PROJECT CYCLE MANAGEMENT &

LOGICAL FRAMEWORK MATRIX

TRAINING

CYPRIOT CIVIL SOCIETY IN ACTION V

INNOVATION AND CHANGES IN EDUCATION VI
 Objectives of the training
 Understand the definition of project and project cycle
management.

 Apply the Problem Tree Analysis as a pre-requisite to

project design

 Understand and apply Logical Framework Approach.

 Use theses tools when drafing project proposals to EC

grants.
 Organising a party?
 How did you organise?

 What where the things that you consider?

 Handout 1: what is a project?

 What are the commonalities in this list of definitions.

 Handout 1: what is a project?
According to all these definitions,

 A project has a beginning and an end.

 A project has limited resources.
 A project follows a planned, organized method to meet
its objectives with specific goals of quality and
performance.
 Every project is unique
 A project has a manager responsible for its outcomes.
 Triple Constraints
 Triple Constraints:
a. Reaching the predefined objectives and results
b. Within the timeframe targetted
c. Completion of activitities within the estimated
budget

1. Context

Risk
2. Quality 3. Time
Budget
 When should we have a project?
 When there is a specific need identified

 When there is a problem

 When there is a situation that you want to change, etc.

 Project Cycle Management
• is a methodology for the preparation, implementation and
evaluation of projects based on the principles of the logical
framework approach (LFA)

• describes management activities and decision-making procedures

used during the life cycle of a project
– Key tasks
– Roles and responsibilities
– Key documents and decision options
Preparing Project Proposals
Project Cycle
Planning

Monitoring & Evaluation Identification

Implementation
Formulation

Financing
 Preparing Project Proposals
PROJECT CYCLE
Planning Analysis of situation at national,
local and sectorial level

Identification Formulation of project idea and

design of project

Preparation of the project

Formulation
proposal
Securing financial resources e.g.
Financing Award of the grant and co-funding

Implementation of the activities

Implementation stated on the project proposal

Monitoring and Ongoing checks an d periodic

review of project
Evaluation
 Preparing Project Proposal
STEPS TO FOLLOW:
1. Analyse the problem:
 Collect necessary information about the problem
 Tool: Problem tree Analysis / Stakeholder Analysis
2. Identify the project:
 Find the project idea that is feasible and addressing
problem identified
 Tool: Objective tree Analysis
3. Logical Framework Formulation
4. Grant Application Form
5. Budget
 Analysis Phase Planning Phase
Problem Stakeholder

• identifying and characterise

Developing Logical
Framework matrix
analysis analysis

potential stakeholders • defining project structure

• assess their capacity • testing logic and risks
• formulating measurable indicators
• identifying key problems, of success
constraints and opportunities
• determining cause-effect
relationships
Objective

• developing solutions
Analysis

from the identified • determining the sequence and

problems dependency of activities
Activity and
Scheduling • estimating their duration
Resource
• identifying an improved
situation in the future • assigning responsibility
Analysis
Strategy

• identifying different
strategies to achieve from the Activity Schedule, developing
solutions input schedules and a budget
• selecting most
appropriate strategy
 Analysis
ProblemAnalysis

Purpose:
to identify major problems and their main causal
relationships.
Problem

Output:
problem tree with cause and effects
 Steps in Undertaking Problem Tree
Analysis
ProblemAnalysis

1. Identify the major problems that the project will

address.
2. State problems in negative manner.
3. Group problems by similarity of concerns.
4. Develop the problem tree:
Problem

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

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Problem Analysis

The completed problem tree provides a

visual summary of the current negative
situation.
In various respects, problem analysis is the most
critical stage of project design and guides other
consecutive analyses.
Problem Tree and Problem Analysis
MAIN PROBLEM
EFFECT

SUB-PROBLEM1 SUB-PROBLEM2

CAUSE

UNDERLYING PROBLEMS

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 Problem Tree – Sea Pollution
High incidence of water borned
diseases and illnesses, particularly
among poor families and under 5s

