SOME IMPORTANT MANAGEMENT ASPECTS

1. LOGICAL FRAMEWORK
APPROACH
Dr. Madhur Verma
PG JR II
DEPTT OF COMMUNITY MEDICINE

2. CONTENTS
1. Introduction N History
2. Concept & definition of LFA
3. Analysis Phase: Stakeholder Analysis, Problem Analysis
Analysis of Objectives, Strategy Analysis
4. Planning Phase: The Logframe Matrix, Levels of Objectives
Assumptions, Objectively Verifiable Indicators
Sources of Verification
5. Advantages of LFA
6. Limitations of LFA
7. References

3. LFA- A retrospective view
When U.S.A.I.D. – the United States Agency for
International Development decided in the early 1970’s
to introduce the Logical Framework it did so as a
response to a number of problems encountered with
project evaluations.
These problems were:
1. vague planning
2. unclear management responsibilities
3. evaluation as an adversary process

4.  It continued to be developed by various UN agencies, but
the GTZ (German Technical Cooperation) has strongly
embraced the approach and developed it into a practical
systematic tool.
(GTZ-) was responsible for the development of ZOPP or
Zielorientierte ProjektPlanung
NORAD (North American Aerospace Defense Command)
made a significant contribution in 1990 with their
handbook
 In the 1990s it was often mandatory for aid organisations
to use the LFA in their project proposals but its use in
recent years has become more optional

5. The European Commission introduced LFA as a part of
Project Cycle Management in the early 1990’s on the basis
of a review carried out on the effectiveness of its
development work.
The three key weaknesses identified then were the
following:
1. that there was a general tendency to confuse the
project with the people that were meant to profit from
its implementation and functioning;
2. in many cases, vitally important aspects were overlooked
in project preparation, implementation and follow-up;
3. too often, decisions were taken without being subject
to the required decision-making rules appropriate to
each phase in the project cycle.

6. These weaknesses were translated into positive
guiding principles* forming the cornerstones of
Project Cycle Management with the LFA being its
principle project design and management tool.
These guiding principles are:
1. Always express the project purpose (immediate
objective) in terms of sustainable benefits for the
target group;
2. Devise a “basic format” setting out concisely the
vital aspects which, if not considered, will almost
certainly lead to the project’s failure;
3. Devise a mechanism to guide sound decision-making
process throughout the project cycle.
* Eggers, Hellmut W., p.69.

7.  LFA is widely used by bilateral and multilateral donor
organizations like
GTZ
SIDA (Swedish International Development Cooperation
Agency),
NORAD (North American Aerospace Defense Command),
DFID (Department for International Development),
UNDP (United Nations Development Project)
Inter- American Development Bank.
FINNIDA - Min. of Foreign Affairs Finland

8. Logical framework approach
LFA is a systematic planning procedure for
complete project cycle management
 It is a problem solving approach which takes
into account the views of all stakeholders
 It also agrees on the criteria for project
success and lists the major assumptions

9. To define LFA….
 The LFA is a tool – or rather an open set of tools –
for project design and management.
It entails an evolutionary, repetitive analytical
process and a format for presenting the results of
this process, which sets out systematically and
logically the project or program’s objectives and the
causal relationships between them,
to indicate how to check whether these
objectives have been achieved and to establish what
external factors outside the scope of the project or
program may influence its success.*
* Commission of the European Communities: Project Cycle Management, Manual. February 1993, p. 18.

10. Logical Framework Approach
 In English:
GOPP- Goal Oriented Project Planning
OOPP- Objective Oriented Project Planning
 In German:
ZOPP (Zielorientierte Projektplanung)

11. The LFA can help to achieve:
1. A STRUCTURED PROJECT DESIGN PROCESS.
LFA suggests a logical sequence, interlinking the
individual steps in the design process.
2. 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?).

12. 3. PARTICIPATION of the stakeholders
involved in the project design and
management, which is an essential prerequisite
for the sustainability of a project.
4. 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.

13. 4. OBJECTIVELY VERIFIABLE INDICATORS.
Indicators describe objectives in measurable
“empirically observable” terms and provide the
basis for performance measurement and project
monitoring and evaluation.
5. FLEXIBILITY in adapting to changing conditions
(that are of relevance for the project). The LFA
establishes a framework that makes the underlying
rationales and assumptions transparent and helps
to react to changes by, e.g., revising the design.

