), the Components-Products and the Activities.
| NARRATIVE SUMMARY | INDICATORS | MEANS OF VERIFICATION | Assumptions |
| End | |||
| Purpose | |||
| Components | |||
| Activities |
NARRATIVE SUMMARY
It is the first column of the MML. It will include the statement (with the indispensable disaggregation) of the end, the purpose, the components-products and the activities.
| NARRATIVE SUMMARY | INDICATORS | MEANS OF VERIFICATION | Assumptions |
| End | |||
| Purpose | |||
| Components | |||
| Activities |
END
It will indicate the end, the impact to which the project will contribute significantly once it has finished in its operation phase.
It is an expression of the solution (partial or total, depending on whether the problem is complex or not, respectively) to the development problem that has been diagnosed. It is expressed as a goal.
For example: If the development problem is the lack of competitiveness of the tourism sector of a city (TC), the objective at the end level would be: Competitiveness of the tourism sector, improved. It is easy to understand that this is a complex problem and it will take two or more projects to achieve that end. In this case, each project will have the same purpose, but each one will make its specific contribution (which is the purpose of the project).
If the competitiveness problem is in a company, surely at least two projects will be needed. One related to the product-market linkage and the other to the communication-market linkage.
By convention, the objective expressed in the End must be written as a result achieved or produced. It should reflect achievements, successes and goals achieved. Ejm: correct: competitiveness of the tourism sector, improved; incorrect: the competitiveness of the tourism sector will be improved.
If the project is part of a program, in general the description of the end of the projects begins with '' contribute to ……. ''
PURPOSE
It is the direct effect that is expected to be achieved after the execution is completed. It represents the change that the project will foster. It is the concrete contribution to the achievement of the objective expressed in the end.
For example. If the End is improved tourism sector competitiveness, the purpose of a project could be defined segmentation; another project: signage and signage, finished. Other: resurfacing access roads, completed.
Each project will contribute its share of achievement to the objective set in the End and together (it is expected) they will achieve all of it. All these projects will make up a program.
Every project should have a single purpose. The reason is clarity. Furthermore, if there are two, it is possible that one will be given priority in the execution to the detriment of the other.
Also the purpose, must be expressed as an objective and written as a result achieved.
In projects, the purpose gives the name to it.
COMPONENTS-PRODUCTS
They are the specific (tangible and intangible) results that occur during execution. They are necessary to achieve the purpose. They are the products (tangible and intangible) that the project finances.
Works, studies, services, training, etc. are examples of components-products.
It is reasonable to argue that if all components-products are produced in the planned way, the purpose will be achieved.
Therefore, analogously to End and Purpose, they must be written very clearly and as results or final products (objective achieved)
Continuing with the case of the previous sections, a completed image study, signs indicating 10, 15 and 20 km, the paving of the street nº 120 Av. San Martín, between Colón and Enrique Carbó streets, are examples of components-products.
Project management has direct responsibility for producing components within the allocated budget
In IDB projects, product components are essential parts.
ACTIVITIES
Those activities necessary to produce the components-products.
They must be prepared in detail, because they will become the starting point for the execution plan.
Therefore, except in special cases, the activities are not determined as objectives.
The MML lists the activities grouped by component and in chronological order, estimating the completion time and required resources.
The execution of the project is incorporated into the design of the MML, through this chapter.
INTEGRATION IN A PROJECT
|
End |
|
Purpose |
|
Components |
|
Activities |
Example (appropriate from IDB courses)
| NARRATIVE SUMMARY | INDICATORS | MEANS OF VERIFICATION | Assumptions |
| End
Contribute to the quality of improved secondary education |
|||
| Purpose
Quality of primary education improved |
|||
| Components
• Rehabilitated and equipped elementary schools • Updated and implemented primary curriculum • Trained and certified teachers • Libraries equipped and maintained |
|||
| Activities
Those needed to produce each detailed utsupra component |
Goal Levels
In the Objectives Tree it is possible to set more than four levels of objectives.
Graphically: Case A Case B
In these cases, it must be determined if the lower level (in the graph: 5 and 6) are tasks or activities required to complete a higher level. If this happened (case A), then these objectives (in the graph: 5 and 6) would be considered activities of a higher level (in the graph, eg level 4) Example: (source: IDB courses)
End: Standard of living in rural area, improved
Purpose: Per capita income of small producers, increased
Components: Wheat production, increased
Activities: Distribute seeds
Distributing seeds was an objective in the Objective Tree.
If this were not the case (case B), you are in the presence of a problem (characterized as complex) that will require more than one project to design the solution
OBJECTIVELY VERIFIABLE INDICATORS (IVO)
They make up the second column of the MML
| NARRATIVE SUMMARY | INDICATORS | MEANS OF VERIFICATION | Assumptions |
| End | Indicators | ||
| Purpose | Indicators | ||
| Components | Indicators | ||
| Activities | Budget |
Indicator is the qualitative or quantitative specification used to measure whether an objective has been achieved. These specifications have been collectively accepted by those involved as adequate to measure the achievement of the objectives.
