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Introduction to the LFATo counteract the limiting effect of a focus on problems during the initialsituation analysis to a certain degree the analysis of potentials can beincluded in the situation analysis. This should help to give a more dimensionalpicture of an existing situation. How then to proceed in a cultural context, inwhich problems are not openly discussed? Being familiar with the “culture” asmuch as possible would be a prerequisite to react adequately to e.g. thinkabout what might be problems, whether problems are perceived at al as adominant feature, who might be willing to share views about problems withwhom or what might be an alternative to problem analysis as an entry pointfor analysing a situation, etc. The difficulty to perceive problems and discussthem openly is not bound to “cultures” in the sense of countries, regions, etc.sharing the same traditions, values, languages, beliefs and the respectiveforms of expression. – It is also bound to “cultures” such as organisations orinstitutions. Here again, knowing the “culture” can be of help as describedabove, and facilitation and mediation skills are required to carefully facilitatethe process.The LFA does not assume that the “nature of all problems” can be readilydetermined at the beginning of the planning process. The LFA does notdefine what the “true nature of a problem” is – as this obviously depends onperception and the focus of an analysis. A “problem” might be, that there isnot enough information available on a situation that is undesirable or critical,or might very soon turn critical. The problem analysis at this stage mightfocus on the reasons for the lack of information and the objective of thefollowing study or even project would then be to collect the informationneeded – identify existing sources of information, generate information, etc.The results that can be achieved by applying the LFA strongly depend onhow this set of tools is being applied. This includes the fundamental decisionwhether or not to use it at all.Reader2.6. LFA in Project ManagementThis introduction to the Logical Framework Approach has been focusing on itsrole in project design. Its applicability though is not restricted to projectdesign but encompasses as well project management duringimplementation, monitoring and evaluation.One of the major tasks of project management during implementation is toverify that a project is actually achieving the intended objectives. Animportant means to do that is monitoring 52 . Monitoring is a continuousand systematic collection and analysis of information to measurethe progress of a project towards expected results. Throughmonitoring project managers (and others involved) are provided with regularfeed-back on actual project progress as compared to planned progress.the LFA as aset of tools forprojectmanagement52 The monitoring described here is project-level monitoring.40
Introduction to the LFAGenerally the “feed-back” is provided through reports that contain theessential information timely and systematically. 53Indicators and milestones form the basis for monitoring as they show towhich extent a project’s intended objectives (first in the sense of progress)have been achieved. The logical sequence laid down in the LFA betweenactivities (that, carried out lead to) – outputs (that, achieved will lead to theachievement of the) and immediate objective helps to choose monitoringindicators. The milestones defined in the activity schedule (based on thelogframe matrix) form part of the basis for monitoring. 54Monitoring helps to see whether objectives are achieved as intended, orwhether there are deviations from the initial plan. If this is the case it canbe analysed why there are deviations, what the problems are in implementingthe project as intended and what could be done to either keep the project onthe planned track or, if necessary, what could be alternatives to the originalplan. The transparency and structure provided through the application of theLFA during project design, laying open the basis for the planned action(analysis of initial situation) and the rationale behind the project design(logical sequence between different levels of objectives and the role ofexternal factors) can facilitate considerably project monitoring. 55In the UNDP/GEF context, Tripartate Annual Reviews (TPRs) are the mostsignificant monitoring tool. TPRs are high policy level meetings of the partiesdirectly involved in the project to assess the progress of a project and takedecisions to improve the design and implementation of the project in order toachieve the expected results. Given that the logframe matrix is not a rigidframework, but a dynamic one, the TPR represents an unique opportunity torevisit the defined objectives, indicators, and assumptions and refine them asnecessary.Whereas monitoring is a continuous process throughout projectimplementation, evaluations are periodic assessments of projectperformance and impact to review a project’s actual achievements againstthe achievements planned and to document the lessons learned for futureimprovement. 56Coming back to the reasons described at the beginning of this reader for theintroduction of the LFA at U.S.A.I.D it was a response to major problemsencountered with project evaluations. These were, to shortly take up thethree key weaknesses stated earlier: vague planning (no clear picture ofwhat a project would look like if it were successful; multiple objectives, notReaderthe LFA’s rolein monitoring53 UNDP, p. 5.54 Also see European Commission 1999, p. 55 – 62.55 Also see Danida, p. 110ff.56 UNDP, p. 5. Monitoring is generally done by project managers themselves whereasevaluations are carried out by external personnel independent from the project.41
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