TheLogFrame

The LOGICAL FRAMEWORK
Scoping the Essential Elements of a Project

Technical Session by
Dr. Kenneth F. Smith, PMP

The Discovery Suites
Pasig, Metro Manila August 26, 2009
2009 Dr. Kenneth F. Smith, PMP
A Project is a Vision for improving the future

The concept for a Project comes from One Persons idea & initiative. But Projects are never fully formed at conception. During the Projects development -- and before final approval -- many others become involved and contribute to shaping -- and re-shaping its scope & substance.
It is essential therefore that
when finally developed

all the Stakeholders Have a Common Understanding & Acceptance of the Projects Dimensions: i.e. its
Objective, Scope & Substance

OVERVIEW
Originally developed for the US Agency for International Development (USAID) the LOGICAL FRAMEWORK (Log-Frame) is a deceptively simple - but very powerful methodology & tool to Plan & Summarize the Scope and key elements of a Project for subsequent Monitoring & Evaluation in an easy-to-understand, structurally-interrelated format. 4 2009 Dr. Kenneth F. Smith, PMP
The Logical Framework

Basically, a 4 & 5* Matrix to describe the Essential Building Block Elements in the Project Design, as well as for subsequent Performance Monitoring & Evaluation: *NOTE: Different organizations
such as ADB & the World Bank have modified structural versions of the LogFrame
LOGFRAME (Generic)
DESIGN SUMMARY (NARRATIVE) GOAL PURPOSE OUTPUTS ACTIVITIES INPUTS
Performance Data Assumptions & Risks Indicators & Sources / Means of Targets Verification
LOGFRAME the Rows / Levels
GOAL PURPOSE OUTPUTS ACTIVITIES w Milestones INPUTS

The Columns
Design Summary
Performance Indicators & Targets
Data Sources & Reporting Mechanisms
Assumptions (&/or Risks)
LOGFRAME Concepts
Design Summary
WHY DO YOU WANT TO DO THE PROJECT?
PURPOSE
WHAT IS THE PROBLEM OR CONSTRAINT YOU HOPE TO RESOLVE? [I.e. Widespread Illiteracy ]
WHAT IMMEDIATE OUTCOME DO YOU EXPECT TO ACHIEVE? [I.e. Improved Reading Skills ]
PROJECT PURPOSE (or OUTCOME)
The Projects PURPOSE is the reason Why the Project is being undertaken, however . . . while a Development Project may have successfully delivered the OUTPUTS, the ultimate success of the Project is only achieved when the OUTCOME is realized. But Outcome is outside the control of the project implementer. It depends on a change of behavior by the target beneficiaries to utilize the projects Outputs (Deliverables) which may occur only a considerable time after the project has been completed. Therefore the Project Manager is not -- and should not be -- held accountable for achieving the Outcome. 10
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. 11
Developing the Project PURPOSE 1. Limit to Only One Major Objective 2. Describe the Result Expected when the Project Outputs have been Successfully Completed.
12
LOGFRAME Concepts
Design Summary GOAL PURPOSE
WHAT IS THE HIGHER LEVEL, LONGER RANGE, VISION TO WHICH THIS PROJECT WILL CONTRIBUTE?
I.e. Poverty Reduction, Improved Quality of Life, Economic Development, etc.,
13
LOGFRAME Concepts
Design Summary GOAL PURPOSE OUTPUTS
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. 14
LOGFRAME Concepts
Design Summary GOAL PURPOSE OUTPUTS ACTIVITIES WHAT -- SPECIFICALLY -- IS THE PROJECT GOING TO DO?
I.e. Build, Train, Equip, Develop Policy, Draft Legislation, Conduct Surveys, etc., etc.
15
LOGFRAME Concepts
Design Summary GOAL PURPOSE OUTPUTS ACTIVITIES INPUTS
WHAT RESOURCES DOES THE PROJECT NEED TO DO THE ACTIVITIES?
I.e. Consultants, Equipment, Civil Works, Training, Funding
16
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.
COLUMN 2
Design Summary Indicators & Targets
GOAL PURPOSE OUTPUTS ACTIVITIES INPUTS HOW WILL PERFORMANCE BE MEASURED?
Yardstick, Units, Baseline Situation, Incremental, and End Objective Target Levels, and Timing? Quantitative and/or Qualitative?
17
LOGFRAME Concepts
INDICATORS Should be SMART
Specific Measurable Achievable Relevant Time Bound

