The LOGICAL FRAMEWORK (Logframe)

The LOGICAL FRAMEWORK (Logframe)
Dr. Ken F. Smith, PMP PMI (Honolulu Chapter) June 2018 Dr. Kenneth F. Smith, PMP

WHAT: A Tool & Technique that Links individual Projects to the Strategic Management Objectives of their Targetted Organizations. The Logframe explicates the Essential Elements of Information (EEI) at Both Levels for Life Cycle Management NOTE: This tool & technique is NOT included in the Project Management Institute’s PMBOK, or covered by their PMP Exam

Evaluate Project Performance
The Logframe was originally developed* in the late 1960’s for the US Agency for International Development (USAID) as a generic systematic methodology to Evaluate Project Performance *By Leon Rosenberg & Larry Posner of Practical Concepts, Inc. [USAID’s portfolio consists of several hundred Projects in many different sectors -- i.e. Agriculture, Animal Husbandry & Fisheries; Environmental Protection; Forestry; Education; Health; Nutrition & Family Planning; Infrastructure: Roads, Bridges, Dams, Airports, Housing, Power, Irrigation, Potable Water & Sanitation; Public Buildings: Schools, Health Centers, etc.; Micro and Medium Business & Industry Development; Public Administration; Public Safety; Disaster Relief & Recovery etc., -- in developing countries throughout the world.]

The Logframe was field-tested on USAID Projects during 1970 & ‘71

I was one of USAID’s Evaluation Team Members that field-tested the Logframe application on several different sector projects in South Korea, Southeast Asia, and West & East Africa Other Teams tested the Logframe on projects in the Caribbean, Central & South America, and the Near East & South Asia

FINDINGS & CONCLUSIONS
We – as well as the Mission Portfolio, Project Managers & Project officers involved -- concluded the Logframe was an Excellent Generic Methodology to facilitate systematic evaluations of USAID’s Project Portfolio HOWEVER – the Project Managers maintained we had the Cart before the Horse!

THE PROJECT MANAGERS MAINTAINED
1. Their current (and previous) projects hadn’t been conceived and planned with the same “logical rigor” – i.e. integrated linkage, indicator & target criteria, and data collection – the analytical logframe approach necessitated. 2. Most PMs hadn’t even been involved in initiation and planning processes, but had merely ‘inherited’ their projects from others at some stage. Currently the PMs were fully engaged trying to implement pre-determined activities – often behind schedule -- within budgetary constraints. 3. Furthermore -- given project life cycles of 5 to 7 years, USAID’s shorter personnel policies of country transfers every 2 to 4 years, plus individual career development -- PMs never saw a project through its entire life cycle, and rarely expected to see their current projects completed.

Consequently, the PMs were detached from the Strategic Objectives of their Projects;
Had not established -- or collected data on -- Strategic Indicators for their Projects, and Accepted little or no responsibility for the eventual Outcomes (i.e. Purpose & Goal) of their Projects.

TOP MANAGEMENT DECISION
After we reported our findings to USAID’s Administrator he decreed that henceforth : LOGFRAMES WOULD BE MANDATORY for Conceptualizing and Planning ALL Projects Projects should be closely monitored and periodically evaluated throughout their Life Cycle in terms of the Logframe criteria 3. Project Managers would be held responsible for controlling their current projects to maintain compatibility with the Project’s Strategic Objectives. 4. The Logframe would be the Prime summary reference document for every project at each stage, and updated to reflect changes.

The US Agency for International Development (USAID)
SUBSEQUENTLY The US Agency for International Development (USAID) adopted & adapted the Logframe to Initiate & Plan Projects as well as Monitor Project Performance & Evaluate Results

EMULATION New Logo Over the next few years, the Logframe concept was also adopted -- and adapted -- by other bi-lateral and multi-lateral international development agencies, as well as some beneficiary governments I assisted in extending its application beyond USAID, within the World Bank Group, Asian Development Bank, African Development Bank, several UN Agencies, Overseas Development Administration* (ODA); as well as the Philippines, & numerous other countries – in conjunction with the Critical Path Method -- through training workshops, and on-the-job assistance for portfolios, programs and projects * i.e. British AID; Now the Department for International Development (DFID) Handout - Change Footer