14. The LFA applied to the Project cycle
 LFA is applied from
Identification to
Evaluation
 LFA provides a basis
for:
 Checking what has been
achieved vs planned
 verifying the influence
of external factors on
the project
 checking the benefits of
the project

15. Using The LFA At Various Stage Of PCM
It is to note however that LFA does not apply rigorously to
projects of all types and sizes in the same way and it may be
relevant to distinguish between the following types of projects:
1. Large projects, where the use of considerable resources for
planning and design is justified and the use of LFA is a must
2. Experimental projects where the use of LFA is necessary
regardless of size
3. Programmes consisting of several projects, where LFA should
be used both on the programme itself as well as the individual
projects.
4. Small projects, where less resources are available for
planning, design and the use of LFA
5. Non-projects (event-projects) e.g. financial support,
seminars, etc., where it does not make sense to use LFA.

16. The logical framework approach
Analysis phase Planning phase
Decide what you will do
1. Problem Analysis
2. Objectives Analysis
3. Strategy Analysis
Decide how you will do it
4. Log frame matrix
5. Activity planning
6. Resources planning

17. The Analysis Phase
The LFA is an evolutionary, iterative process
starting with the profound analysis of this existing,
undesired situation as a basis for later planning.
 But what are the most important characteristics of
an existing situation?
 What are the real problems to be tackled by the
project?
The answer to this question greatly depends on
perception - in a project context on the perception of
the different stakeholders involved.

18. During the analysis phase representatives of the
stakeholders are therefore brought together and
consulted in order to be
 able to define and provide their views on the
existing problems (first step of the analysis phase),
 able to later on analyse objectives on that basis
(second step of the analysis phase)
 and to finally analyse what alternative project
strategies exist (third step of the analysis phase).
Stakeholder consultations are often organised in form
of workshops, but can and should be varied according to
the specific conditions and needs.

19. The planning phase
The main output of the LFA is the logframe matrix
(short form for logical framework matrix) – it could also
be called the “product” of the LFA.
The logframe matrix is a format for presenting the
results of the LFA as a process, and is developed on the
basis of the LFA tools applied earlier during the analysis
phase

20. Stakeholder Analysis
Stakeholder is any individuals, group or
organization, community, with an interest in the
outcome of a programme/project.
Purpose
To identify:
• The needs and interest of stakeholders
• The organizations, groups that should be
encouraged to participate in different
stages of the project;
• Potential risks that could put at risk
programme;
• Opportunities in implementing a programme;

21. SWOT Analysis
Purpose:
 To assess the performance and capacity of the
participating units, divisions of organization.
 Each participating unit has to undertake SWOT
analysis.
SWOT analysis is a tool for institutional appraisal and
a brainstorming exercise in which the representatives
of the organization participate fully.

22. SWOT Analysis
SWOT stands for:
• Strengths - the positive internal attributes of the
organisation
• Weaknesses - the negative internal attributes of the
organisation
• Opportunities - external factors which could improve
the organisation’s prospects
• Threats - external factors which could undermine
the organisation’s prospects

23. Problem Analysis: problem tree
Purpose:
- to identify major problems and their main causal relationships.
Output:
problem tree with cause and effects

24. Steps in Undertaking Problem Tree
1. Identify the major problems that the project will
address. State problems in negative manner.
2. Group problems by similarity of concerns.
3. Develop the problem tree:
a) Select a focal problem from the list and relate
other problems to the focal problem.
b) If the problem is a cause of the focal problem it
is placed below the focal problem
c) If the problem is an effect of the focal problem
is goes above

25. Problem Tree
EFFECT
CAUSE

26. EXAMPLE

27. Analysis of Objectives
 Transforming the problem tree into an objectives tree
by restating the problems as objectives.
 Problem statement converted in to positive
statements.
Top of the tree is the end that is desired
Lower levels are the means to achieving the end.

28. Objectives Tree
Ends
Means
* Project Cycle Management Guide, 2004
*

29. The relationship between the
problems tree and the objective tree
PROBLEM TREE OBJECTIVE TREE
 Focal problem Project Purpose
 Effects Overall Objectives
 Causes Results

30. Strategy Analysis
(“Analysis of Alternatives”)
The aim of strategy analysis is division of the
objectives tree into more consistent smaller sub-units
that may, compose the core for a project.
 Each of the sub-units of the objective tree can
represent an alternative strategy for the future
project.
The project objectives set the framework for the
strategy of the project.