18
LOGFRAME Concepts
COLUMN 2
Indicators & Targets
MEASURES SHOULD Identify
< Resources
Quantity, Quality & Time
i.e. HOW MUCH of WHAT and by WHEN

19
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.
20
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 cost-effective and efficient than direct ones, providing a balance between the level of reliability of information collected and the effort needed to obtain it. 21 2009 Dr. Kenneth F. Smith, PMP
The general Purpose of PROJECTS is be able to do MORE / BETTER than the current situation
by Improving EFFICIENCY &/ or EFFECTIVENESS
22
TYPICAL INDICATORS of EFFICIENCY are
REDUCED
Processing Time Costs Personnel / Level of Effort Waste / Misuse of Resources

23
TYPICAL INDICATORS of EFFECTIVENESS are
Increased Quantity Improved Quality Extended Outreach (Coverage) Improved Timeliness Response
Time)
Reduced Risk / Uncertainty

24
LOGFRAME Concepts
COLUMN 2
MEASURES SHOULD BE DIFFERENT FOR EACH LEVEL !

INPUTS
< Resources
Money, Goods & Services, Training & People
25
LOGFRAME Concepts
COLUMN 2

ACTIVITIES
< Resources
< Timing, Physical &/or Intellectual Effort

26
LOGFRAME Concepts
COLUMN 2

OUTPUTS
< Resources
< Deliverable Products / Results
27
LOGFRAME Concepts
COLUMN 2

PURPOSE
< Resources
< Immediate OUTCOME
28
LOGFRAME Concepts
COLUMN 2

GOAL
< Resources
< Sustainable Impact
29
LOGFRAME Concepts
COLUMN 3
GOAL PURPOSE OUTPUTS ACTIVITIES INPUTS
< Resources
DATA BE FOUND?
Data Sources & Reporting Mechanisms
WHERE WILL THE INDICATOR & TARGET
I.e. National Statistics Offices, Ministry Records, Project Reports, Special Surveys, Mission Reviews, etc. 30
LOGFRAME Concepts
COLUMN 4
GOAL PURPOSE OUTPUTS ACTIVITIES Assumptions / Risks ASSUMPTIONS: WHAT EXTERNAL CONDITIONS EXIST OR BEHAVIORAL CHANGES BY TARGET BENEFICIARIES ESSENTIAL TO THE PROJECTS SUCCESS BUT BEYOND ITS CONTROL ARE EXPECTED ? RISKS: WHAT IS MOST LIKELY TO GO WRONG?
31
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

32
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
NOTE: An assumption is NOT a premise, logical cause-effect hypothesis, as in general usage
33
Rate Risks by: Likelihood
RISK Assessment
how likely is it to occur?
Come on! It cant go wrong every time...
Expected impact
if it did occur, how serious would the impact be on achievement of Outputs, Outcome, or Impact?
34
Locating Assumptions / Risks in the Logframe
Most 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 Purpose OUTPUTS ASSUMPTIONS / RISKS
35
Design Summary & Assumptions/Risks Relationships Assumptions / DESIGN SUMMARY Column Risks
Beyond Project Area
Goal
Purpose OUTPUTS
Goal Level
Within Project Area but beyond Management Control
Purpose Level
Within Project Area and Under Management CONTROL
Output Level Activity Level

