Project Design & Planning:

The Logical Framework Approach-

An Over View
 Learning objectives
After this lecture participants will be able to
understand the purpose of the logical
framework approach
Recognize the use of different tools in
developing a log-frame matrix
Understand the difference between a logical
framework approach and a logical framework
matrix
 Background
• The logical framework was developed in
the 1970s and has been used by a
variety of development agencies.
• Now it is widely used by the GOB
• The method consists of an analytical
process and a way of presenting the
results of this process
 Background
• Log Frame makes it possible to set out
systematically and logically the project/program’s
objectives;
• The causal relationships between them,
• To indicate how to check whether these objectives
have been achieved; and
• to establish what assumptions outside the scope
of the project/program may influence its success.
 Project cycle management
• Is a methodology for the preparation,
implementation and evaluation of projects
based on the principles of the logical
framework approach

• It describes management activities and

decision-making procedures used during the
life cycle of a project
– Key tasks
– Roles and responsibilities
– Key documents and decision options
 The logical framework approach

• The Logical Framework Approach (LFA) is an

open set of tools – for project design and
management

• It’s purpose is to provide a clear and rational

framework for planning envisioned activities and
determine how to measure a project’s success,
while taking external factors into account
Why a logical framework approach?

• It is a clear and concise visual presentation of all the

key components of a plan and a basis for monitoring:
- How the project will work
- What it is going to achieve
- What factors relate to its success
- How progress will be measured

• Ensures the relevance, feasibility and sustainability

of a project
• Ensures that fundamental questions are asked and
weaknesses are analysed

• Identifies measurements/indicators of the project’s

achievements
 LFA characteristics

• Finding the “roots” before setting the objectives

• Objectives & beneficiary oriented
• Participatory/Ownership!
• Consensus oriented
• Focuses on logical links
• Systematic common sense!!!
 Benefits of LFA (1)
• A structured project design process
– LFA suggests a logical sequence, interlinking the
individual steps in the design process
• Transparency
– The reasons why a certain project is meant to be
implemented are laid open (what are the problems
and whose problems are they?) as well as the internal
logic of the project design (what is the project
expected to achieve and how?)
• Participation
– of the stakeholders involved in the project design and
management, which is an essential prerequisite for
the sustainability of a project
 Benefits of LFA (2)
• A consistent project strategy
– The LFA provides tools to clearly link causes and effects.
To better assess risks it also takes into account external
factors that are crucial for the success of the project, but
lie outside the control of the project
• Objectively verifiable indicators
– Indicators describe objectives in measurable “empirically
observable” terms and provide the basis for performance
measurement and project monitoring and evaluation.
• Flexibility
– in adapting to changing conditions (that are of relevance
to the project). The LFA establishes a framework that
makes the underlying rationale and assumptions
transparent and helps to react to changes by, e.g.,
revising the design
Two main phases of project formulation
Analysis phase Planning phase

PESTLE analysis Developing logical framework matrix

Identifying external factors Defining project structure, testing its
internal logic and risks.
Formulating measurable indicators of success
SWOT analysis
Identifying and categorizing; strengths,
weaknesses, opportunities and threats Activity scheduling
Determining the sequence and dependency
Stakeholder analysis of duration and assigning responsibility
Identifying and characterizing potential
major stakeholders; assessing their Resource scheduling
capacity From the activity schedule, developing
input schedules and a budget
Problem analysis
Identifying key problems, constraints and
opportunities; determining cause and
effect relationship
Objective analysis
Developing solutions from the identified
problem; identifying means-to-end
relationship
Strategy analysis
Identifying different strategies to achieve
solutions; selecting the most appropriate
strategy
 Context of projects
• Changes/projects are part of a larger context/
situation

• Which environment will the project be situated in?

• Which factors are of importance for achieving the

objectives?

• Analysis of context made through a study and/or

through making a PESTLE and SWOT analysis
 Stakeholder analysis
• Stakeholders - those who are influenced by and
exert an influence on the project entity

• Mapping of stakeholders and their respective

roles

• Who will be influenced, positively or negatively,

by the project

• Which stakeholders should be involved in

planning and/or implementing the project
 Problem analysis
• Identifying key problems, constraints opportunities;

• Determining cause/effect relationships

• Constructing the problem three

 Objectives’ analysis

• Developing solutions from the identified

problem

• Identifying means to end effect relationship

• Building the objective tree

 Indicators
• A baseline study might be needed to be able to
measure the final results.