TODAY the LOGICAL FRAMEWORK is the “Best Practice” for the
International Development Community [i.e. World Bank Group, UN organizations, as well as other Regional Multilateral & BiLateral Donors, and some countries] to First Identify, Plan & Summarize the Scope and key elements of a Project (or Program) for Subsequent Implementation Monitoring & Evaluation in an easy-to-understand, structurally-interrelated format

3. MANAGE & CONTROL, and make desired changes, where possible
As well as a “Good Practice” for others to ENSURE THE PROJECT SUPPORTS STRATEGIC OBJECTIVES MONITOR PERFORMANCE during Project Execution 3. MANAGE & CONTROL, and make desired changes, where possible as well as Subsequently 4. EVALUATE RESULTS compared to the Baseline

Basically, a 4 by 5 Matrix to describe the Essential Building Block Elements in the Project Design: * *NOTE: Different organizations — such as the Asian Development Bank & the World Bank Group — have modified structural versions of the LogFrame

The LOGICAL FRAMEWORK (Logframe) GOAL (Vision)
DESIGN SUMMARY (NARRATIVE) Performance Indicators & Targets Data Sources / Means of Verification Assumptions & Risks GOAL (Vision) PURPOSE (Mission) OUTPUTS Deliverables ACTIVITIES INPUTS Demand Essentially the Rationale for the Project Desired EFFECT after Attaining the PURPOSE Strategic Management Levels The intended Change after target beneficiaries Utilize the Outputs provided by the Project NEED Project Deliverable Level Supply Essentially the Work Breakdown Structure The Infrastructure, Facilities, Goods/Products &/or Services provided by the intervening organization’s Project, and related efforts The Resources required to Implement the Project *Supply/Demand concept conceived by Dr. Charles G. Chandler, Assumptions Analysis, Inc.

SUMMARY: Key Logframe Concepts
Focus, & Timing Typical Example Development Objectives WHAT, WHY, WHEN? Long Range: (i.e. 2030) Reduced Poverty Sustained Economic Growth Goal WHY? Immediate: End of Project ( i.e. 2025) Increased Beneficiary Coverage Sustained Efficient /Effective Service Delivery by Ministry / Private Improved Economic Development Purpose HOW & WHAT will be Delivered during &/or by Project end (2019 – 2024) Outputs Power Stations, Access Roads, Dams, Transmission Networks KEY ACTIVITIES & TASKS During Project Implementation Activities Strengthening Management, Improving Policy & Procedures, Drafting Legislation, MIS, Infra- Construction, Training, etc. “If-Then” or “So That” RESOURCES. Before & During Implementation Inputs $$,$$$,$$$

is a deceptively simple format
The LOGICAL FRAMEWORK (Logframe) is a deceptively simple format but very powerful – methodology & tool. “The logical framework is difficult to do well, but easy to do poorly!” Dr. Charles G. Chandler

A Project is a Vision for improving the future
The need & concept for a Project originally comes from One Person’s idea & initiative; Often at a high Strategic Management Level of the Organization But Projects are never fully formed at conception. During the Project’s development -- and before final approval -- many others become involved and contribute to shaping -- and re-shaping – its scope & substance.

all the “Stakeholders” have a Common Understanding & Acceptance
It is essential therefore that when finally developed & Approved all the “Stakeholders” have a Common Understanding & Acceptance of the Project’s Dimensions: i.e. its Objectives, Scope, Substance, Schedule & Budget

LOGFRAME Concepts Design Summary WHAT IS THE HIGHER LEVEL, LONGER RANGE, “VISION” TO WHICH PROJECTS WILL CONTRIBUTE? I.e. “Poverty Reduction, Improved Quality of Life, Economic Development, etc., GOAL PURPOSE

LOGFRAME Concepts WHAT IS THE PROBLEM OR CONSTRAINT YOU HOPE TO RESOLVE? [I.e. “Widespread Illiteracy” ] WHAT “IMMEDIATE” RESULTS or OUTCOME DO YOU EXPECT TO ACHIEVE? [I.e. “Improved Reading Skills” ] Design Summary PURPOSE

Developing the Project PURPOSE
Limit to One Major Objective Treat others as ‘Collateral Benefit” Aspirations [Better to Succeed on One, than Fall Short on Five!] 2. Describe the Outcome Expected when the Project Outputs have been Delivered Successfully.

