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Transcript of Swot Analysis
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Results-Based Management:
Logical Framework Approach 28 – 30 September, 2005
Putrajaya, Malaysia
UNITED NATIONS STATISTICAL INSTITUTE FOR ASIA & THE PACIFIC
(SIAP)CHIBA, JAPAN
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RBM and Logical Framework RBM and Logical Framework Approach (LFA)Approach (LFA)
The LFA is an RBM tool used for systematic planning, implementing, The LFA is an RBM tool used for systematic planning, implementing,
monitoring, and evaluating projects/ programmes.monitoring, and evaluating projects/ programmes.
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The Logical Framework The Logical Framework Approach (i)Approach (i)
Features of LFAFeatures of LFA : : stakeholder involvementstakeholder involvement needs-based approachneeds-based approach logical intervention approachlogical intervention approach framework for assessing relevance, framework for assessing relevance,
feasibility and sustainabilityfeasibility and sustainability
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The Logical Framework The Logical Framework
Approach (ii)Approach (ii) Features of LFAFeatures of LFA : :
results-oriented – not activity driven
logically sets objectives and their causal relationships
shows whether objectives have been achieved: Indicators (for M&E)
describes external factors that influence the project’s success: assumptions and risks
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Main steps:Main steps:• Stakeholder AnalysisStakeholder Analysis• SWOT AnalysisSWOT Analysis• Problem Tree AnalysisProblem Tree Analysis• Objective Tree AnalysisObjective Tree Analysis• Logical Framework MatrixLogical Framework Matrix• Monitoring and evaluationMonitoring and evaluation
LFA Key FeaturesLFA Key Features
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Stakeholder is any individuals, group Stakeholder is any individuals, group or organization, community, with an or organization, community, with an interest in the outcome of a interest in the outcome of a programme/project.programme/project.
Stakeholder AnalysisStakeholder Analysis
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Purpose:Purpose: To identify: To identify:
The needs and interest of stakeholders The needs and interest of stakeholders
The organizations, groups that should The organizations, groups that should be encouraged to participate in be encouraged to participate in different stages of the project; different stages of the project;
Potential risks that could put at risk Potential risks that could put at risk programme;programme;
Opportunities in implementing a Opportunities in implementing a programme;programme;
Stakeholder AnalysisStakeholder Analysis
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SWOT Analysis (i)SWOT Analysis (i)Purpose:Purpose: To assess the performance and To assess the performance and
capacity of the participating units, capacity of the participating units, divisions of organization. divisions of organization.
Each participating unit has to Each participating unit has to undertake SWOT analysis.undertake SWOT analysis.
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SWOT Analysis (ii)SWOT Analysis (ii) SWOT analysis is a tool for SWOT analysis is a tool for
institutional appraisal and a institutional appraisal and a brainstorming exercise in which the brainstorming exercise in which the representatives of the organization representatives of the organization participate fully.participate fully.
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SWOT Analysis (iii)SWOT Analysis (iii)SWOT stands for: SWOT stands for: StrengthsStrengths - the positive internal - the positive internal
attributes of the organisationattributes of the organisation WeaknessesWeaknesses - the negative internal - the negative internal
attributes of the organisationattributes of the organisation OpportunitiesOpportunities - external factors which - external factors which
could improve the organisation’s could improve the organisation’s prospectsprospects
ThreatsThreats - external factors which could - external factors which could undermine the organisation’s prospectsundermine the organisation’s prospects
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Purpose:Purpose: - to identify major problems and - to identify major problems and their main their main causalcausal relationships. relationships.
Output:Output: problem tree with cause and effectsproblem tree with cause and effects
Problem Tree AnalysisProblem Tree Analysis
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Steps in Undertaking Problem Steps in Undertaking Problem Tree Tree
1.1. Identify the major problems that the Identify the major problems that the project will address. State problems in project will address. State problems in negative manner.negative manner.
