APPLICATION

OF
LOGICAL FRAMEWORK
IN PROJECT PLANNING &
MANAGEMENT
Log frame approach
 WHAT IS a LOGIC??
LOGIC

 Let us start from a simple logic of being here for

the coming five days
 If you participated in this training program ---then
new knowledge & Skills may acquired --- if, …. then
--- Improved Individual Performance --- if … then
--- Increased Performance on Project Planning &
Management of your Organization
 The Logical Framework is a simple tool for;

 Organizing thinking
 Relating Activities to Expected Results
 Separating Means from Ends
 Setting Performance Indicators
 Allocating Responsibilities
 Communicating concisely & unambiguously
 The Types of Logic
HORIZONTAL

V
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T
I
C
A
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 The “Logical Framework Matrix”
Life of Project:_____________
From FY _______ to FY_____
Total Budget _____________
Project Title: ____________________

NARRATIVE OBJECTIVELY MEANS OF IMPORTANT

SUMMARY VERIFIABLE VERIFICATION ASSUMPTIONS
INDICATORS
Program or Measures of Goal The way required
Sector Goal: The Achievement: information is
broader objective to obtained
which this project
contributes
Project Purpose Condition that will Assumptions for
indicate purpose has “ realization of Goal
been achieved: End of
project status
Outputs: Magnitude of Outputs Assumptions for
“ Achieving Purpose
Activities Work Schedule/Inputs Assumptions for
“ Providing Output
 Steps in LF Preparation at the
Project Planning stage
Step 1. Generate an initial project objective (objectives
using problem & objective analysis)

Step 2. Identify an overall objective (goal) to which

the proposed project will contribute

Step 3. List out the expected outputs that will help

to attain the objectives stated in Step 1. above

Step 4. For each output stated above identify activities

which would help to achieve it
Note that:

in LF preparation at the planning stage;

• Do not strive for perfection

• The logical link of the project can not become
apparent until an initial framework has been
prepared
• top down approach is recommended
• You may follow the above steps to prepare project
Logical Framework

• Review the framework as you go through the

planning process
 THE VERTICAL LOGIC/HIERARCHY OF PROJECT OBJECTIVES
This is the
national/sectoral/organizational aim
These links are determined by Goal and the ultimate objective for which the
the external factors which project is undertake /ultimate impact to
underlies the project which the project is to contribute/

Purpose What we expect to achieve as a

direct result of the project
(outcome/effect). This lies outside
direct project management control
The specific contributions to
the attainment of project
Output purpose, resulting from
management of project
activities

Substantive tasks carried out by

Activities
project staff within the framework of
These links are the
a work program, budget, etc. Means
manageable
of transforming inputs to outputs.
elements of the
project
Inputs Resources necessary to perform
project activities human, material,
financial, technology, etc.
The Vertical Logic (Project Logic):
• Is a set of means and ends interrelated in a logical fashion and
intended to define the way the project inputs are transformed
into development goals.

• It is based on the assumption that the achievement of ultimate

project objectives (goal) proceeds through a hierarchy of sub-
objectives linked by a set of hypotheses:

(a) If we provide the following inputs and carry out the

following activities, then we produce the required outputs.

(b) If we produce those outputs (product &/or service), then the

purpose will be achieved.

(c) If the purpose is achieved, then the goal will be realized.

 Vertical Logic - Example
• Eliminate/Reduce illness caused by poor
sanitation

• Residents in the kebele adopts hygienic

practice

• Health workers trained to teach kebele

residents

• Develop curriculum .
• Recruit health workers
• Conduct training, etc.
 The Horizontal Logic:
•The statement of goal, purpose, outputs & activities
(inputs) frequently are subject to different
interpretations by those involved with the project.

•Hence, the HL enables to state the evidence that

will signal success or failure, and the means it can
be verified.
It lists:

(a) The Objectively Verifiable Indicators of

progress (OVIs),

(b) The Means of Verification (MOV).