31. Strategy Analysis
Criteria for selection of the project strategy:
1. Relevance: the strategy corresponds to the
needs of the stakeholders.
2. Effectiveness: the lower level objectives of
the strategy will contribute to achievement of
the project purpose
3. Efficiency: cost-effectiveness of the strategy
in transforming the means into results.
4. Consistent with development policies
5. Sustainability of the project
6. Assumptions & Risks

32. The Logframe Matrix
 The main output of the LFA is the logframe matrix.
 The Logical Framework Matrix is used to present
information about project objectives, outputs and
activities in a systematic and logical way.
 It is an up front planner that provides essential
information
 Ability to incorporate the views of all the stakeholders
of a project& summarize the key features of a project
design

33. Logical Framework Approach Vs
Logical Framework Matrix
The APPROACH involves
problem analysis,
stakeholder analysis,
developing a hierarchy of
objectives and selecting a
preferred implementation
strategy.
The product of this
analytical approach is the
MATRIX (the Logical
Framework), which
summarises what the
project intends to do and
how, what the key
assumptions are, and how
outputs and outcomes will
be monitored and
evaluated.

34. Logframe Basic Principles
The Log Frame should be:
 Concise - normally not longer than 2 sides of
paper
A free standing document – easy to understand
for those sighting it for the first time. No
acronyms
 Include beneficiaries in the design of the Log
Frame
A basis for monitoring and evaluation – must be
reviewed and amended regularly

35. CATWOE Test
Customer for the project (Who pays?)
Agents for the project (who does what?)
Transformation the project intends to achieve
Worldview or major assumption of the change
(development hypothesis)
Owner of the project (who are the
beneficiaries)
Environmental Constraints (natural, social,
political, economic) facing the project

36. Log Frame
A LogFRAME is a 4x4 matrix.
Four rows and four columns.

37. The Logical Framework Matrix
Objectives &
activities
Goal
(Impact)
Purpose/
(Outcome)
Outputs
Activities
Indicators
Means
Means of
verification
Assumptions
What needs to
be fulfilled
before activities
can start
Pre-conditions
Cost

38. 3 Stages for Log Frame Matrix
 STAGE ONE - Start at the top and work down
 The objectives column - what is the project going to
achieve?
 STAGE TWO -Then think laterally
 How can the progress of the project be measured
against its objectives? (MEASURABLE
INDICATORS AND MEANS OF VERIFICATION)
 STAGE THREE -Then reflect back up
 What assumptions are to be included and what are
their implications?

39. LogFRAME
Intervention Logic Verifiable
Indicators
Means of
Verification
Assumptions
Defines the project
structure. It should
distinguish between
Goal; Purpose;
Outputs; Inputs and
Activities

40. LogFrame
Intervention
Logic
Verifiable
Indicators
Means of
Verification
Assumptions
The emphasis
is on the value
not just the
type of
indicators of
achievement.
Any indicators
should be
susceptible to
measurement
or qualitative
judgment or
both.

41. LogFrame
Intervention
Logic
Verifiable
Indicators
Means of
Verification
Assumptions
This column sets
out how and
from what
sources of
information,
each indicators
in V I column will
be quantified or
assessed.
If some of the
data may be
unreliable the
LogFrame should
say so.

42. LogFRAME
Intervention
Logic
Verifiable
Indicators
Means of
Verification
Assumptions
This column should
record the
important
assumptions on
which the success
of the project
depends and the
risks that have
been considered.

43. Log Frame
Intervention
Logic
Verifiable
Indicators
Means of
Verification
Assumptions
Goal What is the
overall broader
objective to
which the
project will
contribute?
What are the
quantitative
ways of
measuring or
qualitative
ways of
judging
whether
these broad
objectives
are being
achieved?
(estimated
time
What sources
of information
exist, or can
be provided
cost-effectively?
What external
factors are
necessary for
sustaining objectives
in the long run

44. Log Frame
Intervention
Logic
Verifiable
Indicators
Means of
Verification
Assumptions
Project
Purpose
What are the
specific
objectives which
the project shall
achieve?
What are the
quantitative
measures or
qualitative
evidence by
which
achievement
and
distribution of
impacts and
benefits can be
judged
(estimated
time)
What sources
of information
exist or can be
provided cost-effectively?
What are the
methods
required to get
this
information?
What
conditions
external to the
project not
under the
direct control
of the project
which are
necessary to
achieve the
project’s
purpose. What
risks have to
be considered

45. Log Frame
Intervention
Logic
Verifiable
Indicators
Means of
Verification
Assumptions
Expected
Results
(Outputs)
-What are the
concrete outputs
imagined to
achieve the
specific
objectives?
-What are the
envisaged
effects and
benefits of the
project?
-What changes
will be produced
by the project?
What kind and
quantity of
outputs and by
when will they
be produced?
(quantity,
quality, time)
What are the
sources of
information for
these
indicators?
What are the
factors not
within the
control of the
project which,
if not present,
are liable to
restrict
progress from
outputs to
achievements
of project
purpose?

