Annotated

Example
of a Project
Logframe Matrix
Annex
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B-2
Table of Contents of Annex B
B.1 Reviewing an Existing Logical Framework Matrix 3
B.2 Reworked Logframe Matrix 10
This Annex is useful for:
Managers - to help when revising the project
design and its logical framework;
Consultants - to ensure that the proposed
project design is based on good design
practice;
IFAD and cooperating institution staff - to check
that the proposed project design meets "good
practice" standards.
This Annex provides an example of how to develop and improve the logframe matrix for an
IFAD-supported project by giving a before revision and after revision comparison. The
before logframe matrix is shown with comments on the problems and how these could be
overcome. The after logframe matrix shows the partial reworking of the original logframe
matrix. The example is based on several IFAD-supported projects and so represents a fictitious
project.
There is no such thing as a perfect logframe matrix. The best results come from considerable
discussion among key stakeholders, guided by facilitators who have a good understanding of
the project context and logframe planning. If the project strategy is put to use by stakeholders
after the discussions, then the logframe matrix is simply a support and a reminder.
The intention of this Annex is to provide ideas and tips about the types of issues that require
attention and discussion when developing a good logframe matrix. The reworked example is
not intended to be perfect or complete. Different people, including those very experienced
with logframes, will often have different ideas and opinions about how to structure a project.
Therefore, to develop a good logframe requires several rounds of discussion and revision.
The logical framework approach and matrix are discussed in detail in Section 3.
B.1 Reviewing an Existing Logical Framework Matrix
Table B-1 gives an example of a logical framework matrix that has several weaknesses and
could be improved.
When you review a logframe matrix or develop one from the start it is helpful to keep in mind
its following three uses:
1. Providing a general overview of the project;
2. Providing the basis for project implementation, including the development of annual
work plans and budgets;
3. Providing an overview of how project performance will be monitored and evaluated.
The art of developing a useful logframe matrix is to make it specific and clear but not too
long. Remember that the detail needed for implementation will be more than what is required
to provide an overview for those appraising a project for funding. The lack of adequate detail
is why project staff often do not use a logframe matrix to guide project implementation.
When you begin to review or develop a new logframe matrix, it is a good idea first to develop
a visual overview of the projects objective hierarchy. Figure B-1 shows this for the original
matrix and Figure B-2 for the reworked example. Such a visual overview makes it easier to
understand how the different parts of the project fit together.
When working with a group of stakeholders to develop the project objective hierarchy and
matrix, visualise the objective hierarchy on a large wall by using separate cards for each
element. The cards can then be moved around as people discuss the best way to structure the
project. See the logic testing questions in Table 3-4 in Section 3.4, that can be used to guide
this process of refining the structure.
A GUIDE FOR PROJECT M&E ANNEX B
B-3
A GUIDE FOR PROJECT M&E ANNEX B
Table B-1 shows the original logframe matrix, with numbers to indicate weak areas. Table B-2
analyses these key weaknesses. In summary, they are:
1. The whole matrix is not detailed and specific enough to provide an adequate overview of
the project.
2. There are no activities specified.
3. Inputs are shown for the whole project rather than being specified for particular activities.
4. The outputs are really project components and hence are at too high a level and are too
general to be considered outputs.
5. Targets are only partially developed.
6. The risks and assumptions are overly simplified.
Figure B-1. Visual overview of the original project objective hierarchy
B-4
Improve the livelihood of
35,000 families
Small farms enabled to intensify
and diversify crop production
Landless families increase
livestock, fish and income-
generating activities as well as
homestead gardening
Purpose
Goal
Project coordinator, PMU, research, extension, training, transport, construction, etc. Inputs
Agricultural
Development
Outputs
(Components)
Rural Credit
Community
Infrastructure
Community
Development
A GUIDE FOR PROJECT M&E ANNEX B
B-5
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A GUIDE FOR PROJECT M&E ANNEX B
B-6
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A GUIDE FOR PROJECT M&E ANNEX B
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A GUIDE FOR PROJECT M&E ANNEX B
Table B-2. Critical comments on the original logframe matrix (numbers refer to the numbers in Table B-1)
B-8
Explanation Solution Issue
No activities are specified and the outputs are, in
reality, project components. Inputs are given for the
entire project and not for specific activities.
Structure the matrix as in the revised example (see
Figure B-2), with a purpose for each component and
each component having outputs and each output
having activities.
General
structure of
the matrix
1
The matrix provides only a very general overview of
the project. In this form, the matrix provides insuffi-
cient detail to be a useful guide for project implemen-
tation. It is also not clear what is to be achieved under
each of the components (outputs).
