Effective Project Management: EML Instruments and Methodologies
Project Production Instruments
The high degree of systematization in project production with the EML involves two generic types of controls: internal controls, which direct how work is organized to achieve objectives, and external communications, which inform applicants and participants about the work and its results. This is achieved through the creation of standardized written procedures that explain how the project will be developed.
The EML uses two types of instruments: production instruments (used in the creation phase: identification, design, and formulation) and dissemination instruments (used at stages of completion and follow-up evaluation). The report would serve as an intermediate instrument between these two tasks.
Tools for Project Identification and Design
The Logical Framework Workshop is a group meeting involving experts and stakeholders to jointly design an intervention. All manuals emphasize the democratic participation and symmetry fostered by the workshop. However, we must not be naive. The primary role differentiation occurs between those who apply the tools and those who understand the goals to which these tools are applied. This can lead to social decontextualization and asymmetries. The logical framework presented at the workshop is also important. We cannot assume a priori that the workshop is devoid of social relations among participants who interact outside this setting.
Regarding methodological problems in the workshop, the issue often stems from an initial belief that treats the identification phase as an intervention phase. In practice, the objective is to understand the context to develop a better intervention. This form of knowledge, raised by the EML, is a way to engage participants in action. This is critical because, in practice, participation is greater during implementation.
To understand the position of those involved in the project, considering their interests, capabilities, or vulnerabilities, the Stakeholder Analysis designed by the UK is a good tool. First, create a list of primary actors who will be affected by the project, and another list for minor players.
This analysis discusses the interests and potential effects the project will have on each group, then re-categorizes them based on their influence and capacity. Importance is defined as the priority the organization gives each involved group, once their interests have been defined. Influence is the capacity for autonomy that each group possesses in relation to participation or completion of activities. Therefore, the most vulnerable beneficiary groups are often the most important but have the least influence on the project.
A double-entry table is then created where actors are placed across two dimensions with two values: high and low. The resulting matrix provides the positions of actors under four categories:
- Beneficiaries: Potential beneficiaries are the most vulnerable; the intervention aims to improve their situation, but their participation may be limited.
- Partners: Partners are actors who can assist in the intervention due to their ability and autonomy to participate.
- Neutrals: Neutrals are actors with little relevance to the project and cannot influence it.
- Opponents: Opponents are those with little relevance to the intervention but a great capacity to influence the project negatively.
Problem Formulation Instruments
1. Problem Tree Analysis
The Problem Tree Analysis originated with a Japanese engineer who analyzed problems in Kawasaki factory assembly lines. It is used to detect problems in ‘quality circles’ and to interpret the hierarchical relationships between problems. Its true potential lies in its ability to sort and prioritize actions.
The process begins with a brainstorming session where problems within a community or social space are considered. To do this, participants note problems on cards. The results are then presented to all for analysis and formulation as distinct problems. Next, the central problem is identified, along with its root causes, concluding that the tree’s root represents the least visible issues.
The analysis continues by identifying the effects caused by the central problem, which represent the tree’s branches. These branches illustrate the visibility of problems through their effects.