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Presentation peter pfeiffer@pan-african-pmc_2017_24_05


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Points to the lack of meso management, that connects the strategic macro level with the micro management of interventions. Explains how the New Logical Framework can help to bridge the gap.

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Presentation peter pfeiffer@pan-african-pmc_2017_24_05

  1. 1. Dr. Peter Pfeiffer The New Logical Framework Integration of Strategy and Delivery of Development Projects Dr. Peter Pfeiffer, PhD, PMP MPP - MANAGEMENT DE PROJETOS E PROCESSOS SISAAG – MANAGEMENT SUPPORT SYSTEM
  2. 2. Dr. Peter Pfeiffer Overview Context: Development Challenge (1): Complexity Gap: Strategy - Execution Link: New Logical Framework Challenge (2): Management & Leadership Issues: What do to?
  3. 3. Dr. Peter Pfeiffer The Context: Development ▪ Process of economic and social transformation ▪ Change ▪ New direction ▪ New structure ▪ Effectiveness ▪ Sustainability
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  5. 5. Dr. Peter Pfeiffer Common assumptions in Project Management are... Complex units com be understood by breaking them down Processes and time are controllable There is a direct relation between inputs and outputs Results can be predicted and, if necessary, repeated.
  6. 6. Dr. Peter Pfeiffer
  7. 7. Dr. Peter Pfeiffer
  8. 8. Dr. Peter Pfeiffer Reasonable doubts ... Does the command and control model work? How much certainty do we have? What is the importance of the relation between a project and its environment? Are project simple, complicated or complex? How to deal with these issues?
  9. 9. Dr. Peter Pfeiffer If we imagine a Development Project as a journey, what would it look like?
  10. 10. Dr. Peter Pfeiffer The Challenge (1): Complexity ▪ Relatively new approach in Project Management ▪ Systems thinking ▪ Project as a system An organized, purposeful structure that consists of interrelated and interdependent elements, which continually influence one another
  11. 11. Dr. Peter Pfeiffer Simple: controllable, predictable can be repeated or reproduced; Complicated: limited control; partially predictable; can be repeated. Complex: control extremely limited; unpredictable; cannot be repeated or reproduced; Chaos: No control; totally unpredictable; cannot be repeated. Project as a System simple complicated complex chaos Close to certainty Far from certainty Closeto agreement Farfrom agreement Based on Ralph Stacey
  12. 12. Dr. Peter Pfeiffer El sistema complejo Objectives Impacts Input Output
  13. 13. Dr. Peter Pfeiffer Implications for Project Management ▪ Transformational processes are complex ▪ Complexity implies in limited predictability ▪ Complexity implies in limited control ▪ Management processes need to be flexible ▪ Management tools need to be adequate
  14. 14. Dr. Peter Pfeiffer The Gap: Strategy - Execution Level Scope Focus Approaches Macro  Development Policies  Sector strategies  Governmental programs Benefits and sustainability oriented Strategic Planning Sector Planning Organizational Planning Meso  Intervention strategies  Program/project design  Resource planning  Monitoring & Evaluation of deliverables and impacts  Stakeholder integration  Communication Outcome and change oriented Benefits Management Monitoring Risk Assessment Micro  Project planning  Resource Management  Implementation  Activities and deliverables Input and output oriented Scheduling Budgeting Tracking
  15. 15. Dr. Peter Pfeiffer The Link: New Logical Framework
  16. 16. Dr. Peter Pfeiffer It is a management tool mainly to design, monitor and evaluate development projects. The New Logical Framework is a matrix using two complementary rationales: Intervention Rationale ▪ Goals ▪ Outcome ▪ Outputs ▪ Impact Indicators ▪ Sources ▪ Assumptions Production Rationale ▪ Outputs ▪ Key deliverables ▪ Resources ▪ Preconditions What is the New Logical Framework?
  17. 17. Dr. Peter Pfeiffer Production Rationale Information for the monitoring of the projectInterventionRationale Goal Outcome / Purpose Outputs Deliverables Recourses Preconditions Impact Indicators Sources Assumptions New Logframe Structure
  18. 18. Dr. Peter Pfeiffer Goal Outcome Outputs Future situation to which the project intends to contribute Desired changes; direct benefits of the intervention Goods or services produced by the project Intervention Rationale
  19. 19. Dr. Peter Pfeiffer Outputs Deliverables Recourses Preconditions Production Rationale Sub products of the output, delivered by the project Necessary human and material recourses Goods or services produced by the project Basic conditions to enable the project
  20. 20. Dr. Peter Pfeiffer Outcome Indicators Sources Assumptions Information for the Monitoring Reference for measurement of the effects Expected future situations as effect of the project Location/ documents for proof of the effects Factors outside of direct management control Goals Indicators Sources Assumptions
  21. 21. Dr. Peter Pfeiffer Lógica da ProduçãoDeliverables Resources Preconditions Goal Outcome Outputs Effects from the Intervention (not directly manageable) Production Process (manageable) Manageability of the Project
  22. 22. Dr. Peter Pfeiffer New Logframe Project Title: Created: Projeto Duration: Revised: Responsible Institution: Revised: Executing Organization: Intervention Rationale Impact Indicators Sources Important Assumptions Goal: Outcome/ Purpose: Expected Outputs Key Deliverables Required Inputs Preconditionsto meet the Outputs 1.1 1.2 1.3 1.4 1.1 1.2 1.3 1.4 2.1 2.2 2.3 2.4 2.1 2.2 2.3 2.4 Basic Information about the project Information for the Monitoraring of the Project Production RationaleIntervention Rationale
  23. 23. Dr. Peter Pfeiffer Level Role Required skills Connections Strategic Leadership • Decision marker; • Portfolio Management; • Program Management; Policies: Transform social needs and political demands into policies. Social leadership: influence leaders of social groups, communities or entire societies. Strategic vision: Create long term goals and motivate for them. Meso Leadership • Program Management; • Senior Project Mgmt. Strategic vision: Understand long term goals and envision how to achieve them. Communication: Develop and maintain internal and external institutional relationships. Cooperation: identify and recruit potential allies; coordinate with other actors who share similar goals. Change management: identify potentials for change and foster them, balancing with risks and their impacts. Implementation strategy: Develop and guide strategies for action. Project Leadership • Project Management Professional Management: Subject matter knowledge, Interpersonal and team leadership skills, Organization, Time management, Communication. Doing the right things Doing things right The Challenge (2): Management & Leadership
  24. 24. Dr. Peter Pfeiffer Using the New Logical Framework ▪ Strategic Management ▪ Accountability ▪ Guidance for Project Managers ▪ Risk Management ▪ Benefits Management The NLF is more effective when it is … ▶ part of a methodology. ▶ used in a collaborative manner. ▶ used as a dynamic tool for design and monitoring ▶ understood as a communication tool ▶ Used by well trained managers with meso leadership capacities
  25. 25. Dr. Peter Pfeiffer Some Issues: What to do about … Context: Does PM improve the general conditions, or does it need better conditions to be effective? Complexity: How compatible are the rationality of PM and complex systems? Strategy–Execution Gap: How can it be bridged? Management & Leadership: How important are they to leverage development?
  26. 26. Dr. Peter Pfeiffer What is development? What does it look like? How do we get there?
  27. 27. Dr. Peter Pfeiffer Management de Projetos e Processos Peter Pfeiffer, PhD, PMP Management Consultant