PROJECT PURPOSE (Outcome)
REMEMBER: The Project’s PURPOSE is the Reason for undertaking the Project. However . . . Even if a Project successfully delivers the planned OUTPUTS, Ultimate Project SUCCESS is only achieved when the Anticipated PURPOSE (Outcome) – beyond the Project Manager’s control -- is Realized.

LOGFRAME & WORK BREAKDOWN STRUCTURE INTERFACE

LOGFRAME Concepts WHAT ARE THE “DELIVERABLES”?
Design Summary WHAT -- SPECIFICALLY -- WILL THE PROJECT PRODUCE, PROVIDE &/or LEAVE BEHIND? WHAT ARE THE “DELIVERABLES”? I.e. Infrastructure, New Policies & Procedures, Strengthened Institutions, Skilled Personnel, etc., etc. GOAL PURPOSE OUTPUTS

LOGFRAME & PROJECT IMPLEMENTATION PLAN SUMMARY

LOGFRAME Concepts Design Summary GOAL WHAT -- SPECIFICALLY -- IS THE PROJECT GOING TO DO? I.e. Build, Train, Equip, Develop Policy, Draft Legislation, Conduct Surveys, etc., etc. PURPOSE OUTPUTS ACTIVITIES

LOGFRAME & BASELINE BUDGET SUMMARY

I.e. Consultants, Equipment, Civil Works, Training, Funding
LOGFRAME Concepts WHAT RESOURCES DOES THE PROJECT NEED TO DO THE ACTIVITIES? I.e. Consultants, Equipment, Civil Works, Training, Funding Design Summary GOAL PURPOSE OUTPUTS ACTIVITIES INPUTS

LOGFRAME & PROJECT MANAGEMENT METRICS INTERFACE

MUST BE IDENTIFIED UP FRONT – DURING THE PLANNING STAGE!
LOGFRAME Concepts INDICATOR: “A quantitative or qualitative factor or variable that provides a simple and reliable means to measure achievement, to reflect changes connected to an intervention, or to help assess performance” TARGET: A specific pre-determined level on an indicator. MUST BE IDENTIFIED UP FRONT – DURING THE PLANNING STAGE! COLUMN 2 Indicators & Targets Design Summary GOAL DEFINE SUBSTANTIVE SUCCESS – i.e. BEYOND DELIVERING “ON TIME, ON BUDGET” --AND HOW PERFORMANCE WILL BE MEASURED “Yardstick”, Units, Baseline Situation, Incremental, and End Objective Target Levels, and Timing? Quantitative and/or Qualitative? PURPOSE OUTPUTS ACTIVITIES INPUTS

DIFFERENT PERSPECTIVES IN DEFINING “SUCCESS”
Mission Control at the US National Aeronautics & Space Agency (NASA) was ecstatic when they were first able to shoot a manned capsule into space. However, the occupant aboard “Freedom 7” -- NASA Astronaut Commander Alan Shepard & “First American in Space” -- observed, after a dramatic Atlantic Ocean recovery: “I didn't really feel the flight was a success until the recovery had been successfully completed. It's not the fall that hurts; It's the sudden stop."