46. Log Frame
Intervention
Logic
Verifiable
Indicators
Means of
Verification Assumptions
Activities What are the
key activities to
be carried out
and in what
sequence in
order to
produce the
expected
results?
Means:
What are the
means required
to implement
these activities
e.g. personnel,
equipment,
training, studies,
supplies,
operational
facilities etc.
(It is
recommended
that VI are
included against
all activities)
What are the
sources of
information
about project
progress?
What external
factors must be
realised to
obtain planned
outputs on
schedule?
What kind of
decisions or
actions outside
the control of
the project are
necessary for
the
implementation
of the planned
activities?

47. The if Logic
if ACTIVITIES
can be undertaken
if MEANS
are provided
then RESULTS
will be produced
if RESULTS
are produced
then the
PROJECT PURPOSE
will be achieved
if the PROJECT PURPOSE
is achieved
then the project will
contribute towards
the OVERALL
OBJECTIVE
then ACTIVITIES
can be undertaken

48. Assumptions
 Describe necessary internal and external conditions
in order to ensure that the activities will produce
results
 Assumptions are risks, which can jeopardize the
success of the project
 Are worded positively, i.e. they describe
circumstances required to achieve certain objectives
 Should be relevant and probable

49. Assumptions
 If an assumption is not important or almost
certain: Do not include
 If an assumption is unlikely to occur: Killer
assumption – abandon project
Example of Assumptions:
 Adequate funds materials.
 Skilled people – training needs.
 Approvals & contracts – legal, administrative.
 Participation of stakeholders.

50. Assumption Algorithm
Is the assumption important?
Yes No
Will it hold true?
Almost certainly Do not include in LogFRAME
Possible Include as an assumption
Very unlikely is it possible to redesign the
project in order to influence the
Yes external factor?
No
Redesign the project by adding
Activities or results; reformulate the
project purpose if necessary The project may not be feasible

52. Assumptions
Goal
Purpose
Results
Activities
If activities are undertaken AND
assumptions hold true, then results
can be achieved
Assumptions
Assumptions
Assumptions
Inputs
+
+
+
Pre-conditions need to be met before resources
are committed and activities initiated
 The Narrative Summary describes the IF/THEN logic, that is the necessary
conditions linking each level. Assumptions complete the picture by adding the
if/AND/then logic.

54. Objectively Verifiable Indicators
The basic principle of the OVI
column is that “if you can
measure it, you can manage it”.
The OVIs tell us not only what
accomplishment is necessary,
but also what will be sufficient
performance to assure that we
can reach the next level of
objective (The necessary and
Sufficient Test)

55. Objectively Verifiable Indicators
 Indicators must be valid, reliable, precise, cost-effective
and stated independently from other
levels.
 Indicators should make clear how the target group
will benefit from the realisation of outputs.
 Indicators should be specific in terms of:
Quality (what?) - Q
Quantity (how much?) - Q
Time (when, how long?) - T
Target Group (who?) - T
Place (where?) - P

56. Objectively Verifiable Indicators
The process of defining indicators forces us to clarify our
objectives.
A good indicator at this level is,
a. Plausible- measuring what is important in the project
b. Attributable -measuring changes caused by the
project
c. Cost-effective -involving data that may be collected
and analyzed inexpensively
d. Independent-not inherent to the project
e. Targeted -how much.., what kind of.., by when
f. Verifiable -to reach agreement

57. Impact (Goal) Level Indicators
Goal level indicators often describe the
program objective to which this project
and several others are directed
Goal level indicators may include targets
beyond the scope of this project

58. Outcome (Purpose) level Indicators
The project Purpose is the primary reason why
you are doing the project. It is why you are
producing Outputs.
 Purpose level Indicators very often defines the
change in behaviour of project beneficiaries, or
the change in the way institutions function, as a
result of the project’s Outputs.
 During a cost/effectiveness assessment of a
project design, it is the relationship between
Outcome and costs that we look at, rather than
simply Outputs and costs.