36
Activities
The Key Conceptual difference between Outputs & Purpose (Outcome) Levels
DESIGN SUMMARY (NARRATIVE) GOAL PURPOSE
D e m a n d S u p p ly
Performance Data Assumptions & Risks Indicators & Sources / Means of Targets Verification
Strategic Management Levels
Should reflect the intended Change in the situation after the target beneficiaries have Utilized the Outputs provided The Infrastructure, Facilities, Goods &/or Services provided by the intervening organization
OUTPUTS
ACTIVITIES INPUTS
37
An AGRICULTURAL Example
OUTPUTS: Immediate Deliverables [Supply]
Irrigation Systems Built Irrigation Service Associations Formed Technical Extension Services Provided Farmers Trained Seed, Fertilizer, Credit Provided
PURPOSE (OUTCOME): Sustainable Results Intended [Demand]
Increased Productivity & Production Increased Farm Family Incomes Increased Food Availability
38
A HEALTH Example
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
PURPOSE (OUTCOME): Sustainable Results Intended [Demand]
Increased Usage of Health Facilities Improved Community Health Status Improved Capacity for Productive Work 39
REPETITIVE SHOTGUN PROJECTS

Most Projects are one-off single Purpose-type Projects. However, some projects are repetitive Shotgun-type projects, where the Purpose is replicated, so they must be planned and LogFramed differently. TYPE A Shotgun: A Single pre-determined concept
intervention replicated at different administrative levels or geographic areas -- i.e. Decentralized Governance; Education,
Municipal Development, Health, or Housing Projects; single Crop (i.e. Rice) Production Program in several Provinces, or a Livelihood Development Project replicated in Multiple Communities
Can be treated much the same as a one-off, but with progressive cumulative targets to measure performance for each OUTPUT indicator.
TYPE B Shotgun: Diverse open-ended sub-projects

in different geographic areas -- to be designed locally during project implementation -- but with the administrative processing structure replicated -- i.e. Participatory Rural Development &/or Community-demand/initiated Sub-projects
Which should be treated as follows:

40
Approach for LOGFRAMING a Shotgun TYPE B Project

A. Develop the Model for processing a single sub-project intervention, with key intermediate process steps as Activity Milestones i.e. Committee Formed, Sub-project (SP) Concept Developed, Concept Approved, Funding Provided, SP Implemented, SP Completed, SP Operational B. Designate the End Objective of the Project process as a generic OUTPUT INDICATOR i.e. Operational Sub-Projects C. Note the Total Number of Replications anticipated for each End Objective i.e. 66 wells constructed, 30 People Trained, etc. as a generic OUTPUT TARGET: i.e. 96 End Items D. Describe the Project Scope (Geographic Coverage) as a generic PURPOSE / OUTCOME i.e. 60 villages throughout the North East Region with Improved Quality of Life E. Note in the Activity Indicator Column: Performance will be monitored in a separate Line of Balance -- format.
After you are familiar with the Critical Path Method, use The Line-of-Balance Technique to Schedule these types of projects
41
In Summary:
42
Key Logframe Concepts

Development Focus, & Timing Objectives WHY? Long Range: (i.e. 2015)
Typical Example
Goal
Purpose
Outputs
Reduced Poverty Sustained Economic Growth WHY? Immediate: End To Increase Beneficiary Coverage of Project ( i.e. 2012) To Sustain Efficient /Effective Service Delivery by Ministry / Private WHAT will be DONE To Improve Economic Development during &/or by Project Power Stations, Access Roads, end Dams, Transmission Networks KEY TASKS During Project Implementation RESOURCES. Before & During Implementation Strengthening Management, Policy Procedures, Draft Legislation, MIS, Privatization, Construction, Training, etc.
$$,$$$,$$$
Activities
Inputs
43
Using the Log-Frame for Project Evaluation
44
The LOGFRAME can also be used for Evaluation ...

Hierarchy of Objectives Indicators
M&E
Assumptions
Implementability
Activities
Inputs
45

M&E
Assumptions
Efficiency
Outputs
Activities
46

M&E
Assumptions
Effectiveness
Purpose
Outputs
47

M&E
Assumptions
Relevance
Goal Purpose
48
The LOGFRAME can also be used as a Tool for Evaluation ...