Sea water quality is

deteriorating

High levels of solid Most households Wastewater treated in

waste dumped into and hotels discharge plants does not meet
the sea wastewater directly environmental
into the sea standards

Polluters are not Population not aware

controlled of the danger of waste Existing legal 40% of households
dumping regulations are and 20% of
inadequate to prevent businesses not
discharge of connected to
wastewater sewerage network
Environment
Protection Agency No public
ineffective and information /
closely aligned with educatiıon Pollution has
been a low Inadequate levels of capital
industry intersts programs investment and poor business
available political priority
planning within local
government
Objective Analysis

Objective Analysis
clarifies the means-ends relationship
between the desirable situation that
would be attained and the solution
for attaining it.

This stage also requires an Objective

Tree.
Objective Analysis
How to Make the Objective Tree
Step 1: Reformulate all negative situation of the problem tree
into positive situations that are :
• Desirable
• Realistically achievable
Step 2: Make sure that there is a means – ends (results)
relationship (if this is implemented then this will be
achieved)
The causes become the starting point for the objectives.
The effects become the results of the objectives.
Step 3: IF necessary:
• Revise statements
• Add new objectives if these seem to be relevant and
necessary to achieve the objective at the next higher
level
• Delete objectives which do not see suitable or
necessary
Objective Tree and Objective Analysis
MAIN OBJECTIVE
GOALS

SUB-OBJECTIVE1 SUB-OBJECTIVE2

MEANS

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 Objective Tree – Sea Pollution
Incidence of sea water borned diseases
and illnesses is reduced, particularly
among poor families and under 5s

Sea water quality is

improved

The quantity of No. of households and Wastewater treatment

solid waste hotels discharging meets environmental
dumped into the wastewater directly standards
sea is reduced into the sea is reduced

Polluters are Population more

effectively aware of the danger of New legal regulations are Increased % of
established which are households and
controlled waste dumping
effective in preventing businesses are
direct discharge of connected to
wastewater
sewerage network
Environment
Protection Agency is Public
effective and more information /
education Pollution
responsive to a broad Improved business
programs management is
range of stakeholder planning within local
established given a higher
interests government is established
political priority
 Analysis

Strategy analysis is a process in which specific project

StrategyAnalysis

strategies are selected from among the objectives

and means raised in Objectives Analysis, based upon
selection criteria.
Strategy

 comparison of different options to address a given

situation
 Step 1: Identify objectives you do not want to
Analysis
pursue (not desirable or not feasible);
StrategyAnalysis

Step 2: Group objectives, to obtain possible

strategies or components (clustering);

Step 3: Assess which strategy/ies represent(s) an

Strategy

optimal strategy according to the agreed criteria;

Step 4: Determine Overall Objective(s) and Project

Purpose
 Strategy Analysis
Incidence of sea water borned
diseases and illnesses is reduced,
particularly among poor families OVERALL OBJECTIVE
and under 5s

Sea water quality is

improved PURPOSE

The quantity of No. of households and Wastewater treatment

solid waste
dumped into the
RESULTS hotels discharging
wastewater directly
meets environmental
standards
sea is reduced into the sea is reduced

ACTIVITIES
New legal regulations are Increased % of
Polluters are Population more
established which are households and
effectively aware of the danger of
effective in preventing businesses are
controlled waste dumping
direct discharge of connected to
wastewater sewerage network

Environment
Protection Agency is Public
Pollution management
effective and more information / New legal regulations
is given a higher
responsive to a broad education are established which
political priority
range of stakeholder programs are effective in
interests established preventing direct
discharge of wastewater