• The process of setting up indicators shows if the

objectives are vague

• Indicators should describe the:

– Quantity, how much
– Quality, what kind of change
– Time, by when
 Risk analysis - assumptions
• Analysis of factors which may influence the
implementation of the project and hence the
achievement of objectives

• Internal and external risks

• Alternative strategies may be needed.

• Risk management
 Log Frame Matrix
Objectivly
Sources of
veriable Assumptions
Verification
indicators
Overall
Objectives

Purpose

Results

Activities Means Cost

PRE
CONDITION
 The Process
• The main results of this process are
summarized in a matrix, which shows the
most important aspects of a project in a
logical format. These are:
• Narrative Summary of Objectives+ Activity
• Objectively Verifiable Indicators (OVI);
• Means of Verifications;
• Important Assumptions.
 The Linkage
GOAL

IF PURPOSE THEN GOAL

PURPOSE

IF OUTPUTS THEN PURPOSE

OUTPUT

IF INPUTS THEN OUTPUTS

INPUTS
 ANALYSIS OF THE SITUATION
• To address the real needs of target groups cannot
be achieved without a full and accurate analysis of
the existing situation.
• The existing situation has to be interpreted in the
light of the interests and activities of parties
concerned
• Shared analysis of representatives of concerned
groups, organizations and consultants
 Three Stages in Project
Design
• Analysis of the problems
(image of reality);
• Analysis of objectives
(the image of an improved situation in the future);
• Analysis of strategies
(comparison of different ‘chains of objectives’).
• Each step consists of a brief description,
illustrated by a simple example.
 ANALYSIS OF OBJECTIVES
Analysis of objectives is a methodological
approach employed to:
• Describe the situation in the future one the
problems have been remedied;
• Verify the hierarchy of objectives;
• Illustrate the means-end relationships in a
diagram.
 STRATEGY ANALYSIS

• Identification of the different possible

strategies to achieve the project purpose;

• Choice of the project strategy.

 PLANNING A LOG FRAME
• The logical framework is a set of related
concepts that describe in an operational way in
matrix form the most important aspects of an
operation.
• It provides a way of checking whether the
operation has been well designed and it
facilitates improved monitoring and. evaluation.
 DESCRIPTION OF THE LOGICAL
FRAMEWORK

• First column (four rows): intervention

logic
• Project purpose
 Overall objectives
• Objectives wider than that of the project
itself (e.g. sub-sector objective).
• Other projects and activities will also
contribute to the achievement of these
objectives.
 Project Purpose:
• The objective to be reached by
implementing the project and which is
likely to outline the project.
• Sustainable benefits for the target
groups are always the aim.
 ASSUMPTIONS
• Assumptions concern factors that are
important for the success of the project, but lie
outside its scope.
• Assumptions are the answer to the question:
What external factors are not influenced by
the project, but may affect its implementation
and long-term sustainability
The Assumptions should met the follows:

• Once the preconditions are met, the activities start

up;
• Once the activities have been carried out, and the
assumptions at this level are fulfilled, there will be
results;
• These results and fulfillment of assumptions at this
level will accomplish the project purpose and the
assumptions at this level are fulfilled, the overall
objectives will be achieved.
 OVI Must Give Answers to the Following
Questions
• What is the quality and quantity of the ‘product’ of the
project?
(e.g. x tones of g grade palm oil);

• How is it ‘paid for’ (and distributed)?

(e.g. sold on the world market)

• Who will benefit (target group) from the ‘product’?

(e.g factory and plantation workers)

• Over what period of time will the ‘product’ be available?

(e.g. from the fifth to the twentieth year)
• Where is it produced and consumed?
(if this is not obvious)
 OBJECTIVELY VERIFIABLE
INDICATORS (OVIS)
Objectively verifiable indicators (OVIs) describe
• Overall objectives,
• Project purpose, and
• Results into operationally measurable terms
(quantity and quality, target group (s), time
and place (s);
• They should give an adequate picture of the
situation and
• Measurable in a consistent way at an
acceptable cost.
 The Choice of Indicators and Their
Sources

• Indicators should chose considering the costs

involved in monitoring ;
• The sources of verification are documents,
reports and other sources providing information
 Specify for Each Result
• the quantity .........................................how much ?
• the quality ...........................................what?
• the target group....................................who
• the time/ period....................................starting when
and for how long?
• the place...............................................where?
• Check whether the indicator or indicators describe
the overall objective, purpose or results accurately
• Care should be taken to ensure that the OVIs for the
project purpose -the project’s “center of gravity”
 How to Choose Sources of
Verification?

