Project Management with Logical Framework Approach

Posted on Mar 23, 2025 in Business Administration and Innovation Management

Context, Control, and Knowledge in Project Management

Any proposed intervention inevitably alters the living conditions and social relations of various groups within a specific social context and time. These changes may have varying effects – positive, negative, or neutral – on the interests of each group. Consequently, the stances of those involved can range from active participation and collaboration to attempts to undermine the project.

The Logical Framework Approach (LFA) considers these factors during project formulation and in the development of the Project Planning Matrix (PPM). The PPM distinguishes between contexts that can be controlled and those that are merely known during the intervention. The project’s direct control is limited to the scope of its activities and immediate outcomes. Neither the broader aims nor the external environment can be considered fully under control. While the goals are known, they often originate from larger programs or depend on external conditions for their desired impact. Furthermore, social conditions influence both the project and its objectives, though we can only strive to understand them.

Historically, the lack of control has been a significant contributor to the failure of development projects. One proposed solution involved establishing procedures and instruments to acknowledge the areas beyond the project’s direct control. However, this proved insufficient. A more effective solution emerged: engaging stakeholders, particularly the beneficiaries, in the formulation and execution of the project. This participatory approach leverages the stakeholders’ superior contextual knowledge and the beneficiaries’ vested interest in the project’s success. Moreover, participation fosters the development of stakeholders’ skills, enabling them to contribute to future projects. Therefore, participation should be the central focus of any intervention.

A key challenge is identifying and analyzing the potential positions of different stakeholder groups within the project’s context. The LFA incorporates specific tools for this process. The primary objective is to understand the needs and circumstances of the target group, particularly the most vulnerable. This process identifies both beneficiaries and non-beneficiaries, utilizing the categorization proposed by the GTZ (German Agency for Technical Cooperation).

Stakeholder Categories

The GTZ categorization initially divides stakeholders into beneficiaries and non-beneficiaries. Beneficiaries are further categorized as:

  • Direct Beneficiaries: Those who directly benefit from the project.
  • Indirect Beneficiaries: Families of workers in care centers, health services, etc.

Non-beneficiaries are subdivided into four categories:

  • Neutral: Those unaffected by the project.
  • Excluded: Those who are unintentionally left out.
  • Disadvantaged: Those who are negatively impacted.
  • Opponents: Those who actively oppose the project.

This categorization, while useful, can be enhanced by including two additional groups within the LFA analysis: Donors and Experts.

Methodological Conception of Projects with LFA

The LFA’s methodological description addresses the fundamental question: How is a project created and executed?

The Generic Logic: Cycle and Process

The Logical Framework Approach views a project as a cyclical, continuously open, and assessable process. Each stage concludes with a forward momentum, often marked by an analysis of outcomes and the issuance of a specific document or report.

According to the LFA, a project begins with an identification stage. During this stage, participants define the problems affecting the most vulnerable populations, identify the specific objective the project will address, and explore potential execution alternatives. Next, the project design is developed, calculating the necessary economic and human resources for the planned activities. The project is then formalized in a document. Following formal adoption and agreement among donors and intermediaries, the project is implemented. Monitoring is conducted throughout this stage to ensure adherence to the schedule. Finally, the project is evaluated against predetermined criteria. This evaluation does not necessarily signify the end of the intervention; rather, the results are integrated with others to address a larger problem.

Project planning, within the LFA, is a process that progresses from general concepts to specific details.