OUT OF THE PROJECT STRATEGY CHOSEN

Stakeholder Analysis 1. Stakeholders: Individuals or institutions that may –
directly or indirectly, positively or negatively – affect or
be affected by a project or programme.
2. Beneficiaries: are those who benefit in whatever way
from the implementation of the project.
• Target group(s): The group/entity who will be
directly positively affected by the project at the
Project Purpose level.
• Final beneficiaries: Those who benefit from the
project in the long term at the level of the society or
sector at large, e.g. “children” due to increased
spending on health and education, “consumers” due
to improved agricultural production / marketing.
3. Project partners: Those who implement the projects
in-country (who are also stakeholders, and may be a
‘target group’).
Stakeholder Analysis
Questions to be Asked to Stakeholders
Basic Characteristics
Interests and motivation
 Social characteristics
• Needs
 Group status (formal /
• Interests (open and
informal)
discreet)
 Group structures
(leadership/ • Expectations
effectiveness) • Approach to project
 The way they
approach problems Potential
• Strenghts
• Weaknesses
• Possible contribution
 Logical Framework Approach
 Obligatory to submit in most of the EU Calls
(mandatory for CSV and SchoolsVI)
 EU stresses the importance of this tool
 Should be considered as a starting point of the project
design
 NOT just a form to fill in…drafting should involve the
all team and partners
 THE LOGFRAME SHOULD BE DRAFTED BEFORE
THE APPLICATION FORM!!!
 Logical Framework Approach
• Technique to set up a project involving
• the identification of problems,
• organise overall and specific objectives of your project
• define of results and related activities
• draft indicators to track progress track objective
• Lay down assumptions/risks for the success of the project

• LFA is a key management tool in each phase of the project

cycle: from implementation to evaluation, representing a
«master tool» for creating other tools (e.g. implementation
and resource schedules, monitoring plan, etc.)
 Logical Framework Matrix
Intervention Verifiable Sources of Assumptions
Logic indicators verification

Overall
objective

Project
purpose

Results

Activities means costs

Pre-conditions
Intervention Logic: Levels of Objectives
The long-term social and economic,
sectoral or national program objectives
to which the project contributes.
The project’s central objective:
sustainable benefits to be delivered to
target beneficiaries. It defines the
project’s success.
The services to be provided by the
project for which project managers can
be held accountable
What is going to be done to deliver the
project’s results
Ideal situation – can only be realised in
OVERALL OBJECTIVE the long-run
Can be reached as an outcome of the
project. Should be specific,
PROJECT PURPOSE measurable, attainable, realistic and
time and location bound.
The direct / tangible results (goods and
services) that the project delivers should
RESULTS measurable and attainable.
The tasks that need to be carried out to
ACTIVITIES deliver the planned results which also are
bound by a timeframe and a budget by the
use of resources
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 Hierarchy of Objectives
Logframe Matrix

• IF adequate inputs/resources are provided,

THEN activities can be undertaken;
• IF the activities are undertaken, THEN
results can be produced;
• IF results are produced, THEN the purpose
will be achieved; and
• IF the purpose is achieved, THEN this should
contribute towards the overall objective
 Attention!!!
 Logic of the logframe is established by drafting the
proposal from top to bottom
 MOST COMMON MISTAKE IS TO START
DESCRIBING ACTIVITIES FIRST
 Steps Should Be Followed As:
 Define the overall objective
 Define the purpose (specific objective)
 Expected Results
 Activities
 Logframe Matrix –
General Sequence of Completion
 Purpose of the Project
(Specific Objective)

BAD PRACTICE GOOD PRACTICE

Purpose is sum of results: Purpose is consequence of results:

Water treatment is improved and levels Improved quality of river water

of direct discharge into the river
reduced
Results:
1.1 Direct discharge of waste-water into the river reduced
1.2 Waste water treatment standards improved and enforced
1.3 Awareness of environmental management responsibilities improved
 Logframe - Assumptions
Risks:
 All of the negative external factors which should be
considered for the success of the project.

Assumptions:
 All of the positively expressed external factors which affect
or determine the success of the project.