Utility
- They precisely specify each objective at the End, Purpose and Component level Show how the success of a project can be measured Each indicator includes a specific goal that allows measuring whether the objective has been achieved Provide the basis for performance monitoring and evaluation In summary, yes can be measured, can be managed
Composition
Every indicator must have the following components: CET +
- Amounts: how much; are the necessary quantifications. Specifications: what type, characteristics, quality, etc; it is the definition, the clear identification that clears any doubt Time: for when, between when and when; expresses the period or date in which the objective must be achieved or the activities carried out; the base period is important. +: other conditions that are considered necessary to give it precision, for example, place.
Example: suppose that "smallholder farmers improve rice yield" is a purpose-level goal.
Quantity: how many farmers? Suppose 100, what does small mean ?: owners of 2 ha or less by how much will they improve ?: 40% over the base year 2004
Specifications: what is the yield of rice? pe average grain weight and other characteristics in terms of quality and others
Time: between June 2005 and June 2008
Place: Province of Entre Ríos, Department of San Salvador.
Indicators by level
- End: At the end level they refer to the general impact that the project will have. Purpose: They refer to the direct effect achieved after the execution of the project. They should include goals that reflect the situation at the end of the project. Components: These are brief (but clear) descriptions of each of the components that will be produced during execution. It does not refer to inputs, but to final products considered as components. Activities: Contains the cost of each activity. The sum will represent the cost of each component to be produced in the project. The sum total is the cost of the project. Practical requirements: implies: measuring what is important - having a minimum number of indicators necessary to measure whether the objective was achieved - the goal is achievable - the indicator does not refer to something that will not happen Independent: there can be no cause-effect relationship with the objective; For example, the number of consultants hired to complete a component could not be an indicator of that component. Focused: specific and measurable, quantity, quality, specifications, time and place Agreed: The indicators must be agreed by the different groups involved, especially those who design, those who execute and the beneficiaries Objectively Verified: related to the third column of the matrix, where the sources for obtaining the information are indicated.
Achievements must be objectively verified, so that all people, even the most skeptical, can agree with the evidence
Intermediate Indicators
In general, it is necessary to establish intermediate goals (which will appear in the same column or in an annex), with the appropriate periodicity (quarterly, semi-annually and / or annually), since these intermediate indicators are important for monitoring performance. They are indispensable at the component level.
Qualitative Indicators
Every project must have at least one qualitative indicator, and among them the opinion of the beneficiaries and other stakeholders that is deemed necessary, regarding the performance of the project, cannot be lacking.
Bank of IDB Indicators
For projects to be financed by the IDB, this institution develops a bank of indicators that have been used in other projects, to collaborate with designers.
MEANS OF VERIFICATION
They make up the third column of the MML
| NARRATIVE SUMMARY | INDICATORS | MEANS OF VERIFICATION | Assumptions |
| End | Indicators | Means of Verification | |
| Purpose | Indicators | Means of Verification | |
| Components | Indicators | Means of Verification | |
| Activities | Budget | Means of Verification |
It contains the sources from which data and information on the situation, behavior and performance of each indicator will be obtained during execution.
As they will report on the indicators, the MdeVs will allow them to meet the five requirements, especially practical and objectively verifiable.
These sources will be agreed upon to give them objectivity and transparency, facilitating measurement and avoiding future conflicts.
Special arrangements may need to be made to obtain information (eg contract a market study). In these cases, it will also correspond to be included as an Activity, with its relevant costs and times.
Visual inspection by a specialist can be used as a source of information. Ejm: in the production of a component that is a work.
The MdeV par excellence at the activity level (indicators: budget) are the accounting records.
Each indicator can have two or more sources that complement each other
If two sources are agreed that will provide the same information, it will be necessary to establish the conditions to elucidate the possible differences between them. Example: price variation indices or other statistical information produced by different organizations. Sources
- Secondary: In general, they are the lowest cost, but may require special tabulations or processing, which must be established in the design. Primary: Higher cost. Indispensably it is necessary to indicate:
- who will finance data collection who will perform data collection in what periods what reasonable amount of information is required Examples of Means of Verification
| Indicator | Correct MOVs | Incorrect MOVs | |
|
By the end of the 3rd. year of project execution, 88% of all primary school teachers in the province of Isabela have passed the mathematics and grammar certification exams required by the new curriculum. |
• | Official documents of the Ministry of Education, prepared
semester (in the 30 days before the end of the semester) including the names of the teachers, their schools corresponding, dates of exams, type of exam, grades, sample of exams given available in the files of the Executing Unit. |
• Data from the Ministry of Education.
