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 1. General questions

 1.1. What are the origins of the Logical Framework?

The Logical Framework has its origins in mathematics and especially in the science of 'Operations Research' and is mentioned in the context of planning techniques used by the American army in the 1950s. In the 1960s, USaid introduced the Logical Framework as a planning tool in development operations. However realising the fundamental limitations of a planning tool as such, in the 1970s the GTZ added the analysis phase, which uses METAPLAN techniques.

 1.2. What is the Logical Framework matrix?

The Logical Framework matrix is a visually oriented planning tool that uses four rows and four columns. The project purpose, results activities and corresponding assumptions and 'pre-conditions' of an intervention are presented in the 1st and 4th columns. The 2nd and 3rd columns are used to specify the objectives mentioned in the 1st column with objectively verifiable indicators and means of verification. The presentation within the matrix can be modified by placing the results next to each other in the 1st column, and the corresponding 'indicators' and list of 'activities' underneath each 'result'.

The presentation within the matrix can be modified by placing the 'results' next to each other in the 1st column, and the corresponding 'indicators' and list of 'activities' underneath each 'result'.

 1.3. What is to be understood by the Logical Framework Approach or Logical Framework Analysis (LFA)?

The term Logical Framework Approach or Analysis (LFA) is used interchangeably. It consists, in all cases, of both the analysis and planning phases. LFA used in a planning situation is synonymous with GOPP.

LFA is often confused with the Logical Framework matrix. The matrix is simply the '4 x 4' visualisation of the end product.

 1.4. What is Goal Oriented Project Planning (GOPP)?

G.O.P.P. stands for Goal Oriented Project (Programme or Participatory) Planning. It is also known as O.O.P.P. (Objective Oriented Project Planning). In French G.O.P.P. is known as P.I.P.O. (Planification d'Intervention Par Objectifs), and in German as Z.O.P.P. (Ziel Orientes Projekt Planung). Logical Framework Planning (LF) is also used as a term. All such terms are based on similar principles and steps and these are presented in the document entitled 'Planning Procedures'.

 .5. What is the Metaplan technique?

Metaplan is a communication technique that uses coloured cards, marker pens and large sheets of Kraft paper for visualising, analysing and recording ideas and information in meetings and workshops. Because each fact or idea is written separately on a card, the resulting information and/or ideas can be read and remembered easily. They can also be organised on the charts to show relationships and differences.

 1.6. What is Project Cycle Management (PCM)?

Project Cycle Management (PCM) is a combination of concepts, techniques, instruments and practices that enable desk-officers and project cycle managers to steer different projects and programmes through the phases of the project cycle, on the basis of informed decisions.

• Management concepts: Use of selected analytical processes to assess the relevance, feasibility and sustainability of a concept.
• Management techniques: Skills that can be used to perform project cycle management tasks more efficiently or effectively. These include the assessment technique for project proposals and project planning by objectives.
• Management instruments: Aids or guidelines to support a particular task in project cycle management, e.g. the Basic Format and the format for Terms of Reference.
• Management practices: A set of procedures used during the life-cycle of a project to help those responsible for planning and implementation to make decisions, e.g. whether or not to increase beneficiary involvement. For more information consult the document entitled 'PCM, a tool for Aid Effectiveness'.

 1.7. What are the strengths of the LFA or GOPP Planning technique?

The primary strength of the technique is considered to be the principle of basing all planning on the analysis of existing problems, as perceived by those who actually have to deal with them. This anchors each plan in reality, assures its relevance and ensures that the interests of the 'beneficiaries' are served first and foremost, rather than those of the 'suppliers'.

 1.8. What are the limitations of an LFA workshop?

• The skill of the moderator and the quality of the Terms of Reference determine the success of an LFA workshop. The moderator guides participants through each procedure in the workshop with the aim of identifying a well thought-through objective. Open-minded communication with the individuals present in the workshop - each of which represents a specific point of view - is a complex process and demands a strong, determined individual who is also flexible, creative, objective and independent-minded. Mismanagement of such a workshop is likely to lead to chaos, conflict, disappointment and demoralisation, and an 'outsider' is thus required to act as a professional moderator.
• An LFA planning workshop calls for the presence of individuals who not only represent key stakeholders/beneficiaries, and thus bring with them essential knowledge of the problematic situation. It also calls for those present to have the authority to make operational decisions on behalf of the entity they represent.
• The communication method applied in a GOPP workshop limits participation to an optimum number of 15.

 1.9. What other planning instruments are available?

By definition planning means formulating ideas to be materialised in the future. Planning can thus be seen as 'dreaming' and carries with it the inherent risk of planning for illusions. Planning techniques, such as LENS, start from a common vision or mission and aim to resolve obstacles that are perceived to be in the way. These obstacles can actually be seen as a type of 'dream', as they may or may not occur in the future and can only be anticipated on the basis of previous experience.

