A moderator or facilitator needs to help others determine:

• a broad enough Entity,
• and invite valuable participants WHO want to share required information and criticism,
• a safe environment by setting the room and mixing participants,
• the organizational context (‘force field analysis’),
• a mutual understanding WHY a change is required; what real existing problems block progress,
• WHAT the project can realistically achieve (Results) and what not (Assumptions for monitoring),
• WHAT this will actually mean; the indicators,
• WHAT the project can do and what not (Assumptions for monitoring),
• who will be responsible for the implementation and
• the required organizational capacity by assessing internal organizational obstacles and design the organizational capacity plan (the ‘HOW will it happen’ matrix).

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Even the experts still discuss primarily the LFA and OM tools to determine the expected outcomes and assumptions of interventions.

Indeed it is about the total ‘package’ of components that influence life in different environments and worlds and applies for example tothe vegetable farmer who needs quality seeds, water in good quantity and quality at the right time, good soil, knowledge, good weather, demand and market facilities, transport, good consumer price, packaging, information, funds and entrepreneurship (risk taking) and maybe even CSR among others.

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Interestingly with the introduction of Results Based Management we noted a decline of interest in LFA … This is interesting indeed as LFA is the basic instrument for RBM … Moreover, as the general observation is that LFA is very poorly applied, interest should actually be higher ….

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We observe an interesting phenomena that many publications and training courses refer to Project or Programme Cycle Management (PCM) while these actually describe the Logical Framework Analysis or Approach (LFA).

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