(c) The Important Assumptions.

 DETAIL ELABORATION ON The “Logical Framework
Matrix”
NARRATIVE OBJECTIVELY MEANS OF IMPORTANT
SUMMARY VERIFIABLE VERIFICATION ASSUMPTIONS
INDICATORS
Sources of Goal
Goal Qualitative and/or information and
Description of
Sustainability
quantitative methods, the
the higher-level measures or means, for Main external
objective to which parameters used to verifying conditions/ events
the project will show the extent to (checking) necessary to sustain
contribute which the goal is met indicators-used to the objective in the
or fulfilled. establish what has long term-"the super
been achieved. goal".

Purpose Qualitative and/or

Purpose to
Description of
the impact or effect
quantitative Goal
measures or
the project is Main external
parameters used to conditions /events
expected to achieve show the extent to Same as above
as a result of its over which the project
which the purpose is has no control but
outputs met or fulfilled. which must prevail if
goal is to be achieved.
 DETAIL ELABORATION ON The “Logical Framework Matrix”

NARRATIVE OBJECTIVELY MEANS OF

SUMMARY VERIFIABLE VERIFICATION IMPORTANT
INDICATORS ASSUMPTIONS

Outputs Qualitative and/or

quantitative Output to purpose
Description of measures or Main external
the results the parameters used to conditions /events over
project should show the extent to Same as above which the project has no
achieve during which the outputs control but which must
its lifetime are produced. prevail if purpose is to
be achieved.

Activities Inputs Monitoring Activity to output

Description of Goods, facilities Means to be Main external conditions
the activities that and/or services used to check /events over which the
the project will needed to carry out (monitor) project has no control
undertake to the stated activities. progress of the but which must prevail if
produce its project's outputs are to be
activities. achieved.
stated outputs.
 Example of Project Logical Framework:

Agricultural Rehabilitation Project for war displaced returnees in

Ankorcha Wereda, XY Region

Narrative S OVI MOV ASSUMP.

Goal Increase farm Evaluation by the No other
Income Regional incidence of war
Help returnees,
Agricultural & draught
displaced and Bureau with
poor farmers the
become food assistance
self-sufficient of external
consultant

Purpose 1. No of farmers 1. Regular 1. Local and

• Reduce the need provided with monitoring wereda and
for food relief to relief report by the peasant
10% of farmers assistance M & E unit of associations
2. Total crop Regional are able and
•Increase Agriculture willing to
agricultural Yield attained
3. Local Bureau monitor and
productivity by
institutions 2. Report from enforce loan
50%
the project repayment
•Build local capacity organized
office
to respond short- 4. No. of farmers
term natural trained 3. Field survey
disasters
 NS OVI MOV ASSU.
Outputs 1. Revolving fund 1. Project 1. Timely
•Revolving fund provided documents Support
initiated 2. Growth in no. 2. Progress from
•Seed bank of fund users reports Cooperative
established 3. No. of 3. Field Organization
•Service cooperatives observation
Office is
Cooperatives organized 4. Monitoring maintained
established 4. System in place reports
•Early warning
2. Agri. Inputs
mechanisms are locally
established available
Activities 1. Two pickups 1. Project • No major delays in
•Providing logistic purchased documents procurement
supports 2. Office 2. Progress •No major increase
•Deploy project equipment reports in the price of inputs
personnel purchased 3. Field •Timely fund
•Identify 3. One observation disbursement from
beneficiaries agronomist & 4. Monitoring government and the
one project reports project donor
•Conduct training
coordinator
•Disburse credit employed
4. 5 extension
workers
trained
 Example of Project Logical Framework: Poverty Reduction Strategy
(PRS) in Ethiopia
MOV
NS OVI ASSU.
Goal 1. Reduction in 1. Annual PRS
national progress
Poverty in estimated report
Ethiopia poverty rate 2. External
reduced by of 70% to financers and
40% gov’t joint
30% between
2. Annual real assessment
2007 and 2015 economic
growth of
between 8 &
9%
maintained
Purpose 1. Plan of action in 1. Gov’t budget act 1. Continued
place in all 2. Sector program government
• By end of 2007, ministries & support at all
plans & budgets
PRS policies agencies levels, including
integrated into 3. Annual project
2. Increase in the in the event of
reports
regular gov’t no. of joint gov’t political changes
planning,
4. Annual review
programs &
meeting of gov’t
2. Continued
budgeting & projects & program support from
implementation targeted the international
financers
poor financers &
process
donors
3. ...
 NS OVI MOV ASSU.
Outputs 1. PRS issues 1. Press clipping 1. All
•Ownership of the are 2. Small scale stakeholders
PRS in all regularly in survey committed
institutions national to the PRS
3. Number of
maintained and media PRS 2. Media show
deepened 2. Increased newsletters interest and
•Gov’t systems awareness report
for regular about the professionall
reporting on PRS within y on the PRS
poverty statistics public
established by institutions
end of 2006