INDICATORS Should be “SMART”
LOGFRAME Concepts INDICATORS Should be “SMART” Specific Measurable Achievable Relevant More and more organizations are called by the general public and by their donors to account for their achievements in terms of concrete results. In order to make this possible for development interventions, projects as well as programs are expected to become more and more “SMART”: Some organizations put emphasis on the formulation of “SMART” objectives; others focus on “SMART” indicators. In the first case, since objectives already include a timeframe and baseline and target values, often indicators are formulated as variable. In the second interpretation, the variable is completed with a timeframe, a baseline and target values. Consequently, these indicators are more specific, including information about target groups and what needs to be achieved for these target groups. Time Bound 33

Quantity, Quality & Time i.e. “HOW MUCH” of “WHAT” and “by WHEN”
LOGFRAME Concepts COLUMN 2 Indicators & Targets < Resources MEASURES SHOULD Identify Quantity, Quality & Time i.e. “HOW MUCH” of “WHAT” and “by WHEN”

Direct vs. Proxy Indicators
LOGFRAME Concepts Direct vs. Proxy Indicators Direct indicators are Quantitative aspects of the phenomena that are normally “scaled”, readily measurable and easily obtainable – i.e. height, weight, volume, area, crop yields, income, temperature, etc., or individually counted (such as people, vehicles) -- as is usual with most technical subjects. Thus the data wanted can be obtained directly.

LOGFRAME Concepts Proxy (Indirect) indicators are inferential and substitute for direct indicators when the subject can be measured directly, but it is deemed too sensitive to do so – i.e. “income level”, “sexual behavior”, etc., Proxy indicators are also used where Performance levels will be qualitative and cannot be measured directly – such as “health status”, “quality of life”, “satisfaction level”, etc. Although Proxy indicators are less precise, they are usually more efficient and cost-effective than direct ones, providing a balance between the level of reliability of information collected and the effort needed to obtain it.

by Improving EFFECTIVENESS &/ or EFFICIENCY
The general “Purpose” of PROJECTS is be able to do “MORE / BETTER” than the current situation by Improving EFFECTIVENESS &/ or EFFICIENCY

TYPICAL INDICATORS of EFFECTIVENESS are
Increased Quantity Improved Quality Extended Outreach (Coverage) Improved Timeliness Response Time) Reduced Risk / Uncertainty

TYPICAL INDICATORS of EFFICIENCY are
REDUCED Processing Time Costs Personnel / Level of Effort Waste / Misuse of Resources

< Sustainable Impact
LOGFRAME Concepts COLUMN 2 Indicators & Targets < Resources MEASURES SHOULD BE DIFFERENT FOR EACH LEVEL ! GOAL < Sustainable Impact

< Immediate OUTCOME
LOGFRAME Concepts COLUMN 2 Indicators & Targets < Resources MEASURES SHOULD BE DIFFERENT FOR EACH LEVEL ! PURPOSE < Immediate OUTCOME

LOGFRAME Concepts MEASURES SHOULD BE DIFFERENT FOR EACH LEVEL !
COLUMN 2 Indicators & Targets < Resources MEASURES SHOULD BE DIFFERENT FOR EACH LEVEL ! OUTPUTS < Deliverable Products / Results

COLUMN 2 Indicators & Targets < Resources MEASURES SHOULD BE DIFFERENT FOR EACH LEVEL ! ACTIVITIES < Timing, Physical &/or Intellectual Effort

COLUMN 2 Indicators & Targets MEASURES SHOULD BE DIFFERENT FOR EACH LEVEL ! < Resources INPUTS Money, Goods & Services, Training & People

LOGFRAME & PROJECT MANAGEMENT INFORMATION & MONITORING SYSTEM SUMMARY

Data Sources & Reporting Mechanisms
LOGFRAME Concepts COLUMN 3 Data Sources & Reporting Mechanisms < Resources GOAL PURPOSE WHERE WILL THE INDICATOR & TARGET DATA BE FOUND? I.e. National Statistics Offices, Ministry Records, Project Reports, Critical Path Method, Special Surveys, Mission Reviews, etc. OUTPUTS ACTIVITIES INPUTS

Quick & Easy “Q&E” Approach
Use Project Design Logical Framework “Results Orientation” to Plan, & Collect Data Q&E: Use a few, readily obtainable “proxy” measures of project implementation Status & Trends [i.e. not specific statistics] Validate regular implementation management information/reporting systems -- with periodic “Q&E” Surveys of “target beneficiaries” & “providers” -- conducted Jointly by Internal Staff & External “Experts”

