A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
There is a handout to go with this module, a Logframe with blanks. http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
24. Logic of the Framework INPUTS ACTIVITIES OUTPUTS PURPOSE GOAL Activities lead to outputs IF… Outputs lead to Purpose IF… Purpose leads to Goal IF… ASSUMPTIONS We must make some assumptions “ IF …. THEN ….”
25. Logic of the Framework Overall objective Results Activities + + + Assumptions Assumptions Assumptions Conditions Project Purpose
NEED: Handout - BOND Guidance Notes No4, Flip chart, prepare example Objective Tree (/problem tree) (from previous session), Handout list of terms
Developed by USAID in 1960s to be developed by various UN agencies, then adopted by GTZ in 1980s but now optional. In widespread use by the larger donor organizations, partially because of the orderly structuring and documentation of information and its demand for more skill in use DFID require it
Developed by US Army, NASA then USAID in 1960s, later developed by various UN agencies, then adopted by GTZ in 1980s but now optional. In widespread use by the larger donor organizations, partially because of the orderly structuring and documentation of information and its demand for more skill in use DFID require it
Problems are analysed systematically The objectives are clearly formulated, logical and measurable, The risks and conditions for success of a project are taken into account There is an objective basis for monitoring and evaluation => hence the whole project proposal is coherent
See next 2 slides for detail
Problem analysis : identifying stakeholders, their key problems, constraints and opportunities, determining cause and effect relationships. Analysis of objectives : developing objectives from the identified problems, identifying the relationships between the means and the ends. Analysis of the strategy : identifying the different strategies to achieve objectives, determining the major objectives (overall objectives and project purpose or specific objective).
Logframe : defining the project structure, testing its internal logic and formulating objectives in measurable terms, determining means and cost. Activity planning : determining the sequence and the relation between the activities, estimating their duration , setting the main stages in the process, assigning responsibility. Resources planning : from the activity schedule, developing the input schedule and the budget.
We have covered this topic as part of the project cycle, but we can run a session specially on pre-planning at any time.
The technique is an integral part of the ZOPP approach assists in analysing an existing situation by identifying the major problems and their main causal relationships
May also use a ranking exercise
Helps to cintrol scope creep
How do you fill in/prepare a logframe? This is the first style of Logframe – activity oriented. Then introduced results oriented
What if war breaks out? Trade bans?
Again, it is the application of science and scientific principles to non-scientific situations in the real world.
What sort of assumptions?
These are the levels of the Objective Tree
Sometimes Supergoal is introduced (ie global). Donors often see the goal as a national level policy objective.
Measurable: who will be reached, what change will be achieved, the period in which it will be achieved and where it will occur
NB: Be careful in preparation of risks and assumptions!!
Do you know what “&c” means? No? Then it shouldn’t be here! All jargon too.
All this information should be in the Logframe
With the advent of Results-Based Management (RBM), there was a need to modify the logical framework so as to render it more "results-oriented" and less input-oriented.
Means of Verification has been pushed out. A PMF Performance Monitoring Framework is prepared to accompany this type of LFA which will go into detail about MOVs for indicators and milestones etc.
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