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Introduction to the Logical Framework Approach - Stockholm ...

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<strong>Introduction</strong> <strong>to</strong> <strong>the</strong> LFA• Specify start, duration and completion of activities.Specifying <strong>the</strong> timing of project activities means <strong>to</strong> make estimates on<strong>the</strong> duration of tasks, building those estimates in<strong>to</strong> <strong>the</strong> activityschedule - indicating likely start and completion dates. To make surethat <strong>the</strong> estimates are realistic people having <strong>the</strong> necessary technicalknowledge or experience should be consulted. Often <strong>the</strong> time needed<strong>to</strong> carry out activities is underestimated due <strong>to</strong> a number of reasonswhich can be <strong>the</strong> omission of crucial activities of tasks, failure <strong>to</strong> allowsufficiently for interdependence of activities, a failure <strong>to</strong> allow forresource competition (i.e. scheduling <strong>the</strong> same person or piece ofequipment <strong>to</strong> do two or more things at once) and a desire <strong>to</strong> impresswith <strong>the</strong> promise of rapid results. 43• Define miles<strong>to</strong>nes.Miles<strong>to</strong>nes define targets <strong>to</strong> be achieved by <strong>the</strong> activities and provide<strong>the</strong> basis for moni<strong>to</strong>ring. A simple miles<strong>to</strong>ne is <strong>the</strong> completion of a task<strong>to</strong> a planned date. In an activity schedule <strong>the</strong> activities, sub-activitiesand tasks are listed in a consecutive way, <strong>the</strong>refore accomplishing acertain task in time can be seen as a miles<strong>to</strong>ne on <strong>the</strong> way <strong>to</strong>achieving outputs. 44• Assign tasks and responsibilities.Allocating tasks also means allocating responsibilities for achievingmiles<strong>to</strong>nes. It is a means of defining <strong>the</strong> accountability of <strong>the</strong> membersof a project team. Before allocating tasks <strong>the</strong> expertise required <strong>to</strong>carry out <strong>the</strong> respective tasks has <strong>to</strong> be specified. By doing so it can bechecked whe<strong>the</strong>r all necessary human resources are available and <strong>the</strong>schedule is feasible.Activity schedules lay <strong>the</strong> ground for fur<strong>the</strong>r planning (resource schedules)and later on for project management. They provide an initial benchmarkincluding estimates that might have <strong>to</strong> be revised in <strong>the</strong> light of changingcircumstances or actual implementation performance.A possible format for presenting an activity schedule is a Gantt Chart, which –apart from miles<strong>to</strong>nes and responsibilities – allows <strong>to</strong> get a rapid overview of<strong>the</strong> sequence, duration and interrelation of activities <strong>to</strong> be undertaken.Reader43 European Commission, 1999, p 38.44 See also COMIT, p. 85.33

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