Activities
(state detail
activities to be
accomplished
for each
outputs)
Case on logical framework
 INDICATORS

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 Reflection
• What do you understand by Indicator?
• Have you ever developed ?
• What are the challenges in developing
indicators?
What is an indicator ?

• Indicators are qualitative or quantitative

criteria used to check whether proposed change
have occurred
 An indicator is a measure that is used to
demonstrate change in a situation, or the progress
in, or results of an activity, project, or programme.
• Indicators are designed to provide a
standard against which to measure, or
assess the progress of an activity against
stated targets, towards:
– delivering inputs (input indictors),
– attaining outputs (output indicator) and
– achieving objectives (effect and impact
indicators).
01/27/23 22
 Structure and type of
indicators

s
indicator
Impact
Impact

Outcomes

Indicators of
results
Output

s
indicator
Process
Activities Process

Input

indicator
Input
s
01/27/23 23
PERFORMANCE INDICATORS
Measure the quality and quantity of long-term results
Impac generated by programme outputs.
t
Measure the intermediate results generated by programme
Outco outputs. They often correspond to any change in people’s
me behaviour as a result of programme.

Measure the quantity, quality and timeliness of the products

Outp — goods or services — that are the result of an
activity/project/programme.
ut
Measure the progress of activities in a programme/project
Proce and the way these are carried out .
ss
Measure the quantity, quality and timeliness of resources
Input provided for an activity/project/programme.
 Indicators are signals which show;
 Whether we are on the right track & direction,
 How far we have progressed
 How far we still have to go to reach our
destination/objectives and
 Problems encountered to reach the intended
targets,
 Indicators can be :
 Quantitative, measuring tangible effects, or
 Qualitative, dealing with judgments/ people's
judgements and perceptions about a
subject

01/27/23 25
 Example of qualitative indicators

For example: the number of people

owning sewing machines in a village is a
quantitative indicator, the confidence those
people have in sewing machines as
instruments of financial independence is a
qualitative indicator.
 Quantitative indicators are often expressed
in;

– A ratio (like teacher : student; hospital bed:

patient, etc.)
– A percentage (part of the total)
– Actual number (10, 15, 40, etc.)
– A rate (say from 1000, 10000, etc.)

 Indicators are recommended to be developed

with project partners, because it helps in;
– building consensus,
– strengthening the collaboration of
project management staff, beneficiaries,
donors, cooperating agencies, etc.
01/27/23 27
• Indicators can be used to measure
progress /change/ of all sorts within a project,
broadly relating to the process and the
result/impact of implementation.
Process indicators are those which show
whether the planned activities are actually
being carried out effectively.
Result/Impact indicators are used towards
reaching to assess what progress is being
made the project’s objectives and what
impact the work has had on the different
groups of people affected by the work.