2.2. Group problems by similarity of concerns.Group problems by similarity of concerns.
3.3. Develop the problem tree:Develop the problem tree:a)a) Select a focal problem from the list and relate Select a focal problem from the list and relate
other problems to the focal problem.other problems to the focal problem.
b)b) If the problem is a cause of the focal problem If the problem is a cause of the focal problem it is placed below the focal problemit is placed below the focal problem
c)c) If the problem is an effect of the focal If the problem is an effect of the focal problem is goes above problem is goes above
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Problem Tree
CAUSE
EFFECT
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Analysis of ObjectivesAnalysis of Objectives Transforming the problem tree into an Transforming the problem tree into an
objectives tree by restating the objectives tree by restating the problems as objectives.problems as objectives.
Problem statement converted in to Problem statement converted in to positive statementspositive statements
Top of the tree is the end that is Top of the tree is the end that is desireddesired
Lower levels are the means to Lower levels are the means to achieving the end.achieving the end.
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Objectives Tree Objectives Tree
Ends
Means* Project Cycle Management Guide, 2004
*
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The relationship between the The relationship between the problems tree and the objective problems tree and the objective
treetree
PROBLEM TREEPROBLEM TREE OBJECTIVE TREEOBJECTIVE TREE Focal problem Focal problem Project PurposeProject Purpose
EffectsEffects OverallOverall Objectives Objectives
CausesCauses ResultsResults
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Strategy Analysis (i)Strategy Analysis (i) The aim of strategy analysis is division of The aim of strategy analysis is division of
the objectives tree into more consistent the objectives tree into more consistent smaller sub-units that may, compose the smaller sub-units that may, compose the core for a project.core for a project.
Each of the sub-units of the objective tree Each of the sub-units of the objective tree can represent an alternative strategy for can represent an alternative strategy for the future project. the future project.
The project objectives set the framework The project objectives set the framework for the strategy of the project. for the strategy of the project.
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Strategy Analysis (ii)Strategy Analysis (ii) Criteria for selection of the project strategy: Criteria for selection of the project strategy:
1. RELEVANCE: the strategy corresponds to the 1. RELEVANCE: the strategy corresponds to the needs of the stakeholders.needs of the stakeholders.
2. EFFECTIVENESS: the lower level objectives of 2. EFFECTIVENESS: the lower level objectives of the strategy will contribute to achievement of thethe strategy will contribute to achievement of the project purposeproject purpose
3. EFFICIENCY: cost-effectiveness of the strategy 3. EFFICIENCY: cost-effectiveness of the strategy in transforming the means into results.in transforming the means into results.
4. CONSISTENT with development policies4. CONSISTENT with development policies 5. SUSTAINABILITY of the project5. SUSTAINABILITY of the project 6. ASSUMPTIONS and RISKS6. ASSUMPTIONS and RISKS
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The Logframe MatrixThe Logframe Matrix
The main output of the LFA is the logframe The main output of the LFA is the logframe
matrix.matrix. The Logical Framework Matrix is used to The Logical Framework Matrix is used to
present information about project objectives, present information about project objectives,
outputs and activities in a systematic and outputs and activities in a systematic and
logical way. logical way. The basic Logframe matrix contains 16 cells The basic Logframe matrix contains 16 cells
organized into 4 columns and 4 rows, as organized into 4 columns and 4 rows, as
indicated in the next slide:indicated in the next slide:
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The Logical Framework Matrix
Objectives & activities
Purpose/ (Outcome)
Goal (Impact)
Outputs
ActivitiesMeans
IndicatorsMeans of
verificationAssumptions
What needs to be fulfilled
before activities can
start
Pre-conditions
Cost
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Assumptions (i)Assumptions (i) Describe necessary internal and external Describe necessary internal and external
conditions in order to ensure that the conditions in order to ensure that the activities will produce resultsactivities will produce results
Assumptions are risks, which can Assumptions are risks, which can jeopardize the success of the projectjeopardize the success of the project
Are worded positively, i.e. they describe Are worded positively, i.e. they describe circumstances required to achieve certain circumstances required to achieve certain objectivesobjectives
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Assumptions (ii)Assumptions (ii) Should be relevant and probableShould be relevant and probable
If an assumption is not important or If an assumption is not important or almost certain: Do not includealmost certain: Do not include
If an assumption is unlikely to If an assumption is unlikely to occur: Killer assumption – abandon occur: Killer assumption – abandon projectproject
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Assumptions (iii)Assumptions (iii)
Example of Assumptions for the Example of Assumptions for the Goal and Purpose: Goal and Purpose: Political – stability of NSO and Political – stability of NSO and
government staffgovernment staff Economic – sustainable economy Economic – sustainable economy Etc.Etc.
