Introduction to

Logical Framework Analysis and Project

Preparation Techniques
_
 What is a project?
A project is a set of well defined resources
dedicated to achieve specific results in a defined
period of time
It is developed to meet the development needs
The core of the project design therefore is
deciding:
WHAT to improve or change
HOW the project can bring about or contribute to the
improvement or change
Two approaches to
designing projects
They are:
Product or activity driven
Change or result driven
Activity driven old method
If we engage in these
Activity activities

Then we develop products

Outputs

Outcomes Then we identify who uses them

The individuals and institutions

Impacts Then we identify the changes

we hope will happen
 If we identify what changes
Impact are needed in the condition of
the people and environment..

Then we identify changes

Outcomes needed in intermediate
organizations & in individuals

Outputs Then we need to deliver

These products

Activities Therefore we need to engage

in these activities
Approaches to generating
results
Different development agencies use different
approaches
Common ones are:
The Logical Framework Analysis (LFA)
ZOPP (Objective Oriented Project Planning)
Results Based Management (RBM)
Basic Principles
Develop projects based on thorough
understanding of situation to improve
Participatory process involve stakeholders
Develop clear logical achievable objectives
Select results that make a significant
contribution to improving condition
Make explicit cause and effect relationship
Establish and use monitoring systems.
What is LFA?
It is a conceptual framework of the project.
Logical Framework is a one-page summary
of a project design;
The framework is a four-by-four matrix and
each box contains specific information
about the project;
The matrix is formulated on the logic of
development hypothesis, i.e. if-and-then
logic.
What is LFA?
LFA is a results-based tool for
conceptualizing, designing, implementing,
monitoring and evaluating projects

An LFA provides:
Structure to the project planning process;
Helps to communicate essential information
about the project to the stakeholders in
an efficient, and easy-to-read format
 Why LFA?
Because project managers need:
A logic model that also includes performance
measures
A tool to organize their thinking
A flexible results-driven planning tool
Easy to update to cope with very dynamic
situations
Products that are easily understood by others
Methods that are widely accepted
 Steps In The LFA
Needs Analysis
Situation Analysis
Stakeholder Analysis
Logic model
Identify areas of change
Prioritizing
Intervention Logic
Identifying performance measures
Indicators
Means of verification
 The Logical Framework Format

Intervention Objectively Means of Risks/Assu-

Logic Verifiable Verification mptions
Indicators

Overall
Goal

Project
Purpose

Outputs

Activities

Pre-Condition
 Definitions
Intervention logic It is a narrative summary
describing the hierarchy of the projects objectives
and makes the distinction between program strategy
(Overall Goal), project impact (Project Purpose),
project deliverables (Outputs) and the key activities
(Activities). Or in short
What the project will do to bring about change. An
outline of the theory of action
Indicators - Evidence of achievement that can be
objectively verified
Means of Verifications - Where the information to
verify means will be found
Risks and assumptions Conditions necessary for
success. Factors outside the control of management
that can influence achievement of results
OVERALL GOAL
Represents the long term ideal situation
Also known as development objective, long-
term development objective and other names;
Long term means 10-15 years
Project contributes to fulfill goal but does not
take responsibility to achieve it.
PURPOSE
What the Project is committed to achieve
within the agreed timeframe
Equivalent to project objective, Intermediate
Result, Immediate Objective, Medium Term
Developmental Result and other names
 Results
A break-down of the Purpose in a small
number (3-7 recommended) of more
specific and concrete results/outputs
Also known as outputs, short-term
development results, Product etc.
 LFA Terminology
Today (?) Netherlands European World Bank
Union
Long Term Development Overall Development
Objective Objective Objective Objective
Project Immediate Project Project
Objective Objective Purpose Development
Objective
Specific Outputs Results Outputs
Objectives
Activities Activities Activities Activities
 Results versus Planning Language

Goal Impact

Purpose Outcome

Results Output

Activities Activities

Input Input
 Indicators
These are the tools for measuring change over a
period of time;
Specific information that provides objective
evidence about the achievement of planned
impacts, outcomes, outputs and activities.
Describe overall objectives, project purpose and
results into operationally measurable terms
(quantity and quality, target groups(s), time and
place)
Should give an adequate picture of the situation
and be measurable in a consistent way at an
acceptable cost
 Classifying Indicators
Two common ways:
Quantitative versus Qualitative:
Quantitative - can be measured or
counted
Qualitative non quantitative

Direct versus Proxy:

Direct provides a direct measure
Proxy indirect measure
 Characteristics of a Good
Indicator

The Objectively Verifiable Indicators (OVI) should

be:
Specific : including (where appropriate) clear
targets;
Measurable: in terms of quality and/or quantity;
Achievable : at an acceptable cost;
Relevant : to what they are supposed to measure;
Timely : produced in due time to be useful for
project management
 Indicators What are they?

