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Integrating Management Tools with the Project Management Process

Integrating Management Tools with the Project Management Process. Working Group 3. Strengths Becomes ‘common currency/language’ among agencies/ governments Can clarify/focus thinking about outcomes/impact It is a multi-purpose tool (planning, implementation, M&E). Weaknesses

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Integrating Management Tools with the Project Management Process

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  1. Integrating Management Tools with the Project Management Process Working Group 3

  2. Strengths Becomes ‘common currency/language’ among agencies/ governments Can clarify/focus thinking about outcomes/impact It is a multi-purpose tool (planning, implementation, M&E) Weaknesses Like all tools -- is only as good as the people using it and the way it is used Strengths and weaknesses of Logframe as a tool

  3. How to avoid rigid application of Logframe? How to capture processes in Logframe planning? How to take cultural contexts better into account? How to reduce time and resources for Logframe planning? Use Logframe more often Define key points for its use in project cycle Define indicators for processes Use local expertise Adjust to local cultural setting More time and resources are needed How Logframe could be used more effectively

  4. Common agreement on meaning of impact Information collection and analysis should be driven by impact as defined by Logframe Should include 1- 2 simple key indicators for impact Training of all stakeholders Basic requirements of an M&E system to be impact oriented • Shared values on M&E purpose among partners • Use good mix of Q&Q tools at key points • Participation in M&E based on country context • Use existing experience with impact-oriented M&E

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