59. Output Level Indicators
These indicators define the deliverables
for which the project team/contractor is
accountable.

60. Means of Verification
In the Means of
Verification (MOV) you
describe the sources of
information that will
demonstrate what has
been accomplished.

61. Intervention
Logic
Verifiable
Indicators
Means of
Verification
Assumptions
Goal To reduce population
growth in a
community
The reduction of the
number of live births per
1000 head of population
National statistics
Data from public
health and ministry of
health departments
Project
Purpose
Within 5 years for
those of reproductive
age to have increased
their uptake of Family
Planning services by
30%
The number of live births
recorded per annum over
a 5 year period
(Increase in CPR)
(Decrease in TFR)
Data from
hospitals/clinics
within the project
area
Data from birth
registration body
No overt opposition
from religious or
anti-abortion
groups.
The community
wants greater
access to FP
services
Expected
Results
Those of reproductive
Q age to use family
planning methods
effectively
Number of attendees at FP
clinic
Number of pregnancy
tests carried out
Number using
contraceptives
Record number at FP
clinic
Number of requests
for abortions
Records are
available for
baseline data
Activities To recruit and train
staff
To fully equip a
FP clinic
To increase the
supply of
contraceptives
Recruitment and training
of staff to be completed
within 3 months
Equipment and all
supplies quantified and
costed
Numbers of staff
trained and retained
Number of
contraceptives issued
at FP clinic
That trainers are
available
Equipment and
supplies will be
available at the start
of the project

62. The LogFRAME
Monitoring & Evaluation
LogFRAME
hierarchy
Type of monitoring
& evaluation activity
Level of information
Goal Ex-post evaluation Outcomes/impact
Purpose Evaluation at
completion and
ongoing review
Outcomes/effectiven
ess
Component
Objectives
Ongoing review Effectiveness and
sustainability
Outputs Monitoring and
review
Output
Activities
Inputs
Monitoring Inputs/Outputs

63. LogFRAME
Advantages:
1. Brings together in one place a statement of
the key components of a project
2. It presents them in a concise and coherent
way (clarifies and shows logic of how the
project is expected to work)
3. It separates the various levels in the
hierarchy of objectives (helps to avoid
confusion of inputs and outputs)

64. LogFRAME
Advantages cont:
4. It clarifies the relationships which underlie
judgments about likely efficiency and effectiveness
of projects
5. It identifies the main factors related to the
success of the project
6. It provides a basis for monitoring and evaluation by
identifying indicators of success and means of
quantification or assessment
7. It encourages a multidisciplinary approach to
project preparation and supervision

65. Limitations to the Logical Framework
approach
 It is not a substitute for other technical,
economic, social and environmental analyses.
 It cannot replace the use of professionally
qualified and experienced staff.
 Rigidity in project management may arise when
objectives and external factors specified during
design are over emphasized.

66. Limitations to the Logical Framework
approach
 It requires a team process with good leadership
and facilitation skills to be most effective.
The process requires strong facilitation skills to
ensure real participation by appropriate
stakeholders.
The whole culture of the Logical Framework can
be alien.

67. Limitations and Risks
There are a number of risks involved when the
LFA is applied improperly. In addition there are a
few aspects that have been criticised as
conceptual weaknesses or limitations of the LFA.
In the following these risks in the application and
conceptual limitations of the LFA are summarised
under three key words
1. “Logic–less frames”:
2. “Lack-frames”:
3. “Lock-frames”:

68. The LFA can be a “frame to help logical
work” but it can’t substitute for that work
or, as written in the Danida Manual on the
LFA:
“LFA is no wonder drug, which can
substitute for experience, insight and
reflexion”.

69. REFERENCES
 The LogFrame Handbook.A LFA to project Cycle, World
Bank, USA.available at :
https://www.wau.boku.ac.at/fileadmin/_/H81/H811/Skripten/8
11332/811332_G3_log-framehandbook.pdf
 INTRODUCTION TO LFA:
http://www.ngobg.info/bg/documents/49/744introductiontolfw.
pdf
 GUIDE TO DEVELOPING LFA:
http://www.scoop.it/t/eu-funds-and-project-management/
p/2175972619/2012/07/15/developing-a-logical-
framework-guide-cidt-pdf
 Log frame approach by SIDA
 Wikepedia/org