An indicator is a unit of measurement

E.g. kilometres of road, population numbers

An indicator tells us something about changes in a

system
e.g. Financial indicators (stock markets up / down)

An indicator helps to quantify and simplify

phenomena and helps us understand complex
realities
 Key Note!

Indicators require good data, based on

monitoring
Indicators can help identify uncertainty, but not
eliminate it
Sets of indicators evolve over time
Sets of indicators are seldom, if ever, complete
Indicators must be able to take into account
different locations, people, cultures and
institutions
Different people from different places have different values

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 MEANS OF VERIFICATION

Refers to the source of information on the

indicators
Answers the question: Where will the
information on indicators be found?
Range from using documents and reports to
doing field verification and interviews with
final users
Important to correctly identify
 Sources of Verification (I)

The logical framework requires that one

spells out how the indicators will be collected
:

How/through which methods ?

By whom?
When/how often? External sources
Admin records

Activities, resources and costs required to collect this information must

be included in the project design
Project managers should focus on verifying the delivery of results and
their contribution to the purpose
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 Sources of Verification (II)

Specialised
surveys
Cost

Interviews with
beneficiaries

Available
statistics
Management
Project reports
reports

Complexity

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ASSUMPTIONS
Set of conditions necessary for success,
outside the direct control of the programme
management
RISK vs. ASSUMPTION
Risk
External conditions such as climate/weather,
political instability, Law & Order Situation
Assumption
Conditions that must be present for the logic of
the means-ends model to hold such as political
support for a project, continued commitment of
partners to meet their obligations
 Putting it all Together
Intervention Indicators Means of Risks and
Logic (what Verification Assumptions
will be done)
Goal/Impact: The Evidence that long- What sources of Risks: What external
long-term changes in term changes in information exist, or factors might
the condition of the condition (impacts are can be provided cost interfere with
environment and happening) effectively on realization of impacts
people we expect to indicators of impacts Assumptions: What
find after 10-15 years factors internal to
of project the logic must be
implementation present in order for
outcomes to lead to
Purpose/Outcome: Evidence that What sources of Risks:
impactsExternal
The specific outcomes have been information exist, or factors that might
contribution, mostly in realised (institutions, can be provided cost interfere with
terms of management systems and people effectively on realization of
that this project will are changing) indicators of outcomes
make to bring about outcomes Assumptions: What
the above change factors internal to
the logic must be
present in order to
 Putting it all Together cont
Intervention Indicators Means of Risks and
Logic (what Verification Assumptions
will be done)
Outputs/Results/Imm Evidence that outputs What sources of Risk: What external
ediate Effects: Four are being used to information exist, or factors might
to six specific bring about immediate can be provided cost interfere with the use
management effects effectively on of outputs to bring
strategies to be indicators of results about immediate
employed to effects.
implement the Assumptions: What
purpose. Represents factors internal to
real changes. Often the logic necessary in
includes 3-4 sub- order for outputs to
results per each lead to immediate
Activities: The doable Evidence that Where to find Risk: What external
effects
actions that must be activities were information on factors might
undertaken for the implemented and evidence of interfere with
sub-results for the outputs produced. implementing implementation of
sub-results to be Often including activities and activities and
achieved targets and production of outputs production of outputs
milestones
 Intervention Objectively Means/Sources Risks and
Logic (what Verifiable of Verification Assumptions
will be done) Indicators
Goal: To promote 1. Increase in level of 1. HEC records Risks: Change in
higher education in enrolment in 2. University government
Pakistan universities at post enrolment
graduate level records

Objective/Purpose: 1. No of PHD degree 1. HEC records Risks: Brain drain

To produce 500 PHDs holders in Pakistan 2. University drain/disappear of
in xyz fields. records people midway
 Intervention Indicators Means of Risks and
Logic (what Verification Assumptions
will be done)
Outputs: 1. No of PHDS in the 1. Project Risks: Incomplete
1. Qualified University or Province Completion PHDs
PHDS/scholars Report
available

Activities:
1. Identification of avenues foreign and local.
2. Selection criteria
3. Advertisement
4. Selection of Candidates
5. Sending Candidates for PhDs
6. Completion of PhDs by Candidates
Project Cycle Management:
The decision making Logical Framework Approach:
process as defined by the Project management method
organisation and tools
 Objectively
Intervention Means of Assumptions
Verifiable
Logic Verification
Indicators
Overall
Goal
Project
Objective

Results

Activities

... IF results are delivered, AND assumptions hold true, Pre-

Pre-condi-
THEN the project purpose will be achieved ... conditions
tiovns
 The first column of the
Logframe Matrix
Intervention
Logic
High level (policy or Overall
programme) objectives to which Goal
the project contributes
The projects central objective Project
Project
in terms of the sustainable Purpose
benefits for the target groups
Purpose
Physical and non
physical means
Tangible products or services Results necessary to
delivered by the project
undertake
activities
Tasks that have to be Activities Means
undertaken to deliver the
desired results