LOGFRAME & BASELINE ASSUMPTIONS & RISKS SUMMARY

LOGFRAME Concepts Assumptions / Risks GOAL
COLUMN 4 Assumptions / Risks GOAL ASSUMPTIONS: WHAT EXTERNAL CONDITIONS EXIST OR BEHAVIORAL CHANGES BY TARGET BENEFICIARIES — ESSENTIAL TO THE PROJECT’S SUCCESS BUT BEYOND ITS CONTROL — ARE EXPECTED ? PURPOSE OUTPUTS ACTIVITIES RISKS: WHAT IS MOST LIKELY TO GO WRONG?

ASSUMPTIONS / RISKS Assumptions are “medium” (or lower) Risks to the Project which have been Restated Positively Risk: The Glass is Half Empty Assumption The Glass is Half Full

ASSUMPTIONS / RISKS The expectation/hope is that the Risk will probably not occur, However, if taking the risk is sufficiently important to project success, it should be noted in the LogFrame for monitoring during implementation

Locating Assumptions / Risks in the Logframe
Some Organizations prefer to place Assumptions & Risks on the level to which they refer. [I.e. Assumptions/Risks about “Purpose” are placed at the “Purpose” Level] Purpose Level ASSUMPTIONS / RISKS Purpose OUTPUTS

Design Summary & Assumptions/Risks Relationships
DESIGN SUMMARY Column Beyond Project Area Goal Goal Level OTHERS LIST All Assumptions and Risks, prefixed “A” or “R” but without reference to any specific level. Within Project Area but beyond PM Management Control Purpose Purpose Level OUTPUTS Output Level Within Project Area and Under PM Management CONTROL Activities Activity Level 2

The Key Conceptual difference between Outputs & Purpose (Outcome) Levels
DESIGN SUMMARY (NARRATIVE) Performance Indicators & Targets Data Sources / Means of Verification Assumptions & Risks GOAL PURPOSE OUTPUTS ACTIVITIES INPUTS Demand EXECUTIVE LEVEL & TARGET BENEFICIARY (CUSTOMER) INTEREST KEY ASPECTS FOR TOP DOWN LINKAGE AND GUIDANCE TO THE PROJECT MANAGER Strategic Management Levels Should reflect the intended Change in the situation After the target beneficiaries have Utilized the Outputs provided Project Deliverable Level Supply* PROJECT MANAGER’s “MANAGERIAL INTEREST” LEVEL OF RESPONSIBILITY, AUTHORITY & ACCOUNTABILITY IN PROVIDING DELIVERABLES The Infrastructure, Facilities, Goods/Products &/or Services provided by the intervening organization *Supply/Demand concept conceived by Dr. Charles G. Chandler, Assumptions Analysis, Inc.

An AGRICULTURAL Example
PURPOSE (OUTCOME): Sustainable Results Intended [Demand] Increased Food Availability Increased Productivity & Production Increased Farm Family Incomes OUTPUTS: Immediate Deliverables [Supply] Irrigation Systems Built Irrigation Service Associations Formed Technical Extension Services Provided Farmers Trained Seed, Fertilizer, Credit Provided

A HEALTH Example PURPOSE (OUTCOME): Sustainable Results Intended [Demand] Improved Capacity for Productive Work Improved Community Health Status Increased Usage of Health Facilities OUTPUTS: Immediate Deliverables [Supply] Health Clinics/Facilities Built Doctors & Nurses Trained & Deployed Village-Level Health Workers Trained Information/Education Campaigns Conducted Drugs/Medical Supplies/Transportation Provided

An EDUCATION Example PURPOSE (OUTCOME): Sustainable Results Intended [Demand] Improved Capacity for Economically- Productive Work Improved Community Education Levels Increased use of Education Facilities OUTPUTS: Immediate Deliverables [Supply] School Facilities Built and Equipped Teachers & Administrators Trained & Deployed Transportation Provided Computers, Books, Teaching Equipment, Materials and Supplies Provided Scholarships Provided

