Logical Framework Approach: Difference between revisions

Revision as of 18:50, 11 December 2006

Latest revision as of 15:15, 25 May 2025

(188 intermediate revisions by more than 100 users not shown)

Line 1:

{{about|the management tool|the automated theorem proving approach|logical framework}}

The '''Logical Framework Approach''' (LFA) is a management tool mainly used in the design, monitoring and evaluation of development projects. The LFA method was developed by Leon J. Rosenberg, under contract to USAID in 1969. Practical Concepts Incorporated, a firm founded by Rosenberg, then extended use of LFA to 35 countries. LFA is widely used by bilateral and multilateral donor organizations like [[Gesellschaft Fuer Technische Zusammenarbeit|GTZ]], [[Swedish International Development Cooperation Agency|SIDA]], [[Norwegian Agency for Development Cooperation|NORAD]], [[DFID]], [[UNDP]] and [[European Commission|EC]]. It has also been widely adopted by NGOs, though not without reservations and concerns by some. In the 1990's it was often mandatory for aid organisations to use the LFA in their project proposals but its use in recent years has become more optional.

The '''Logical Framework Approach''' ('''LFA''') is a methodology mainly used for designing, [[Monitoring and Evaluation|monitoring, and evaluating]] [[international development]] projects. Variations of this tool are known as '''Goal Oriented Project Planning''' ('''GOPP''') or '''Objectives Oriented Project Planning''' ('''OOPP''').

==Background==

It is useful to distinguish between the two terms: the Logical Framework Approach (LFA) and Logical Framework (LF or Logframe). They are sometimes confused. The Logical Framework Approach is a project design methodology, the LogFrame is a document.

The Logical Framework Approach was developed in 1969 for the [[U.S. Agency for International Development]] (USAID). It is based on a worldwide study by Leon J. Rosenberg, a principal of Fry Consultants Inc.<ref>[https://web.archive.org/web/20131004220343/http://pdf.usaid.gov/pdf_docs/PNADW881.pdf Final Report, Contract csd-2510, July 24, 1970]</ref> In 1970 and 1971, USAID implemented the method in 30 country assistance programs under the guidance of Practical Concepts Incorporated, founded by Rosenberg.<ref>[https://web.archive.org/web/20140714121413/http://pdf.usaid.gov/pdf_docs/pnaec576.pdf Practical Concepts Incorporated, "Guidelines for Teaching Logical Framework Concepts"]</ref>

The text below describes the document, not the global methodology of project design. For the brief description of the LFA as a design methodology, see for example the page [http://lgausa.com/logframe_approach.htm], for the thorough description see for example [http://www.ausaid.gov.au/ausguide/pdf/ausguideline3.3.pdf AusAid guideline for LFA] cited in "External links" section.

It has been widely used by multilateral donor organizations, such as [[Agencia Española de Cooperación Internacional para el Desarrollo|AECID]], [[Deutsche Gesellschaft für Technische Zusammenarbeit|GIZ]], [[Swedish International Development Cooperation Agency|SIDA]], [[Norwegian Agency for Development Cooperation|NORAD]], [[DFID]], [[Swiss Agency for Development and Cooperation|SDC]], [[UNDP]], [[European Commission|EC]] and the [[Inter-American Development Bank]]. Some [[non-governmental organization]]s offer LFA training to ground-level field staff.<ref>[http://www2.lse.ac.uk/researchAndExpertise/units/CARR/pdf/R&R-24-Winter-2012.pdf Fernando, Renuka. "Getting on With It: Monitoring and Evaluation in the Third Sector" Risk and Regulation. London School of Economics. Winter 2012.] {{webarchive|url=https://web.archive.org/web/20130424232428/http://www2.lse.ac.uk/researchAndExpertise/units/CARR/pdf/R%26R-24-Winter-2012.pdf |date=2013-04-24 }}</ref> It has also gained popularity in the private sector, for example, in health care.<ref>{{cite journal|last1=Goeschel|first1=Christine A.|last2=Weiss|first2=William M.|last3=Pronovost|first3=Peter J.|title=Using a logic model to design and evaluate quality and patient safety improvement programs|journal=International Journal for Quality in Health Care|date=1 August 2012|volume=24|issue=4|pages=330–337|url=https://academic.oup.com/intqhc/article/24/4/330/1795580|accessdate=12 November 2017|doi=10.1093/intqhc/mzs029|pmid=22745358|doi-access=free|url-access=subscription}}</ref>

The Logical Framework takes the form of a four x four project table. The four rows are used to describe four different types of events that take place as a project is implemented: the project ''Activities'', ''Outputs'', ''Purpose'' and ''Goal'' (from bottom to top on the left hand site - see EC web site as under external links). The four columns provide different types of information about the events in each row. The first column is used to provide a ''Narrative'' description of the event. The second column lists one or more ''Objectively Verifiable Indicators'' (OVIs)of these events taking place. The third column describes the ''Means of Verification'' (MoV)where information will be available on the OVIs, and the fourth column lists the ''Assumptions''. Assumptions are external factors that it is believed could influence (positively or negatively) the events described in the narrative column. The list of assumptions should include those factors that potentially impact on the success of the project, but which cannot be directly controlled by the project or program managers. In some cases these may include what could be ''killer assumptions'', which if proved wrong will have major negative consequences for the project. A good project design should be able to substantiate its assumptions, especially those with a high potential to have a negative impact.

==Description==

The Logical Framework Approach takes the form of a four-by-four project table, often referred to as a "Logframe".

The rows represent types of events that take place as a project is implemented: ''Activities'', ''Outputs'', ''Purpose'' and ''Goal'' (from bottom to top on the left hand side — see EC web site under external links).

The columns represent types of information about the events: a ''Narrative'' description, ''Objectively Verifiable Indicators'' (OVIs) of these events taking place, ''Means of Verification'' (MoV) where information will be available on the OVIs, and ''Assumptions''. Assumptions are external factors that could have an influence, whether positive or negative, on the events described in the narrative column.

The list of assumptions should include the factors that may impact the project's success but cannot be directly controlled by the project or program managers. In some cases, these include what could be ''killer assumptions'', which if invalid will have major negative consequences for the project. A good project design should be able to substantiate its assumptions, especially those with a high potential to have a negative impact.

===Temporal logic model===

The core of the Logical Framework is the "temporal logic model" that runs through the matrix. This takes the form of a series of connected propositions:

*If these Activities are implemented, and these Assumptions hold, then these Outputs will be delivered.

*If these Outputs are delivered, and these Assumptions hold, then thesethis PurposesPurpose will be achieved.

*If thesethis Purpose areis achieved, and these Assumptions hold, then thesethis GoalsGoal will be achieved.

These are viewed as a hierarchy of hypotheses, with the project/ or program manager sharing responsibility with higher manaagementmanagement for the validity of hypotheses beyond the output level. Thus, Rosenberg brought the essence of scientific method to non-scientific endeavors.

The "Assumptions" column is of great importanceimportant in clarifying the extent to which the project/ or program objectives depend on external factors, and greatly clarify "[[force majeure]]"-- which are out of control of the project delivery partners — an area that was of particular interest when the [[Canadian International Development Agency]] (CIDA) at least briefly used the LFA as the essence of contracts.

The LFA is also used in other contexts, both personal and corporate. When developed within an organization, it can articulate a common interpretation of the objectives of a project and how they will be achieved. The indicators and means of verification force clarifications as one would for a scientific endeavor, as in "you haven't defined it until you say how you will measure it." Tracking progress against carefully defined output indicators provides a clear basis for monitoring progress; verifying purpose and goal level progress then simplifies evaluation. Given a well constructed logical framework, an informed skeptic and a project advocate should be able to agree on exactly what the project attempts to accomplish, and how likely it is to succeed—in terms of programmatic (goal-level) as well as project (purpose-level) objective.

These are viewed as a hierarchy of hypotheses, with the project/program manager sharing responsibility with higher manaagement for the validity of hypotheses beyond the output level. Thus, Rosenberg brought the essence of scientific method to non-scientific endeavors.