Pre-conditions:
 The conditions which should be overcome before the
implementation of activities.
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Assumptions / Risks

Assumptions are external factors that have the

potential to influence (or even determine) the
success of a project, but lie outside the direct
control of project managers
Assumptions are risks, which can jeopardize the
success of the Project and are worded positively,
i.e. they describe circumstances required to
achieve certain objectives
Assumptions / Risks

Key points in setting Assumption

 Should be relevant and probable

 If an assumption is not important or almost certain: Do

not include
 If an assumption is unlikely to occur: Killer assumption
– abandon project
 Vertical Logic
Intervention Objectively Sources of
Logic – Project Verifiable Verification
context Indicators

Overall Assumptions
Objective

Purpose

Results

Activities Means Cost

Pre-
conditions
Objectively Verifiable Indicators
Objectively* Verifiable Indicators
project’s objectives in operationally measurable terms
(quantity, quality, time, or QQT).
An indicator is an observable change or event which provides
evidence that something has happened or is happening.

They are formulated in response of the questions:

How would we know whether or not what has been planned is
actually happening or happened?
How do we verify success?

*The meaning of Objectively Verifiable indicator is that the

information collected should be the same if collected by
different people.
Objectively Verifiable Indicators

• Indicators measure to verify to what extant the results are

achieved.
• Specify how the achievement of an objective can be verified or
demonstrated
• Provide a basis for Monitoring and Evaluation
• 3 Dimensions of Indicators
 Quantity “SMART”
 Quality
 Time S : Specific
M : Measurable
A : Achievable
R : Relevant
T : Time-bound
 Indicators and Sources of Verification

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 Planning Stage
 A detailed activity schedule and budget need to be
prepared following the logframe matrix process.

 Activity schedule and the budget play a crucial role in

the preparation of the project proposal.

 Planning stage is when the activities and the budget

are planned.
 Context analysis
The log frame matrix
Stakeholder Objectively
analysis Project
strategy
verifiable
Sources of
Verification
Assumptions
indicators
Strength Weaknesses SWOT analysis Overall
Objectives

Problem analysis
Opportunities Threats
Purpose

Results
Objective
analysis Activities Means Cost

Strategy analysis PRE CONDITION

Schedules

Reports
 Activity Scheduling
 Gantt Chart in the full application form (2.1.3)

 Identify logical sequence, expected duration and

dependencies of activities

 Acts as basis for allocating management responsibility

 Resource Planning and Budget
Resource Planning

Resource planning and budget preparation is a

three-level process:
1. Resource planning and preparing a draft budget
2. Conducting market research
3. Finalizing budget preparation
 Sustainability
An assessment of the likelihood of benefits produced
by the project to continue to flow after external
Sustainability

funding has ended, and with particular reference to:

 factors of ownership by beneficiaries
 policy support
 economic and financial factors
 socio-cultural aspects
 gender equality
 appropriate technology
 environmental aspects
 institutional and management capacity.
 Monitoring
• is a systematic management activity
• Actual progress is compared to planned so to
identify remedial actions
Monitoring

• Takes place at all levels of management

• Uses both formal reporting & informal
communication
• Focuses on resources, activities & results in the
logframe
 Monitoring - Tools
• Logframe Matrix
• Provides the objectives and indicators (targets)
and the sources of information to support the
monitoring system
Monitoring

• Lists key assumptions which should be reviewed

as a part of risk management
• Activity Schedule (Action Plan)
• Implementation progress can be assessed
• Resource and Budget Schedules (Budget of the
action)
• Clear reference for financial monitoring
• Allows comparison between planned and actual
utilisation
 Evaluation
• is an assessment of project success
• Assesses the relevance, efficiency, effectiveness,
impact and sustainability of projects in relation
Evaluation

to stated objectives
• Focuses more on results-to-purpose and
purpose-to-overall objectives
• Checks the coherence of project planning
• Checks the influence of the important
assumptions
• Is based on the guiding principles: impartiality,
independence and credibility
 Specific Instructions at the full
application stage
 A quality logical framework matrix – with SMART
indicators and targets of the results
 Mechanisms and resources to monitor – recommendation
to budget HR for this purpose
 Realistic time planning – maximum efficiency in the use
of time
 Sustainability strategy (financial, social, environmental –
guarantee continuity of the project results after the EU
funding ends
 Memorandum of Understanding – among applicant and
co-applicant(s) –common values principles, tasks, duties
and rights
GOOD LUCK!