LOGFRAME & STAKEHOLDER MANAGEMENT INTERFACE

STAKEHOLDER IDENTIFICATION
IDENTIFY ALL KEY STAKEHOLDERS & Their INTERESTS at: 1 ? Goal / Impact level 2 ? Purpose / Outcome level ? Purpose / Outcome 3 ? Outputs level ? Outputs 4 ? Activities level ? Activities 5 ? Inputs level ? Inputs 6 ? Assumptions 7 ? Risks Etc. etc., THEN MOVE ON TO DETERMINING THEIR POWER (For or Against) and Developing YOUR Management Strategy Fill in the rows of stakeholders from the LogFrame

Integrated Stakeholder Identification & Management Strategy Matrix
REVISIT AND UPDATE YOUR STAKEHOLDER MATRIX WITH ADDITIONAL STAKEHOLDERS IDENTIFIED IN THE LOGFRAME! Stakeholders PERCEPTION OF PROBLEM Stakeholders MANDATE i.e. Power & Authority PROJECT MGT STRATEGY for dealing with Stakeholders Stakeholders RESOURCES STAKEHOLDER Stakeholders INTERESTS v

Strategic Management Levels
WHO is DIRECTLY INVOLVED in EACH ASPECT at the VARIOUS LEVELS – i.e. DIRECT STAKEHOLDERS ? DESIGN SUMMARY (NARRATIVE) Performance Indicators & Targets Data Sources / Means of Verification Assumptions & Risks GOAL PURPOSE OUTPUTS ACTIVITIES INPUTS Demand ? ? ? ? Strategic Management Levels ? ? ? ? Reflects the intended Change in the situation After the target beneficiaries have Utilized the Outputs provided Project Deliverable Level ? ? ? ? Supply The Infrastructure, Facilities, Goods/Products &/or Services provided by the intervening organization ? ? ? ? ? ? ? ?

Strategic Management Levels
WHO ELSE is AFFECTED or CONCERNED in EACH ASPECT at the VARIOUS LEVELS – i.e. INDIRECT STAKEHOLDERS ? DESIGN SUMMARY (NARRATIVE) Performance Indicators & Targets Data Sources / Means of Verification Assumptions & Risks GOAL PURPOSE OUTPUTS ACTIVITIES INPUTS Demand ? ? ? ? Strategic Management Levels ? ? ? ? ? ? ? ? Supply Project Deliverable Levels ? ? ? ? ? ? ? ?

VALUE ADDED by a Logframe in Stakeholder Management
A systematic tool -- used in conjunction with a Stakeholder Analysis Matrix – to: Identify Stakeholders at various levels Facilitate Identification of Stakeholders Respective Interests Summarize & Communicate the Project’s Intent and Strategy Facilitate Verification that Stakeholders Interests at various levels have been addressed 63

LOGFRAME QUALITY CONTROL MATRIX
A checklist of thirty (30) generic reminders about project design criteria that should be incorporated in a project. Used to rapidly review and assess the project’s design quality – as reflected in the Logframe. Toolkit CHECKLIST Templates # 7-6 (Generic) # 7-8 (ADB)

Other Tools for Quality Control
Once established, Logframe Objectives with related Indicators and Targets are the basis for Control, Monitoring & Evaluation, and preparing a series of other necessary documents, and establishing contractual: Project Output “Deliverables” Scopes of Work (SOW) Terms of Reference (TORs) Performance Indicators, Criteria & Targets Insurance / Risk Liabilities Monitoring Systems Requirements Progress Reporting Requirements On-Going and Post-Project Evaluation 3

LOGFRAME & EVALUATION MANAGEMENT INTERFACE

Logframe Project Review
Focus, & Timing Typical Example Development Objectives WHY? Long Range: (i.e. 2030) Reduced Poverty Sustained Economic Growth Goal WHY? Immediate: End of Project ( i.e. 2025) Increased Beneficiary Coverage Sustained Efficient /Effective Service Delivery by Ministry / Private Improved Economic Development Purpose WHAT was DONE during &/or by Project end Outputs Power Stations, Access Roads, Dams, Transmission Networks KEY TASKS During Project Implementation Strengthened Management, Policy Procedures, Legislation, MIS, Privatization, Construction, Trained personnel, etc. Activities “If-Then” or “So That” RESOURCES. Before & During Implementation $$,$$$,$$$ Inputs

