1. Project design & Planning
The Logical Framework Approach An Over View
Project Cycle Management
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A short training course in project cycle management for
subdivisions of MFAR in Sri Lanka
MFAR, ICEIDA and UNU-FTP
Ministry of Fisheries and Aquatic Resources (DFAR)
Sri Lanka
Icelandic International Development Agency (ICEIDA)
Iceland
United Nations University Fisheries Training Programme (UNU-FTP)
Iceland

2. Content An introduction to the logical framework approach
An overview of essential tools

3. 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 logframe matrix
Understand the difference between a logical framework approach and a logical framework matrix

4. 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

5. 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

6. 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

7. LFA characteristics Finding the “roots” before setting the objectives
Objectives & beneficiary oriented
Participatory/Ownership!
Consensus oriented
Focuses on logical links
Systematic common sense!!!
When we say finding the roots - (used to be roots of level) then we are talking about finding the root of the focal problem. That is; what is the problem and how are we going to fix it.
In our case study we have the focal problem of post harvest losses, and there we found out how big an issue PHL really is and how many big factors need to be tackled before results can be developed.
When we say systematic common sense, then we meant that LFA is a well developed process on how we should organize projects so there are increased chances of success.
LFA ENSHURES:
Projects are part of the country policy objectives
Projects are relevant to the real problems of target groups / beneficiaries
Projects are feasible (objectives are realistic)
Benefits generated by projects are likely to be sustainable

8. 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

9. 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

10. The LFA cycle of operation

11. Two main phases of project formulation
Analysis phase
Planning phase
Developing logical framework matrix
Defining project structure, testing its
internal logic and risks.
Formulating measurable indicators of success
PESTLE analysis
Identifying external factors
SWOT analysis
Identifying and categorizing; strengths,
weaknesses, opportunities and threats
Activity scheduling
Determining the sequence and dependency
of duration and assigning responsibility
Stakeholder analysis
Identifying and characterizing potential
major stakeholders; assessing their
capacity
Resource scheduling
From the activity schedule, developing
input schedules and a budget
Problem analysis
Identifying key problems, constraints and
opportunities; determining cause and
effect relationship
We include the PESTLE analysis to examine the environment that can influence or affected projects, but that is not always included. Some e.g. EC Aid delivery methods do not include PESTLE, but use the SWOT analysis.
Here can we se the analysis (phase) that we use to gather information that are used in the planning phase.
The analysis phase is linked together in a logical “chain” or phases. Where we start by analyzing the environment that the project is going to be operated in (PESTLE), then examine internal and external factors (SWOT).
After that we analyze who should be involved and who will be affected (the stakeholders).
Now it is time to concentrate on the focal problem and analyze the cause and effect relationship of the focal problem by doing the problem analysis.
Then we analyze what needs to be done to solve those problems with special emphasize on the focal problem, by looking into means and ends relationship (objective analysis).
When we have done all that we have taken a look at what the problem is who should be involved the project, who will be affected, what does have to be done to solve the focal problem.
At that stage we do the strategy analysis to determine what are the most favorable options we should tackle, what objectives will resolve the “most” effective. Then we try to simplify and categorize the options we have in the strategy analysis. (I do not understand this passage – needs to be made clearer)
After the analysis phase we have quite clear ideas on what has to be done and why, what is more or most important to do and what we can really do.
Then we go into the planning phase where we sum up all the information into a logframe matrix, assign tasks and responsibility, and schedule when tasks should start and when the should be completed and draft a tentative budget.
The logframe is the “road map” of the project and helps us organize large amounts of information without loosing the overview. To be able to set more detailed plans we use the schedules for allocating costs and responsibilities, and select the right kind of staff.
This system allows us to make detailed plans and even though we have spent a long time on the planning phase, it will “pay off” because when we launch the implementation phase, then the first task is to build detailed activity and resource schedule, which gives us the opportunity to update the planning phase without loosing the integrity of the project.
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

12. The LFA process of analyzing and planning
PESTLE analysis
The log frame matrix
Stakeholder analysis
SWOT analysis
Problem analysis
Objective analysis
Strategy analysis
Schedules
Throughout all of the LFA process we have monitoring, review and evaluation, depending what we are working on each time.
Reports

13. 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

14. 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
We will cover stakeholder analysis in detail during the second day of this course

15. Problem analysis Identifying key problems, constraints opportunities;
Determining cause/effect relationships
Constructing the problem three
We will cover problem analysis in detail during the second day of this course
Finding “the roots of the evil”
What is the problem to be solved?
Who owns the problem?
One focal problem, focus!
Find the causes and effects to the focal problem
The causes of the problem shall be “tackled” through activities within the framework of the project in order to solve the problem in a sustainable way

16. Objectives’ analysis Developing solutions from the identified problem
Identifying means to end effect relationship
Building the objective tree
We will cover objective analysis in detail during the second day of this course
Developing solutions from the identified problem; identifying means to end effect relationship (I do not understand this)
Overall objectives/developmental objectives;
Often at the governmental level, long term perspective, i e social welfare, economic growth...
Time frame: 5 – 10 years
Project objectives or project purpose;
The objectives that the intervention/project should be able to achieve, solve the focal problem, time frame, medium term (i.e. frequency of deaths in x-region reduced by x%) Time frame:0 – 3 years.
Outputs/Targets/Results;
The outputs describe the services to be produced by the project, what services will the beneficiary be able to access? Short term/directly after the project activities. Time frame: now

17. 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
When we design indicators they should be able to describe in a qualitative or quantitative way how much is going to be done, what kind of change (for example… The number of people enrolled in an awareness program (40% female / 60% male) from lower income families in northwest districts increased from 5,000 to 14,000)
At least we should indicate by when the activity or the objective should be completed

18. 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
Analysis of assumptions
The project in the context of society/ institutional situation in a country (laws, political commitments, financing)
Assumptions describe situations and conditions, which are necessary for project success, but which are largely beyond the control of the project management
Assumptions at each level of objectives
eg. Prevailed stable political situation

19. Log Frame Matrix
This is the theoretical structure of the logframe matrix, it might look a bit different in a “real” situation, we will give you an example later in this lecture
Need to correct the figure: Objectively, verification objectives, Costs

20. 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

21. 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

23. How the LFA method works depends very much on its’ users
LFA is no better and no worse than its’ users

24. References
European Commission (2004). Project Cycle Management Guidelines. Downloaded 1st March from:
Sweedish International Development Agency [SIDA] (2004). The Logical Framework Approach: A summary of the theory behind the LFA Method. Downloaded 14th of May from: