Reporters:

Vismanos, Lindsey Marie A.

Zerda, Jane G.
What is a Logical Framework ?

Logical Framework is an analytical

tool to design projects, to facilitate
monitoring and managing their
implementation
What is a Logical Framework ?

It is a way of describing a project in a

logical way so that it is:
• Well designed
• Described objectively
• Can be evaluated
• Clearly structured
 The Logical Framework Has Three
Main Purposes:

1. It is used to clarify and define the linkages

between elements of project design;
2. It is used to improve implementation,
supervision, monitoring and evaluation;
3. It is used as a participatory planning tool.
 The Logical Framework is
Based on Some Key Premises:
That we design projects to achieve
quantifiable and measurable objectives
and outputs;
That project success and quality need to be
monitored;
 The Logical Framework is
Based on Some Key Premises:
That projected achievement of these
objectives and outputs is based on a series of
hypotheses of cause and effect relationship;
That key parties to the project are in
agreement on the validity of these
hypotheses which are the basis of project
design.
Stages of Logical Framework
Approach

1. Analysis Stage
2. Planning Stage
 Stages of Logical Framework
Approach
ANALYSIS
Stakeholder analysis - identifying &
characterizing potential major
stakeholders; assessing their capacity
Problem analysis - or “Problem Tree”. It
consists of identifying key problems,
constraints & opportunities; determining
cause & effect relationships
Objective analysis – or “Solutions Tree”.
It consists in developing solutions from
the identified problems; identifying
means to end relationships.
Strategy analysis – identifying different
strategies to achieve solutions; selecting
most appropriate strategy.
PLANNING
Developing Logical Framework matrix –
defining project structure, testing its
internal logic & risks, formulating
measurable indicators of success
Activity scheduling – determining the
sequence and dependency of activities;
estimating their duration, and assigning
responsibility
Resource scheduling – or “Budgeting”.
from the activity schedule, developing
input schedules and a budget
ANALYSIS STAGE
STAKEHOLDER
ANALYSIS
 STAKEHOLDER ANALYSIS

What is Stakeholder Analysis?

Stakeholder analysis is the identification and
assessment of a project’s stakeholders, an
assessment of their interests, and the ways
these interest affect project riskiness and
viability.

Stakeholder analysis is used as input to

project design and helps identify
stakeholders participation in the project.
 STAKEHOLDER ANALYSIS

What is a stakeholder?
Stakeholders are people, groups, or
institutions that are likely to be affected by
a project (negatively or positively), and
those which can affect the outcome of the
project.
 STAKEHOLDER ANALYSIS

Types of Stakeholders

• Target Group
• Beneficiaries
• Implementers
• Donors / Financing agents
• Decision Makers / Implementation Groups
• Government / NGOs / Private Sector
 STAKEHOLDER ANALYSIS

Why do a stakeholder analysis?

• To identify the interest groups, their “stake” in the
project; and their importance and influence over
the intervention.
• To determine the level of risk a project is facing.
It identifies the conflicts of interest among
stakeholders.
• To identify relations between stakeholders which
can be built upon.
• To determine the appropriate type of participation
by different stakeholders, at successive stages of
the project cycle.
 STAKEHOLDER ANALYSIS

Steps in Stakeholder Analysis

1. Identify and characterize key stakeholders.

2. Assess stakeholder interests on the project.
And, assess the potential effects of the
project on the interests of the stakeholder.
3. Assess the level of influence and
importance of the stakeholder on the
project.
4. Formulate a stakeholder participation
strategy.
 STAKEHOLDER ANALYSIS

Step 1 – Identify key stakeholders

Assess:
• Who are the beneficiaries?
• Who are the proponents of the project?
• Who are the public agencies that help or
hinder the implementation of the project?
• Are there existing non-government
organizations, peoples organization that may
be tapped by the project?
• Who are affected (negatively by the project)
 STAKEHOLDER ANALYSIS

Step 2 – Asses stakeholder interest on project. Projects

effect to interest of stakeholders.
Assess:
• What are the stakeholder’s expectations of the project?
• What benefits are likely to be for the stakeholders?
• What resources might the stakeholder be willing to commit
(or avoid committing) to the project?
• What stakeholder interests conflict with the project
objectives?
• What is the relationship of the stakeholder to the other
stakeholders (unknown, negative, positive)?

• What are the positive and negative effects of the project to

the stakeholders’ interest?
• How would the stakeholder react if its interest are threaten?
 STAKEHOLDER ANALYSIS

Step 3 – Assess the level of influence and

importance of the stakeholder on the project.

For each stakeholder:

• Who are the beneficiaries?
• Who are the proponents of the project?
• Who are the public agencies that help or hinder
implementation of the project?
• Are there existing non-government
organizations, peoples organization that may be
tapped by the project?
• Who are affected (negatively) by the project?
 STAKEHOLDER ANALYSIS

Step 4 – Formulate a stakeholder

participation strategy.
Considering the interests, importance
and influence of the stakeholders to the
project, identify possible strategies,
actions, and mitigating measures (for
negative effects) that will define a
stakeholder’s involvement in the project.
 STAKEHOLDER ANALYSIS

Step 4 – Formulate a stakeholder participation strategy.

Hi
1 Not target of the 2 Should be closely
project but may involved to ensure
oppose the support for the
Level of Influence

intervention. project.

3 Unlikely to be 4 Special efforts are

involved in project, needed to ensure
requires no special needs are met
attention. and participation
Lo is meaningful.

Lo Degree of Importance Hi
 STAKEHOLDER ANALYSIS

Stakeholder Analysis Matrix

Interest (s) at Effect of

Stakeholder Importance of Degree of
stake in Project on
Stakeholder Influence of
Groups relation to Interest (s)
project Stakeholder
+0-
 STAKEHOLDER ANALYSIS

Stakeholder Analysis Participation Strategy

TYPE OF PARTICIPATION
PROJECT
Collaboration Empowerment
STAGE Info Sharing Consultation
(increasing control (transfer of control
(1 way flow) (2 way flow) over decision over resources &
making) decision making)

PROJ ID

DESIGN

APPRAISAL

IMPLEMENT

EVALUATION
PROBLEM ANALYSIS
For Project Development and
Management
 Problem Analysis

A set of techniques to:

 analyze the existing situation
surrounding a given problem
 identify the major problem of a situation
 visualize the cause-effect relationships in
a diagram (problem tree)
 Problem Analysis
What it is about?
A PROBLEM is the description of an existing
negative condition, not the absence of a
preconceived solution.

Example:
Wrong: Better:
no pesticides harvest reduced
available by pests
 Example of a Cause-Effect Tree

Income insufficient
to meet basic needs

Farmers cannot market their

perishable goods in time

People reach Passengers

EFFECTS markets late injured

STARTER PROBLEM Frequent bus accidents

Bad condition Drivers not Bad road

of vehicles careful enough conditions
CAUSES

Vehicles Insufficient Driving periods Little knowledge

are old maintenance are too long of traffic rules
STEPS IN PROBLEM ANALYSIS

1 Brainstorming: identify major problems

within the framework of the large identified
problem then identify a core problem.

A core problem does not necessarily mean the “most

important problem” as it is only the starting point of
constructing a problem tree. Rather, that which covers
overall cause-effect relationship in the problematic area
may be considered as a core problem
Formulate each problem as a negative condition
STEPS IN PROBLEM ANALYSIS

2 Agree on the core problem

If you cannot agree on the core problem, agree

on a more obvious problem and continue
identifying other related problems. You may
return to the discussion on the core problem
later
STEPS IN PROBLEM ANALYSIS

3 Identify the causes of the core problem

Identify only existing problems, NOT possible or

imagined ones. A problem is not the absence of a
solution but an existing negative state. Therefore
avoid using a statement like “lack of so and so”
or “No… is available”

Avoid: No hospital is available

Better: People do not receive modern medical

treatment
STEPS IN PROBLEM ANALYSIS

4 Identify the effects of the core problem

Avoid co-existence of “cause and effect” of the

problem on the same statement

Avoid: Frequent floods destroy farms

Better: 1. Farms are often damaged and destroyed

2. River is frequently flooded

STEPS IN PROBLEM ANALYSIS

5 Form a diagram showing the cause-effect

relationship of a “problem tree”

6 Review and diagram as a whole and verify the

validity and completeness
It is a set of techniques for :

• Describing a desirable and realistically

achievable future situation which would
be if problem were solved;

• Analyzing systematically the relationships OBJECTIVE

between interlinked means and ends and ANALYSIS
mutually conditioning objectives;

• Enabling planners to identify project

alternative
STEP 1. Restate the negative conditions of HOW TO DO
the problem tree as positive THE
conditions that are: OBJECTIVE
TREE
- Desirable
- Realistically achievable
STEP 2. Examine the “Means –Ends” relationship to
assure the validity and completeness of the
objectives HOW TO DO
If necessary: THE
OBJECTIVE
Revise statements, add new objectives if these
appear to be relevant and necessary to
TREE
achieve the stated objective at the next higher
level.
Delete objectives which do not seem to be
expedient or necessary
 Income sufficient
Example: Objective Tree to meet basic needs

Perishable goods are marketed

in time
ENDS
Arrival of passengers Passengers injury
at scheduled time rate decreased

CORE OBJECTIVES Frequency of bus accidents

Considerably reduced

Condition No. of careful and Road

of vehicles is good Responsible drivers Conditions
increased improved

Old Maintenance of
vehicles Vehicles Drivers know the
Drivers work Relevant traffic
Regularly regularly Schedules are
replaced undertaken rules
Followed meticulously
 What is Alternative Analysis?
 When dealing with projects that try to solve issues and
concerns in the community, the local governments are
faced with the dilemma of choosing a project from
among a varied set of probable projects all geared
toward the same objective. This tool, the alternatives
analysis, aids the local government in deciding which of
those projects to pursue.

 An assessment of all practicable and feasible courses of

action (alternatives) in trying to meet the goals and
objectives, this is what alternative analysis is about
 What is Alternative Analysis?
 Alternative analysis is effective in manifesting a
strong position and rationale for the proposed
project especially when the analysis suggests
greater returns and linkage to the goals,
strengthening of the organization, and lower cost
for the institution.
 This analysis entails an examination of long-term
goal/s and the effect of short-term plans to these
goals.
 It also involves a rundown of strategic courses of
action, specifically potential projects.
Purpose of Alternative Analysis?

 The purpose of the alternative analysis is to identify

possible alternative options, to assess their
feasibility and agree upon one strategy for action.

 Alternative options should be discussed in the light

of the interest groups that would be affected by
them and the ways in which they would be
affected.
Steps in doing Alternative Analysis

1. Identify the longer term impacts and objectives you

wish to pursue (desirable and achievable)

2. Identify the differing ‘means-end’ ladders as

possible alternative options or activity components.

3. Assess which alternative or mix of alternatives

represent an optimal project strategy to enhance
performance
Sample of Alternative Analysis

Alternative A
Alternative B
 Typical Criteria Used in Alternative
Analysis
• Probability of achieving the desired objectives
• Technical and institutional feasibility
(implementability)
• Financial and economic feasibility (cost-benefit
analysis)
• Social and political feasibility
• Resource available and
• Linkage with or contingency on other related
initiatives
Reminders in using Alternative Analysis

• Remember that in comparing projects, an ‘equal time

span’ should be used

• If the period of service of a project or its output is

already given, analysis of alternatives should consider
the same period as the required service period.

• The required service period is the time span whence

the project should and is expected to provide the
service
 Reminders in using Alternative Analysis

• Choosing one alternative consequentially

eliminates the chances of the others to be
chosen, unless they are complementary

• In planning the project, incorporate the

expected effects of the project across time
PLANNING STAGE
Logical Framework
 How to Use the Logical
Framework?
then
Goal
if then
Objectives/Purpose
then if
Components/Outputs
if
Activities/Inputs
 How Do We Put a Logical Framework
Together ?
Indicators Means of
Design Summary Assumptions
Verification
(OVI)

1. Goal

2. Purpose

3. Components/
Outputs

4. Activities 5. Inputs
 1. GOAL (Sector/Area): The Ultimate
Rationale of the Project

The Logical Framework begins with identifying

the overall sector/area goal to be targeted by
the project. This is usually a higher level
objective, relevant to the socio-economic
status of a sector, geographic area or target
group of beneficiaries.
2. PURPOSE: WHY the Project is
Being Done?