M&E
Assumptions
Goal Purpose Sustainability
49

M&E
Assumptions
Relevance Effectiveness Efficiency Implementability
Goal Purpose
Outputs
Activities
Sustainability
Inputs
50
Who Uses the LogFrame?
51
The LOGICAL FRAMEWORK

Used World-wide Primarily by International Development Organizations such as the World Bank, the Asian Development Bank, European Union, AusAid, GTZ, etc. for Public Sector Economic & Social Development Projects
Required by the Philippine Government (NEDA) for Review, Approval and Funding of Public Sector Projects
52
CURRENT APPLICATIONS
The Size, Source & Scope of International Economic & Social Development Projects
53
The SIZE of Public Sector Development Programs
Billions of $$$s [$200 Billion Extant, with about $60 Billion per year in New Funding] More than 100 Countries Thousands of Different Projects Multiple Sectors Individual Projects range from a few thousand, to several billion $s Multiple Sources of Funding . . . [NOTE: These are Regular Development Projects -- Not Shortterm Intensive Emergency Disaster Relief Activities which are also supported by Donor Development Agencies]
54
FUNDING SOURCES
Multilateral Development Banks (i.e. World Bank; & Regional Banks -- Asian Development Bank, African Development Bank, Inter-American Bank) Bilateral Agencies ( U.S. AID, CIDA [Canada], AusAid [Australia], GTZ [Germany], DFID [UK], DANIDA [Denmark], JICA [Japan], etc., etc.) United Nations Agencies (UNDP, FAO, UNIDO, WHO, UNICEF, etc., etc.) NGOs (i.e. CARE, Catholic Relief Service, OXFAM, Save the Children, Winrock, World Vision, Ford Foundation, Bill Gates Millennium etc., etc.) 55
Public Development Project Types
The LOGFRAME Agriculture & Rural Development Fisheries Forestry Irrigation Environmental Protection Marketing
Education & Training Transportation Banking & Capital Market Development
2009
Health & Family Planning Housing & Urban Development Water & Sanitation Roads/Bridges/Ports Dr. Kenneth F. Smith, PMP Power Generation Governance56
Some Variations on the Logframe Theme . . .
57
The ADB Design & Monitoring Framework (DMF)
Design and Monitoring Framework

Design Summary Performance Targets
Reference Version
Data Source
Assumptions/ Risks
IMPACT OUTCOME OUTPUTS

ACTIVITIES ACTIVITIES
INPUTS INPUTS
58
Equating Logical Framework Terminology

IMPACT
=
GOAL PURPOSE
OUTCOME = OUTPUTS
BUT All are OBJECTIVES Dont become confused by the interchangeable English terminology. Use whatever is the common practice with either the sponsor or client/customer. 59
= Deliverables
ACTIVITIES
INPUTS ACTIVITIES
AFRICAN DEVELOPMENT BANK / Banque Africaine de Developpement RESULTS-BASED LOGICAL FRAMEWORK FORMAT (2008)
HIERARCHY OF OBJECTIVES Goal: EXPECTED RESULTS REACH / TARGET BENEFICIARIE S Beneficiaries: PERFORMANCE INDICATORS INDICATIVE TARGETS TIMEFRAME Progress anticipated in the long term: ASSUMPTIONS / RISKS
Impact:
Impact Indicators:
Risk: Mitigation:
Program purpose:
Outcomes:
Beneficiaries:
Outcome indicators:
Risk: Mitigation:
Inputs and activities:
Outputs:
Beneficiaries:
Output indicator:
Risk: Mitigation:
60
Other LogFrame Variations
Dont focus on the variations and language of different LogFrame matrix models. What is important is designing the project using hierarchical, interrelated, logic.
61
Like the Floor Level Buttons in Different Building Elevators . . .

14 13 12 11 10 8 6 4 2 G 9 7 5 3 1 B 15 14 12 11 10 8 6 3 M 0 9 7 5 2 1 G R 15 14 12 11 10 9 7 5 3 1 8 6 4 2 LL 14 13 12 11 10 8 6 4 2 L 9 7 5 3 1 P ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ?
Etc., Etc.
With Street * No 4 or 13 Level in Red

* No 13
* No Public Access to Some Floors
62
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 Identifying and assessing risks by listing critical Measuring project progress through objectively verifiable indicators and means of verification. Developing consensus and communicating a projects intent and strategy
activities, activities to production of outputs, outputs to achievement of a defined purpose, and purpose to a high-level goal or impact. assumptions inherent in project design and implementation.
64
Value-added by the Logframe