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Assumptions (iv)Assumptions (iv)
Example of Assumptions:Example of Assumptions: Adequate funds materials.Adequate funds materials. Skilled people – training needs.Skilled people – training needs. Approvals & contracts – legal, Approvals & contracts – legal,
administrative.administrative. Participation of stakeholders.Participation of stakeholders.
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The logical frameworkThe logical framework
Outcome
Impact
Outputs
Activities
Assumptions
Assumptions
Assumptions
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Indicators (i)Indicators (i) Indicators measure to verify to what extant the Indicators measure to verify to what extant the
results are achieved.results are achieved. Specify how the achievement of an objective can Specify how the achievement of an objective can
be verified or demonstratedbe verified or demonstrated Provide a basis for Monitoring and EvaluationProvide a basis for Monitoring and Evaluation 3 Dimensions of Indicators3 Dimensions of Indicators
QuantityQuantity QualityQuality TimeTime
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Indicators (ii)Indicators (ii)
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Means of VerificationMeans of Verification Tools or means to obtain the
information required by the indicators Include:
project documents field verification ad-hoc studies
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Results Chain & Logical Framework Matrix
RBM
Result
Result
Result
Goal/Impact
Result
Purpose/Outcome
Output
Activities
LFA
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Monitoring and EvaluationMonitoring and Evaluation
Based on the logical frameworkBased on the logical framework Strengthens accountability and Strengthens accountability and
transparencytransparency Provides information for effective Provides information for effective
managementmanagement Helps determine what works well Helps determine what works well
and what requires improvementand what requires improvement Builds knowledge Builds knowledge
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Purpose of Monitoring and Purpose of Monitoring and EvaluationEvaluation
It is the continuous process of It is the continuous process of collecting, processing and collecting, processing and assessing information about the:assessing information about the: Project implementationProject implementation Project progressProject progress Project impact and effectsProject impact and effects Project environmentProject environment
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Monitoring (i) Monitoring (i)
Continuous function that aims to Continuous function that aims to provide early indications of provide early indications of progress or lack thereof in the progress or lack thereof in the achievement of resultsachievement of results
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Monitoring (ii)Monitoring (ii) Assumes the validity of the Assumes the validity of the
existing planexisting plan Takes place at project levelTakes place at project level Is the responsibility of the project Is the responsibility of the project
managementmanagement Is based on the indicators defined Is based on the indicators defined
in the logical frameworkin the logical framework
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Monitoring ResponsibilityMonitoring Responsibility Project ManagementProject Management
ActivitiesActivities Output indicatorsOutput indicators Early outcome indicatorsEarly outcome indicators
Project Target GroupProject Target Group Outcome indicatorsOutcome indicators Impact indicatorsImpact indicators
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EvaluationEvaluation Time-bound exercise to assess the Time-bound exercise to assess the
relevance, performance and success of relevance, performance and success of on-going or completed projectson-going or completed projects
Questions the validity of existing Questions the validity of existing planningplanning
Is related to the impact of a projectIs related to the impact of a project Opens the mind for strategic Opens the mind for strategic
adjustmentsadjustments
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Evaluation Quality CriteriaEvaluation Quality Criteria Relevance (overall)Relevance (overall) Efficiency (activities, outputs)Efficiency (activities, outputs) Effectiveness (outputs, outcome)Effectiveness (outputs, outcome) Impact (outcome, impact)Impact (outcome, impact) Sustainability (outcome, impact)Sustainability (outcome, impact)