PROJECT PURPOSE (i.e. RESULTS or OUTCOME)
The Project’s PURPOSE is the reason Why the Project is being undertaken, however . . . while a Project may have successfully delivered the OUTPUTS, the ultimate success of the Project is only achieved when the OUTCOME is realized. But Outcome is often outside the control of the project implementer. It depends on a change of behavior by the target beneficiaries to utilize the project’s Outputs (Deliverables) – which may occur only a considerable time after the project deliverables has been provided. Therefore the Project Manager is not necessarily -- and should not always be -- held accountable for achieving the Outcome.

EVALUATION / ATTRIBUTION
Failure to attain a successful Outcome within a reasonable time after project completion may give rise to an evaluation to ask “why not”, which in turn may prompt a follow-on project or a different approach. Nevertheless, even a successful Outcome cannot be plausibly attributed solely (or even partially) to the Project unless other factors have been assessed and appropriately discounted (i.e. such as through multivariate analysis ) – which can be done in laboratory or experimental field trials, but is practically impossible in most social development settings.

The LOGFRAME for Evaluation ...
Hierarchy of Objectives Indicators M&E Assumptions Implementability Activities Inputs

Hierarchy of Objectives Indicators M&E Assumptions Efficiency Outputs Activities

Hierarchy of Objectives Indicators M&E Assumptions Effectiveness Purpose Outputs

Hierarchy of Objectives Indicators M&E Assumptions Relevance Goal Purpose

Hierarchy of Objectives Indicators M&E Assumptions Goal Purpose Sustainability

Hierarchy of Objectives Indicators M&E Assumptions Relevance Goal Effectiveness Purpose Sustainability Efficiency Outputs Implementability Activities Inputs

In Conclusion . . .

Purposes of a Logical Framework
A systematic tool for – Designing, planning, executing (i.e. implementing), monitoring & evaluating a project (or operating program). Organizing thinking — relating inputs to the implementation of activities, activities to production of outputs, outputs to achievement of a defined purpose, and purpose to a high-level goal or impact. Identifying and assessing risks — by listing critical assumptions inherent in project design and implementation. Measuring project progress — through objectively verifiable indicators and means of verification. Developing consensus and communicating a project’s intent and strategy 77

Value-added by the Logframe
Puts the project in a broader sector context Consistent Format provides overview and permits rapid review of the project’s key objectives, rationale, & essential management elements Focuses on verifiable results - immediate & longer term effects & impacts - beyond deliverables - for later Monitoring & Evaluation Concise tool facilitates group participation during design and review Improves identification of stakeholders responsibilities Highlights assumptions, external risks and implications Enhances Communication between different levels of Stakeholders: i.e. Project Sponsors, Managers, Contractors & Clients

LOGICAL FRAMEWORK MANAGEMENT (Logframe)
IDENTIFY OVERALL STRATEGIC ORGANIZATIONAL OBJECTIVE(S) DESIGN A PROJECT in support of Key Strategic Objectives IMPLEMENT & MONITOR PERFORMANCE and make changes when needed where possible 4. EVALUATE RESULTS compared to the Baseline

And has direct potential for adding Value to the
Planning and Management of YOUR Projects

Don’t Start Vast Projects with Half-Vast Planning.
Use a Log-Frame!

Questions ? Comments / Disagreements or ? ! Support !
This Photo by Unknown Author is licensed under CC BY-SA Handout - Change Footer

(*to be released NEXT WEEK)
For more Efficient & Effective PROJECT MANAGEMENT Get Your “Other” PMP Now! * FYI The logframe – together with many other practical innovations for Planning, Monitoring & Evaluating Projects, Programs & Portfolios -- is included in my New Book (*to be released NEXT WEEK) MAHALO !

The LOGICAL FRAMEWORK (Logframe)

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