(What data? Are we sure that the Ministry of Education usually has the data we need as indicators? Is some special kind of tabulation needed?) • Annual Report of the Ministry of Education. (How do we know if this Annual Report publishes disaggregated information for the province of Isabela? Moreover, for monitoring issues, we may need more frequency than the annual one. Finally, how long after the end of the year is the Report published? ?) |
|
By the end of the 4th year of project execution, 85% of the population of Palmira expresses a high degree of satisfaction with the health services provided. |
• | Results of the biannual survey conducted by the
Department of Statistics from the Palmira Ministry of Health (see project activity 4.3); customer satisfaction reports, produced and distributed by the Executing Unit. |
• Surveys of beneficiaries. (What surveys? Who conducts them? Who finances them?).
• Results of household surveys from the National Statistics Office. (Do these surveys ask specific enough questions to be helpful to the project? This is usually not the case.) |
Source: IDB courses
Assumptions
It is the fourth column of the MML
| NARRATIVE SUMMARY | INDICATORS | MEANS OF VERIFICATION | Assumptions |
| End | Indicators | Means of Verification | Sustainability |
| Purpose | Indicators | Means of Verification | Purpose to End |
| Components | Indicators | Means of Verification | Purpose Components |
| Activities | Budget | Means of Verification | Activities to Components |
This column will consider the positive conditions that are necessary to advance to the next level and that are outside the direct scope of the project.
It is being indicated that there may be risks in the non-fulfillment of these necessary conditions or that negative conditions occur for the development of the project.
Therefore, the question that arises is how can these risks be managed (outside of direct control) so that the project does not fail?
Risks that can be of various kinds: financial, institutional, political, social, environmental, etc.
A well-designed project is one whose risks are '' manageable ''
Consequently, it is imperative to consider these risks in each phase: activities, components, purpose and end.
Following the positive outlook, risks in the MML are expressed as something that must happen; that is, as an objective.
'' External '' risk (negative condition) = Assumption (positive condition)
These objectives, positive conditions, are considered Assumptions in the fourth column of the matrix.
Example: consider a previous exercise
End: Standard of living in rural area, improved
Purpose: Per capita income of small producers, increased
Components: Wheat production, increased
Activities: Distribute seeds
The activity '' distribute seeds '' may be subject to the following possible risks of occurring:
- that the planned financing is not granted or that the supplier does not deliver the seeds on time
In the Assumptions column, then it will discriminate (in positive description, as target)
- Financing granted by XXX, effective for day xx / xx / xx Seeds received, classified and controlled in deposit NN at xx / xx / xx
The characteristic of the assumptions is that they are beyond the direct control of the project management or executing unit
Utility
- The viability of the project is reinforced It allows monitoring of '' external '' risks Avoids or reduces their incidence
Requirements
- State very precisely; To do this, use the CET + of indicators Analyze the importance of the assumption and the probability of occurrence Exert influence during design and execution to increase the probability that the assumptions occur Some rules
Translated in terms of assumption (positive condition) the rule is:
- If there is a very high probability that the assumption will occur (the risk is minimal) it is not necessary to include it If there is a possibility that the assumption will be achieved, then it is included in the MML If there is a very low probability that the assumption will occur (very high risk), it is necessary to reformulate the project or cancel it. It is in the presence of a fatal assumption. In the previous example, if the possibility of obtaining financing is very low (high risk of not obtaining financing), the project must be reformulated by replacing activities (distributing seeds) or directly canceling the project.
In the design of each phase you have to ask yourself "what can go wrong". The purpose is not to include all risks, but those that are reasonably important and may occur.
Assumptions per line
Activities (from Activities to Components)
Events or conditions that must occur in order for the components to be achieved together with the activities
Components (from Components to Purpose)
Events or conditions that must occur in order for them together with the components to achieve the purpose
Purpose (from purpose to end)
Events or conditions that must occur so that together with the achievement of the purpose they contribute to the End End (sustainability)
Important events or conditions that are necessary for the sustainability of the benefits achieved (continuity over time)
Source: ECLAC documents
How to Analyze
- Is it external to the project and is it important?
Source: IDB courses
ANNEXES SEE PDF
BIBLIOGRAPHY IN SPANISH
- Inter-American Development Bank (IDB), Evaluation Office. Evaluation: A management tool to improve project performance. Washington, DC, 1997. Commission of the European Community. Project Cycle Management Manual: Integrated approach and logical framework. Geneva, Switzerland, 1993. Documents of the IDB, IBRD, AECI, ECLAC, ETC
IDB, World Bank, OAS, AECI, etc. In Annex I, paragraphs of the prologue of the manual on "Project Management Methodology of Spanish Cooperation", edited by the Spanish Agency for International Cooperation (AECI), are transcribed. In Annex II, MML models applied by international banking institutions.
In the company, a problem characterized by management as critical to survival, growth or profitability. In terms of planning, it would be a strategic objective.
Download the original file