More detail needs to be included by using a purpose
for each component, and outputs and activities for
each purpose (see Figure B-2). This will make the
matrix longer. However, a summary of the project in
terms of the goal and purpose levels can be used on
its own.
Generality
and the
fragmented
nature
of the matrix
content
2
The targets do not adequately cover the different
aspects of the project. They focus too much on quan-
titative outputs and inputs and not enough on
outcomes and qualitative information. The targets do
not fully cover the scope of the project for each
component, so it is difficult to understand the project
fully.
Use key performance questions and key target indica-
tors as shown in the reworked example. Comparing
the reworked matrix to the original version, you can
see how having outputs for each component purpose
makes it much clearer what interventions the project
intends to make.
Contents of
the second
column of the
matrix
targets
3
The monitoring mechanisms are very general and so
provide little guidance for setting up the M&E system.
Include more about the information-collection
methods. Additional information about M&E needs to
be developed in a separate M&E matrix
(see Annex D).
Contents of
the third
column
monitoring/
means of
verification
4
At the goal and purpose levels, assumptions are used.
At the output level, risks are used. There is no
rationale for this, as assumptions can be used at all
levels.
A risk is an assumption that may not hold true. For
example, there is a risk that the assumption about
having a market for increased horticultural production
may turn out to be incorrect. The revised matrix
example includes only risky assumptions, and not
killer assumptions or highly likely assumptions.
Contents of
the fourth
column
assumptions/
risks
5
There is no indication from the matrix that gender
and other equity differences have been specifically
considered.
Ensure that, where necessary, there are specific
outputs or activities that address equity issues. Include
targets/indicators related to equity, for example,
female-headed households benefiting equally from the
project. Ensure that information is disaggregated
according to gender and equity differences.
Gender and
other equity
differences
6
The goal Improving livelihoods is an extremely
broad goal. Yet the project does not intend to directly
tackle, for example, the health and education aspects
of improving livelihoods. So the project implicitly has
a narrower focus than the full livelihood goal.
Try to make the goal more specific and more repre-
sentative of the different purposes. It may be
necessary to give a more detailed explanation of the
scope of the projects contribution in accompanying
documentation.
Generality of
the goal
7
Increased income is a poor indicator of the overall
project goal. Income itself does not necessarily
contribute to improved livelihoods. It depends how
the increased income is used and how household
expenses and work patterns have changed.
See the performance questions and target indicators
for the goal in the reworked example (see Annex C).
Targets for
the goal level
8
The assumptions are so general that they would apply
to virtually any project anywhere in the world. So they
are not very useful for guiding thinking about the
long-term sustainability of the project.
The assumptions should indicate what to look for to
see if the project is likely to be sustainable in the
longer term. The reworked matrix gives a set of more
specific assumptions for the goal.
Assumptions
for the goal
level
9
A GUIDE FOR PROJECT M&E ANNEX B
B-9
In the original example, there is little difference
between the two purposes or between them and the
agricultural development output.
There are different ways to structure a logframe
matrix. However, for IFAD-supported projects, it is
suggested that a separate purpose for each
component be used. It is also important to think
carefully about whether a project is primarily to
achieve a physical change, such as increased agricul-
tural production, or whether it is to focus on institu-
tional and community capacity and the process of
development. A good project will achieve both.
However, it is important to ensure that capacity-
building and institutional development processes are
made explicit in the logframe matrix.
Purpose level
10
The purpose-level targets are essentially targets for
specific aspects of agricultural development. They do
not address the issue of increased capacity for self-
reliant agricultural, economic and social development.
At the goal and purpose levels, it is important to ask
broader questions about institutional change and how
achieving specific production targets are actually
contributing to improved livelihoods. See the
performance questions for the goal and purpose levels
in the reworked example.
Purpose-level
targets
11
As mentioned above, what are called outputs in the
original example are really the project components. If
you look at the outputs as given, it is very difficult to
get an overview of what the project aims to achieve.
The outputs are written only as a title/heading and
not as a result or objective.
Outputs should refer to a relatively specific achieve-
ment of the project. They should also be used to give
a clear picture of the scope of each of the project
components/purposes.
Outputs
12
It is not clear what will be achieved under this
component. The targets are unclear.
The reworked example shows clear outputs for the
project under this purpose.
Agricultural
development
output
13
New crops adopted by 30,000 farmers is a poor
indicator. Taken literally it gives no information about
what crops have been adopted, to what extent or
how successfully.