01/27/23 28
 EX: Project Objective: ‘Introduction of modern family
planning practices in area X’.

PROCESS INDICATORS RESULT INDICATORS

INPUT/ACTIVITY OUTPUT OUTCOME/ IMPACT
INDICATORS INDICATORS PURPOSE INDICATORS
INDICATORS
No. of training No. of people No. of families Rate of
1 delivered for trained how using different decrease in
household heads on to use birth control family size
how to use modern modern birth practices
birth control control
practices. practices.
No. of consultation/ No. of
2 meetings/ held to advocacy
No. of families Rate of
benefited from decrease in
establish an groups improved family morbidity &
advocacy group on established planning mortality rate
improved family practices of children's &
planning practices introduced by mothers
the advocacy
01/27/23 groups 29
 Indicators essentially developed from
objectives. Thus it must be stated clearly
and unambiguously.

01/27/23 30
 Indicators Selection
 Choice of appropriate indicators is a task
that requires
- Experience and skill,
- thorough understanding of the information
needs of management at various levels,
- Knowledge of how best to obtain the data
for the indicators and
- the limits imposed by both costs &
techniques.

01/27/23 31
 The development and selection of
indicators should be participatory as
far as possible.

 The list of indicators has to be limited.

Otherwise as the list grows larger, so
does the number of inappropriate
indicators, which can doom an
information system.

01/27/23 32
 Steps in Selecting Indicators

Step 1. Clearly state the result statement or

end-project status
Step 2. Develop how this can be achieved in
terms of outputs and activities (inputs)
Step 3. Develop a list of alternative indicators
Step 4. Assess the alternative indicators
against set criteria such as cost,
timeliness, validity, specificity, etc.
Step 5. Select only the most appropriate, which
can measure what is important about
the project objectives using the
selection criteria
01/27/23 33
 Criteria for Selecting
Effective Indicators
Result oriented: should focus at measuring result
expected from the project

Direct: should always be direct as much as

possible. Proxy indicators could only
preferred when direct indicators are not
possible or difficult to use for different
reasons.

Objective: could be understood without different

interpretations.
01/27/23 34
Unidimensional/Independent: output indicators cannot be
used to prove achievement of purpose
and purpose indicators achievement of
goal.

Quantitative: (Whenever possible): However, there

are instances where qualitative
indicators could be desired or even
more useful.

Disaggregated: Whenever possible) use disaggregated

indicators. Eg. By sex, age,
geographical location, education level,
etc.

01/27/23 35
Simplicity/Unambiguous Definition: Simple and clearly defined
in the project’s context. For example, what does a ‘user’ of a
project-supplied services such as condom distribution mean?
Does it include all persons who bought the condom, or those
who sometimes use it or only those who strictly uses during
every sexual intercourse?

Validity/consistency: The values of the indicators should stay

valid/constant as long as they are collected in identical
condition, no matter who does the collecting.

Specificity: Should measure specific conditions that the project

aims to do & change.

01/27/23 36
 Cost-Effectiveness/Ease of Data Collection: Identify
and select indicators for which data, time
and resources (budget) is available.

Relevance/Reliable: Should be related to project

objectives and measure what is expected
to achieve.
Timeliness: Should be sensitive to the time it is done
and possible to collect the data reasonably
and quickly.
Targeted: Must be targeted in terms of:
- quantity……> (how much/many)
- quality ……..> (how good/well)
- time …………> (by when)
- target group….> (to whom)
- place …………..>(where)

01/27/23 37
 Example: effectiveness of ‘behavioral change
communication in HIV/AIDS prevention’ projects may
best be measured directly by reduced death rates
related to the virus. But these are difficult to determine
over short period of the project life.

 What indicators do you suggest to be used in such

situation?

Proxy indicators, such as;

Sales of condom say per month,
Number of new anti-aids clubs established and
Increase in number of people practicing voluntary
counseling and testing (VCT) may be used as
indicators.

01/27/23 38