• Decide what sources of verification

are needed to obtain the information
on OVIs.
• Identify which sources are to be
collected, processed and kept within
the project, and which are outside
(existing sources).
 How to Choose Sources of
Verification?
• Sources outside the project should be
checked to ensure that:
(a) their form/presentation is presentation is
appropriate;
(b) they are specific enough;
(c) they are reliable;
(d) they are accessible (where and when);
(e) the costs of obtaining the information are
reasonable.
 Why Define OVIs
• Clarify the characteristics of the overall
objective, the project purpose and
results;
• Manage projects more objectively;
• Provide the basis for more objective
monitoring and evaluation.
What Criteria Should They Meet?

• OVIs should be:

• Specific as to quantity and quality;
• Relevant
• Independent of each other, each one
relating to a specific objective or result;
• Verifiable, i.e. based on accessible
information (where and when?)
 MEANS AND COSTS
• Means are physical and non-physical
resources (inputs) that are necessary to
carry out the planned activities and
manage the project. A distinction is
drawn between human, material and
financial resources (costs).
• Costs are the translation into financial
terms of all the identified means. They
should preferably be presented in a
standardized format, which will specify
the contribution of the Donor, the
Government and any other party (other
donors, beneficiaries).
How to Establish Means and Costs?

• Work out the human, material and financial

means necessary to carry out the planned
activities.
• Work out the human, material and finical
means needed for management and
support activities not included in the logical
framework (e.g. building of a coordination
office, administrative and accounting staff
etc.).
 How to Establish Means and
Costs?
• Calculate the cost of the resources thus
established and shared among the
financing partners; prepare the total
budget.
• Classify the costs by budget origin: EC,
Government, target group or other
donors.
• List a summary of means in the 2nd
column, 4th row of the logical
framework and summarize the costs by
 FINAL REVIEW
• Once the means and costs have been
established, the logical framework is
complete.
• It should now be reviewed one last time to
check, among other things whether: the
vertical logic is complete and accurate;
• Indicators and sources of verification are
accessible and reliable;
• The preconditions are realistic;
• The assumptions are realistic and overlook
nothing;
• The risks are acceptable
 FINAL REVIEW
• The likelihood of success is reasonably
strong;
• Sustainability factors have been taken into
account and, where appropriate, translated
into activities, results or assumptions;
• The benefits cover the costs;
• Other studies are needed.
• This check can be carried out independently
by persons other than those who drew up the
logical framework.
 LIMITATIONS
• A tool however good but it is cannot
alone guarantee successful results.
• It also depends on the sincerity and the
know-how of the people using it.
• The logical framework will be useful for
those who prepare and implement
projects to structure and formulate
better their ideas and set them out in
clear, standardized form
 LIMITATIONS

• The logical framework is thus

just a tool for improving project
planning and implementation.
• Many other factors also will
influence its success
 Common confusion
• Logical Framework Approach is often confused with
the Logical Framework Matrix

• LFA is a project preparation methodology

– whereas the log frame is a document with a special
structure, produced at the end of the LFA process

• One common misuse of LFA is to design the project

first and to "fill in" the Logical Framework Matrix at
the end
– This is not recommended, as it defeats the whole purpose
of the logical framework and the design methodology
Logical framework approach helps

• Because before starting the

implementation, projects have:
– Clearly identified stakeholders (primary target
group and final beneficiaries)
– Clearly defined coordination, management and
financing arrangements
– A monitoring and evaluation system
– An appropriate level of financial and economic
analysis
 Objectivly
Sources of
veriable
Verification
indicators
Overall
Objectives

Purpose

Results

Activities Means Cost

PRE CONDITION
How the LFA method works depends
very much on its’ users

LFA is no better and no worse than its’

users
 References
• European Commission (2004). Project Cycle
Management Guidelines. Downloaded 1st March
from:
http://ec.europa.eu/europeaid/qsm/documents/pc
m_manual_2004_en.pdf

• Sweedish International Development Agency

[SIDA] (2004). The Logical Framework Approach:
A summary of the theory behind the LFA Method.
Downloaded 14th of May from:
http://www.sida.se/shared/jsp/download.jsp?f=SI
DA1489en_web.pdf&a=2379