PREMIER COLLEGE

Master in Project Management

Project Monitoring and Evaluation (M & E)
Chapter Four: Logframe
By: Buzeye Zegeye (Ph.D.)
 Introduction to the Chapter
• The term “Theory of Change” first emerged in the 1990s,
• Its purpose at that time was to address some of the problems evaluators
faced when trying to assess the impact of complex social development
programs.
• These included poorly articulated assumptions, a lack of clarity about how
change processes unfolded, and insufficient attention being given to the
sequence of changes necessary for long-term goals to be reached
• The logical framework, or logframe, is the most common and best-known
planning tool used in international development.
 Objectives of the chapter
After studying this chapter, learners will be able to;
• Define what is TOC and Logframe
• Develop and use Logframe for project M & E
• Understand the use of Logframe in project M & E
Content of the Chapter
4.1. Definitions of TOC and Logframe
4.2. Use of logframe
4.3. Developing logframe
4.4. The logframe Grid
Definition of TOC
• A theory of change is a method that explains how a given intervention, or
set of interventions, is expected to lead to specific development change,
drawing on a causal analysis based on available evidence.
• The Theory of Change is a comprehensive description and illustration of how
and why the desired change is expected to happen in a particular context.
• It provides the logical explanation and flow between project inputs and
activities, project outputs, outcomes, and finally impact
What is Logical Framework (Logframe)?
• A Logical Framework (logframe) is one of the most common planning,
monitoring, and evaluation tools used to describe the anticipated chain of
cause and effect in development interventions.
• A logframe is based on a simple grid and describes what a project needs to
do to achieve its impacts through a hierarchy of activities, outputs,
outcomes, and impacts.
• Originally designed for use in simple time-bound projects, it is now the
tool of choice for donors in interventions ranging from small projects to
organizational core funding. The logical framework is often used as a
basis for monitoring and evaluation.
• The logical framework was originally created as a planning tool for
military purposes and was then further developed by NASA to plan
space programs.
• After being adopted by USAID in the 1970s, the logical framework, or
logframe, has since spread to all areas of the development sector. It is
the tool of choice for official donors for planning and performance
assessment and is closely associated with results-based management
approaches (Hailey and Sorgenfrei, 2004; Earle, 2002).
• Logframes should include quantified SMART targets (Specific,
Measurable, Achievable, Relevant, and Time-bound), indicators for
measurement, plans for verification of indicators, and key assumptions
 Use of Logframe

Activity 1: Can you explain some of the use

of Logframe in project M & E?
• A planning tool;
• A tool for program management;
• The basis for M&E in a project or program;

• An accountability mechanism;
• A succinct summary of a piece of work;

• A ‘window’ into the work of an organization or complex program;

• A linear theory of change; or
• A mechanism for seeking funding.
How does it work?
The original logical framework was based on a simple grid, and described
what a project or program needed to do to achieve its goal through a
hierarchy of objectives.

Starting with the narrative summary column, the goal defines the longer-
term impact that a project or program aims to contribute to.
• The goal may be designed to be achieved after completion of the project
or program and may depend on the actions of many different agencies,
as well as changes in the external environment.
• The next row down deals with the objectives or purpose of the project
or program – the changes it hopes to directly influence over its lifetime.
• The outputs row includes the tangible products or services the project or
program aims to produce
• The last two rows deal with the activities of the project or program and the resources
required (inputs).
• The second column – objectively verifiable indicators – defines what information will
be collected to indicate whether or how far the goal, objectives and outputs have been
achieved.
• The third column – means of verification – indicates the sources that will be used to
collect the indicators, such as interviews, observation or secondary sources.
• The final column identifies the key risks and assumptions that might influence the

success or otherwise of the project or program.

• When developing a logical framework it is normal to work down the first
column by identifying the goal, objectives, outputs, activities and inputs.
Theoretically, the assumptions column should then be filled in from
bottom to top, followed by the middle two columns.
• If a logical framework is done properly, the
hierarchy of objectives should read logically
from the bottom to the top. If the inputs are
sufficient the activities can be carried out. If
the activities are carried out then the outputs
will be produced. If the outputs are produced
then the objectives should be realized. And if
the objectives are realized they should
contribute to the ultimate goal.
Different versions of Logframe
All logframes are based on a similar logic. But there are many
different versions, all with their own features and
terminologies. This can be very confusing at times. The table
below shows some of the terminology at different levels that
has been used by a range of different institutions. Note that
some logical frameworks also cover different levels of results.
For example, the DFID and USAID logframes have space for

inputs whilst the EC and World Bank logframes do not.

Strengths and Weaknesses of Logframe
 Developing/Refining a ToC Diagram

Activity 2: Can you sketch the Logframe Diagram

before reading the next slide?
• Should I start with the goal or the activities?
• Many people wonder whether they should start filling the logframe from
the top (starting with the goal), or from the bottom (starting with the
activities).
Some people would say to start from the top (goal) and work down. That
way you state what you hope to achieve, and then you work backwards to
decide which outcomes, outputs and activities are required to achieve it.
However, this is often difficult to do in practice. Many organizations have a
fixed set of activities that requires them to go from the bottom up. Other
organizations may go back and forth between the goal and the activities
trying to balance costs against results.
1. Describe the project summary
• The first column in the table is the project summary. It describes each level of your
project. For example, the goal of the project could be a “10% increase in the number of
Grades 5-6 primary students continuing on to high school within 3 years.” The outcome
leading to this could be “improve reading proficiency among children in Grades 5-6 by
20% within 3 years.”
• When completing the project summary it is very important that the links between the
different levels of the project are realistic and logical. Activities should logically lead to
outputs, which should lead to realistic outcomes, and a sensible goal (see the next
slide)
If you’re having difficulty creating logical and realistic connections between the different
levels, you might want to try creating a problem tree or theory of change first
2. Choose indicators and means of verification
• Once you’ve described each level of the project you need to choose indicators that will
allow you to measure if it has been achieved. For example, if the goal is a “10%
increase in the number of Grades 5-6 primary students continuing on to high school
within 3 years” then the indicator is “percentage of Grades 5-6 primary students
continuing on to high school.”
• You can have more than one indicator for each level, but it’s a good idea to keep the
total number of indicators manageable. For each indicator you need to describe how it
will be measured – this is called the means of verification.
3. Identify risks and assumptions
• The final column in a logframe is the risks and assumptions. This column
lists things that must be true in order for one level to lead to the next
level.
• An easy way to check whether your risks/assumptions make sense is to
look at the activities row and follow this logic: IF these activities are
undertaken AND the assumptions are true THEN these outputs will be
produced (see example below, click the image to view a larger version)
Cont’d…Causal Hypothesis
Chapter Summary
In this chapter we have studied that the Theory of Change is a
comprehensive description and illustration of how and why the desired
change is expected to happen in a particular context.
A Logical Framework (logframe) is one of the most common planning,
monitoring, and evaluation tools used to describe the anticipated chain of
cause and effect in development interventions.
Chapter Summary review Questions
1) Define logframe?
2) Using world Bank Logframe grid approach, develop a logframe diagram
for one rural based project?

3) List and explain the use of logical framework

Thank you