 1.10. When and under which circumstances can you use LFA?

In principle LFA can be used to analyse a problematic situation and identify corresponding 'objectives' and 'solutions', whatever the circumstance or environment. LFA can be used during each phase of the project cycle, both to design and to assess the logic of an intervention. During the implementation phase, LFA can be used to make transparent agreements on the management and monitoring of the project.

 1.11. Which organisations have adopted LFA as a tool for project cycle management?

A complete list of organisations that adhere to LFA is not available. In some cases individuals within an organisation use the tool, even though it has not been adopted by the organisation itself.

Norad - Norway; Sida - Sweden; Danida - Denmark; WWF for Nature; EC - DG Development; EC - EuropeAid; Min. of Health - Cameroon; Italian Regional Development organisations - Calabria; EC - DG XIII; DGIS - Belgium; International Federation and National Societies of Red Cross and Red Crescent.

 1.12. Why is the use of LFA sometimes made obligatory?

LFA is often made obligatory by donors because it is assumed that using the tool makes for higher quality proposals, in that their design is more relevant to the beneficiaries, they are likely to be more feasible and the potential for sustainability is greater. In addition, because documentation must follow well-designed guidelines, proposals are more focused and transparent, and administrators can more easily assess and manage them..

 1.13. What is meant by beneficiaries?

Beneficiaries refer to those whose problems are addressed by a particular development project. Beneficiaries should not be confused with staff in implementing agencies. Note that in EU jargon, beneficiary means the party that has signed the contract for a particular EC project.

 1.14. What is meant by target groups?

Target groups are specific intermediary actors who carry out project 'activities' and provide project 'services' to the beneficiaries. The role and responsibilities of target groups is often addressed within the framework of a project. This is intended to strengthen and support the organisations responsible for implementation of project 'activities'.

 1.15. What is meant by recipients?

Recipients refer to those who benefit from a particular project. This may include beneficiaries, target groups and suppliers.

 1.16. What is meant by suppliers?

Suppliers are institutions responsible for the delivery of 'results' vis a vis beneficiaries or target groups.

 1.17. What is a moderator?

A moderator is an independent facilitator who applies a variety of well-tested, participatory, GOPP-related procedures during a workshop.

• apply analysis and planning procedures in a flexible fashion in response to the needs of those in the workshop;
• An LFA planning workshop calls for the presence of individuals who not only represent key stakeholders/beneficiaries, and thus bring with them essential knowledge of the problematic situation. It also calls for those present to have the authority to make operational decisions on behalf of the entity they represent.
• encourage the full participation of all participants;
• remain neutral and non-affiliated;
• practise patience, keep smiling and remain friendly, irrespective of the situation.

 1.18. What is a facilitator?

A facilitator is anyone who guides a group of people through a process. As such, a facilitator can use any type of technique and procedure and may facilitate any type of process. Often an objective has been set beforehand, although this may not always be necessary.

 1.19. What is a process consultant?

A process consultant proposes procedures for:

• making problem solving more effective;
• encouraging teams and groups to make better decisions;
• ensuring that groups focus on their targets and goals;
• enabling clear agreements to be made about the work to be done.

 1.20. Why is a standard format used for all documents in the project cycle?

The use of a standard format for all documents in the project cycle ensures that essential information is verified and processed whenever it becomes available. A standard format facilitates the writing of documents and makes them more legible and transparent for project cycle managers.

 1.21. Why is a workshop different from a seminar?

A workshop is an event of one or more days during which participants contribute fundamental information. In the case of an LFA workshop, the external facilitator or moderator is responsible for the procedures used within the workshop. The facilitator's primary task is to encourage participants to express their opinions and ideas. These are then given clarity and focus with the aim of reaching mutual understanding or, in some cases, consensus. The moderator does not bring in additional knowledge on the subject. A seminar however, is intended, primarily, to provide participants with additional knowledge and skills (in our case often about the PCM or GOPP method used). The trainer provides the knowledge or approach to learning.

 1.22. How are the procedures for a planning workshop (gap analysis) designed?

First of all, the project entity and stakeholders are identified. The gap that needs to be bridged is then discovered by analysing the existing problems and perceived obstacles that prevent each stakeholder from collaborating in pursuit of the 'desired mental state'. The desired mental state is the state that needs to be reached to obtain commitment to moving forward with the project. In other words, by the end of the workshop, the position of each participant must be clear in terms of whether or not they intend to contribute resources, such as time, information, funds, materials and staff, to the project. Once the gap has been identified, workshop procedures and steps to be taken are determined and their feasibility assessed. This will involve looking at the number of participants to be invited, the estimated scope of the project entity, the problems likely to arise within the time available, the complexity of the issue, the disparity of ideas and perceptions, etc.

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