This is the immediate objective of the project.

It describes the immediate impact or results
that we hope to achieve based on the project’s
OUTPUTS. It should also demonstrably
contribute to the achievement of the GOAL.
3. COMPONENTS/OUTPUTS:
WHAT the Project Will Deliver?

Outputs are tangible and measurable

deliverables that the project is directly
accountable for and for which it is given
budgeted amount and resources;

It is also the essential preconditions for

achieving the project objectives;
3. COMPONENTS/OUTPUTS:
WHAT the Project Will Deliver?

Usually described the project’s “components”

which can be a single or a group of related
outputs; and

Should be presented as accomplishments

rather than as activities (Example: “Day Care
Center constructed)
4. ACTIVITIES: HOW You Will Do
the Project.

Each OUTPUT will be achieved through a series/

cluster of activities. A brief summary of these
activities should be presented. This should be
adequate enough to reflect and outline the
intended strategy to accomplish each output.
5. INPUTS: The SUPPORT Necessary
to Implement Activities

These will usually comprise the budgeted

costs and consulting services allocated to the
project. They should be presented by
component/output.

Goods, people and services necessary to

undertake the activities
 INDICATORS: The Verifiable
Indicators of Project Achievement

The basic principle behind this segment

is: “if you can measure it you can
manage it”.
Indicators : The Verifiable Indicators of
Project Achievement
Design Indicators
Indicators tell us what is the Summary (OVI)
necessary and sufficient extent
of achievement at one level of the
project design to achieve the Goal
next higher level.
It essentially quantify the results
or benefits expected from the
first 3 elements of the Design Purpose
Summary and thus make them
measurable or at least tangible. Components/
It should be presented in terms of Outputs
quantity, quality and time.

Inputs
Activities
 Means of Verification:
This segment of the project framework ensures that the previously
defined targets can be verified and measured effectively by specifying
the source(s) of data.
Means of
Design Indicators
Verification
Summary (OVI)

1. Goal

2. Purpose

3. Components/
Outputs

4. Activities 5. Inputs
 RISKS / ASSUMPTIONS:
Represent external factors over which the project chooses
not to exert or does not have control.
Design Project
Project Risk/
Monitoring
Summary Targets Assumption
Mechanisms

1. Goal

2. Purpose

3. Components/
Outputs

4. Activities
 Identifying Important Assumptions
Is this assumption important? This is not an important
No assumption.
Yes

Can this assumption be Yes

controlled by the project?
No
What is the likelihood that
this assumption will be met?
Very low
Is it possible to change
the project approach?
Yes
Change part of the project to
avoid the effect of the assumption.
This is not an important
assumption.
Very High This is not an important
assumption.
Enter the assumption in the
Cannot be
determined PDM and continue monitoring
No This is a Killer Assumption
(The project will fail.)
 Elements of the Logical Framework
Intervention Logic
1. Goal
The higher-level objective
towards which the project is
expected to contribute (mention
target group)
2. Purpose
The effect that is be expected to
be achieved as the result of the
project
3. Outputs
The results that the project
management should be able to
guarantee (mention target group)
4. Activities
The activities that have to be
undertaken by the project in
order to produce outputs
Objectively Verifiable
Indicators (OVI)
Measures (direct or indirect) to
verify to what extent the goal has
been fulfilled
Measures (direct or indirect) to
verify to what extent the purpose
has been fulfilled
Measures (direct or indirect) to
verify to what extent the outputs
have been produced
Inputs
Goods, people and services
necessary to undertake the
activities
Means of Verification (MOV)
The source of data necessary to
verify status of goal-level
indicators
The source of data necessary to
verify status of purpose-level
indicators
The source of data necessary to
verify status of output-level
indicators
Budget
Translation into financial terms of
all the identified inputs, where
feasible. Some services or
human inputs may not be in
monetary terms
Assumptions
Important events, conditions or
decisions outside control of the
project which must prevail in
order to achieve the goal
Important events, conditions or
decisions outside control of the
project management but
necessary for achieving the
purpose
Important events, conditions or
decisions outside control of the
project management but
necessary for producing the
purpose
Preconditions
Important events, conditions or
decisions outside control of the
project management but
necessary for the start of the
project