Puts the project in a broader sector context Consistent Format provides overview and permits rapid review of the projects 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 65
Logframes are in use Worldwide by

Multi-lateral development agencies
Such as the World Bank, European Union, the Asian Development Bank, and the United Nations Bilateral development agencies Such as the Australian Agency for International Development (AusAID), & Department for International Development (DFID,UK) and
to a lesser extent by National Governments Such as the Republic of the Philippines as well as some private organizations. 66
And have direct potential for adding value to the Planning and Management of YOUR Projects
67
Dont Start Vast Projects with Half-Vast Planning.
68
Thank You.
Aiding the Worlds Projects Have Laptop; Will Travel Kenfsmith@aol.com
Questions ? ? ?
70

TheLogFrame

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

TheLogFrame

Uploaded by

Copyright:

Available Formats

The LOGICAL FRAMEWORK

Scoping the Essential Elements of a Project

Dr. Kenneth F. Smith, PMP

A Project is a Vision for improving the future

2009 Dr. Kenneth F. Smith, PMP

It is essential therefore that

when finally developed

Objective, Scope & Substance

The Logical Framework

2009 Dr. Kenneth F. Smith, PMP

LOGFRAME the Rows / Levels

GOAL PURPOSE OUTPUTS ACTIVITIES w Milestones INPUTS

Performance Indicators & Targets

Data Sources & Reporting Mechanisms

Assumptions (&/or Risks)

2009 Dr. Kenneth F. Smith, PMP

WHY DO YOU WANT TO DO THE PROJECT?

PROJECT PURPOSE (or OUTCOME)

2009 Dr. Kenneth F. Smith, PMP

2009 Dr. Kenneth F. Smith, PMP

2009 Dr. Kenneth F. Smith, PMP

Design Summary GOAL PURPOSE

I.e. Poverty Reduction, Improved Quality of Life, Economic Development, etc.,

2009 Dr. Kenneth F. Smith, PMP

Design Summary GOAL PURPOSE OUTPUTS

2009 Dr. Kenneth F. Smith, PMP

2009 Dr. Kenneth F. Smith, PMP

Design Summary GOAL PURPOSE OUTPUTS ACTIVITIES INPUTS

WHAT RESOURCES DOES THE PROJECT NEED TO DO THE ACTIVITIES?

I.e. Consultants, Equipment, Civil Works, Training, Funding

2009 Dr. Kenneth F. Smith, PMP

2009 Dr. Kenneth F. Smith, PMP

Specific Measurable Achievable Relevant Time Bound

MEASURES SHOULD Identify

Quantity, Quality & Time

i.e. HOW MUCH of WHAT and by WHEN

LOGFRAME Concepts Direct vs. Proxy Indicators

by Improving EFFICIENCY &/ or EFFECTIVENESS

2009 Dr. Kenneth F. Smith, PMP

TYPICAL INDICATORS of EFFICIENCY are

Processing Time Costs Personnel / Level of Effort Waste / Misuse of Resources

TYPICAL INDICATORS of EFFECTIVENESS are

Reduced Risk / Uncertainty

Indicators & Targets

MEASURES SHOULD BE DIFFERENT FOR EACH LEVEL !

Money, Goods & Services, Training & People

2009 Dr. Kenneth F. Smith, PMP

MEASURES SHOULD BE DIFFERENT FOR EACH LEVEL !

< Timing, Physical &/or Intellectual Effort

2009 Dr. Kenneth F. Smith, PMP

MEASURES SHOULD BE DIFFERENT FOR EACH LEVEL !

< Deliverable Products / Results

2009 Dr. Kenneth F. Smith, PMP

MEASURES SHOULD BE DIFFERENT FOR EACH LEVEL !

< Immediate OUTCOME

2009 Dr. Kenneth F. Smith, PMP

MEASURES SHOULD BE DIFFERENT FOR EACH LEVEL !

< Sustainable Impact

2009 Dr. Kenneth F. Smith, PMP

Data Sources & Reporting Mechanisms

WHERE WILL THE INDICATOR & TARGET

2009 Dr. Kenneth F. Smith, PMP