One of its purposes in its early uses was to identify the span of control of 'project management'. In some countries with less than perfect governance and managerial systems, it became an excuse for failure. Externally sourced technical assistance managers were able to say that all activities foreseen have been implemented and all required outputs produced, but because of the sub-optimal systems in the country, which are beyond the control of the project's management, the purpose(s) have not been achieved and so the goal has not been attained.<ref>http://pdf2.hegoa.efaber.net/entry/content/927/The_Logical_Framework_Making_CIDA.pdf {{Bare URL PDF|date=March 2022}}</ref>

The "Assumptions" column is of great importance in clarifying the extent to which project/program objectives depend on external factors, and greatly clarify "force majeure"-- of particular interest when the Canadian Development Agency (CIDA)at least briefly used the LFA as the essence of contracts.

== Handbooks ==

The LFA can also be useful in other contexts, other than in agreements between a donor and a grantee. When developed within an organisation, it can be a means of articulating a common interpretation of the objectives of a project and how they will be achieved. The list of indicators can help detail these views, as well as providing a practical means of tracking whether the project is being implemented as planned. In a well constructed LFA the narrative column can help tell a single simplified story of what the project is all about.

[http://www.norad.no/default.asp?V_ITEM_ID=1069 The Logical Framework Approach, Handbook for objectives-oriented planning], Fourth edition, [[Norwegian Agency for Development Cooperation|NORAD]], 1999, {{ISBN |82-7548-160-0}}.

Strategic Project Management Made Simple: Solution Tools for Leaders and Teams, by Terry Schmidt. (Wiley, 2021) {{ISBN|978-1-119-71817-8}}

== Handbooks ==

[http://www.norad.no/default.asp?V_ITEM_ID=1069 The Logical Framework Approach, Handbook for objectives-oriented planning], Fourth edition, [[Norwegian Agency for Development Cooperation|NORAD]], 1999, ISBN 82-7548-160-0.

==References==

== External links ==

{{Reflist}}

*[http://www.mande.co.uk/logframe.htm Working with the Logical Framework] Explanations of how the Logical Framework works,Wider discussions of Logic Models, Critiques of the Logical Framework, Alternative versions of the Logical Framework.

*[http://ciaris.ilo.org/english/tos/actcycle/planific/methodes/fiche_7.htm Centre for Informatic Apprenticeship and Resources in Social Inclusion] Short description.

*[http://www.ausaid.gov.au/ausguide/pdf/ausguideline3.3.pdf AusAid] AusAid guideline for LFA [PDF file]

*[http://ec.europa.eu/comm/europeaid/qsm/project_en.htm] Aid Delivery Methods, Volume 1, Project Cycle Management Guidelines, March 2004, manual can be down loaded.

*[http://www.pcm-group.com] Site of PCM Group, Process Consultants & Moderators in Brussels. Short training courses on LFA and PCM (Project Cycle Management). Provide facilitators for participatory LFA workshops. Lots of downloadable documents.

== External links ==

[[Category:Development]]

{{commons category|Logic framework|lcfirst=yes}}

* USAID-related [https://web.archive.org/web/20110721064857/http://dec.usaid.gov/index.cfm?p=search.getSqlResults&q_webcol=logframe logical framework documents] available through USAID's ''Development Experience System (DEXS)''.

* [https://web.archive.org/web/20041215130331/http://ciaris.ilo.org/english/tos/actcycle/planific/methodes/fiche_7.htm Centre for Informatic Apprenticeship and Resources in Social Inclusion] Short description.

* [https://web.archive.org/web/20120824053010/http://www.ausaid.gov.au/ausguide/Documents/ausguideline3.3.pdf AusGuideline 3.3 The Logical Framework Approach]

* [https://ec.europa.eu/international-partnerships/funding/managing-project_en Project Cycle Management Guidelines] (European Commission)

* [https://web.archive.org/web/20130424232428/http://www2.lse.ac.uk/researchAndExpertise/units/CARR/pdf/R%26R-24-Winter-2012.pdf Fernando, Renuka. "Getting on With It: Monitoring and Evaluation in the Third Sector" Risk and Regulation. London School of Economics. Winter 2012.]

* [http://lgausa.com/logframe_approach.htm Example of the LFA as a design methodology]

{{DEFAULTSORT:Logical Framework Approach}}

[[es:Marco Lógico]]

[[Category:Project management techniques]]