An investment project arises as a response to an idea, which seeks an intelligent solution to a problem statement, tending to solve a human need (^{Sapag and Sapag, 2008}).

In this sense, in order to specifically address the needs in the social area, the design of invest ment projects is used, in order to induce a change from the initiatives of those directly and indi rectly affected by a given problem (^{Baca and Herrera, 2016}).

In this regard, for the design, planning, execution and evaluation of plans, programs and projects oriented to objectives, the Logical Framework Methodology (MML) became one of the main tools used by various non-governmental, public and private organizations (^{Arenas, 2013}).

The MML was developed by Leon Rossenberg and Lawrence Posner in 1969, specialists from the consulting firm Practical Concepts Inc., who was contracted by the United States Agency for International Development in order to have a tool to improve the quality of social investments.

According to the creators of the MML, with the use of this methodology the three main de fects identified in development projects at that time were overcome: too imprecise planning, ambiguous managerial responsibility and excessively controversial evaluation (^{Culebro and Barragán, 2014}).

This MML contemplates two stages, the first, in which the problem and the solution alternatives are identified. For this, an analysis of the current situation in which the problem arises is requi red; Based on this analysis, a vision of the desired scenario is created and, according to this, the strategies required to achieve it are established. The second, which corresponds to planning, that is, the moment in which an operational plan is drawn up based on the idea of the project (^{Culebro and Barragán, 2014}).

It is important to indicate that the analyzes that must be carried out in the first stage are: those involved, problems, objectives and strategies; and, in the second stage, the logical framework matrix is elaborated.

The aforementioned matrix is presented with four columns and four rows; the columns provide information that corresponds to a narrative summary of the objectives, objectively verifiable indicators, the means of verification and the assumptions considered in the planning. For its part, the rows contain information on the purpose, purpose, components and activities of the investment project (^{Ecured, 2022}).

In this sense, ^{Ortegón, Pacheco and Prieto (2005}) carry out a breakdown of the information pre sented in the narrative summary, on the end and the purpose. Regarding the end of a project, they indicate that this represents a strategic development objective; therefore, the impact it pursues is emphasized. At the same time, the authors clarify that the execution of other projects is probably required to achieve this goal. Regarding the purpose, they mention that this refers to the expected result at the end of the project execution period. They continue explaining, ^{Ortegón et al. (2005}), that in the framework of project management, the manager requires indicators that can be objectively verified to avoid confusion when evalua ting the activity and the objectives pursued by the project; For this purpose, it is important that the indicators have the attributes of quantity, quality, space and time.

Likewise, the detail of the means that allow the verification of the execution of the activities that are required, and the identification of the external factors that contribute to the achievement of the objectives at their different levels, are necessary when evaluating a project.

Finally, the effectiveness of this tool lies in the hierarchical and concatenated arrangement of substantial information