It is necessary to make clear that information must be
collected about what particular crops have been
adopted and to what extent.
Agricultural
development
targets
14
It is not just the community where capacity develop-
ment is required. For the project to be successful, the
department of agriculture and private sector also need
to build their capacity.
This output becomes an institutional development
component at the purpose level of the matrix.
Community
development
output
16
Most of the targets provided are activity or low-level
output targets and do not answer the so what
question.
Make sure there are performance questions that will
provide information about, for example, how
successful farmers groups are in supporting their
members to adopt new farming practices.
Community
development
targets
17
NGO and PMU monitoring says nothing about
what methods or even the general approach that will
be used. The MOVs given are so simplified that they
provide virtually no information to guide M&E.
Try to be as specific as possible about what moni-
toring mechanisms and sources of information will be
used.
Community
development
targets
18
The risks relate to achieving the component (output)
and not to the contribution of the component to the
purpose and goal. Department of agriculture is
unable to deliver technology is an assumption
relating to the achievement of the component.
Technology is not available is potentially a killer
assumption.
In general, assumptions should relate to how an
activity contributes to an output and how an output
contributes to a purpose and so forth. For example, in
this project, it is being assumed that extra production
will, at least in part, be sold to increase household
financial resources. The contribution of the increased
agricultural production is based on an assumption
about sufficient market demand and prices for the
production. Clearly identifying assumptions is often a
difficult part of the project planning process. Either
the project should be changed to ensure that tech-
nology is available as a result of project efforts or the
purpose and goal need adjusting to be less ambitious.
Agricultural
development
assumptions
15
A GUIDE FOR PROJECT M&E ANNEX B
B.2 Reworked Logframe Matrix
The following points cover some key issues in developing a good matrix and are discussed in
reference to the example.
1. How to detail it. To outline a large project fully in a logframe matrix does require a
considerable amount of detail and quite a few pages. To be a useful guide for project
implementation, such detail is necessary. For large projects, each purpose (component)
could be considered a separate sub-project with its own logframe matrix. To provide a brief
overview of the project, you can use only the goal and purpose levels as illustrated in the
reworked example.
2. Structuring the matrix. The difficulty of dealing with large projects using a simple four-
level matrix is discussed in Section 3. This problem is very clear from the original example.
In the reworked example, you can see how having a number of purposes each with
outputs and activities shows more clearly and exactly what a project will be trying to
achieve.
3. Process- or product-driven. In the past, rural development tended to focus on products
irrigation schemes, yield increases, infrastructure, etc. More recent approaches are increas-
ingly concerned with building the capacity of people and institutions to guide their own
development process. It is much more difficult to be specific about capacity development
than, for example, 50 kilometres of road constructed. In the reworked example, under
Component Purpose 3, you will find some ideas about how to express capacity develop-
ment objectives and how to monitor them. The original example falls into the trap of
only including those things than can be easily measured and hence focuses on products at
the expense of capacity-development processes.
4. The sideways logic. It is important to remember that outputs from one part of the project
will often be necessary inputs or conditions for another part of the project. The reworked
example shows that the rural infrastructure component is an important contribution to
the other purposes (components) to be achieved. For example, roads are critical for
marketing and enabling access to villages for extension activities.
5. Where to locate outputs and activities. Sometimes it is not always clear where an output
or set of activities best belongs. In the reworked example, the output irrigation and
drainage scheme expanded and maintained has a logical home with either the agricul-
tural production or the infrastructure purpose. Just choose one and develop the logic
based on that choice. When dealing with activities like training, it is best to put training
that relates to a specific output under that output. For example, training of farmers in
post-harvest management should go under that output, not a general output related to
training. The basic idea is to place all the activities necessary to achieve an output under
B-10
These targets are all input targets and will not provide
information about the outcomes or impact of the
rural credit scheme.
Establish performance questions and indicators that
will provide information about repayment and for
what the credit is being used.
Rural credit
targets
19
Inputs should relate to activities and not the whole
project. The original example does not have an
activity level.
The use of the second and third columns in the matrix
change at the activity level. The second column is
used for inputs and the third column for budget infor-
mation. Monitoring activities is necessary, but it is
easy to track what activities have been completed
through basic project records. Consequently it is not
necessary to provide details about indicators and
monitoring mechanisms at the activity level.
Inputs
20
A GUIDE FOR PROJECT M&E ANNEX B
that output. If an activity relates to several outputs, then it is usually best to split it up
into several specific activities.
6. Performance questions and target indicators. You will notice in the reworked example
that the second column has both performance questions and target indicators. The
performance questions look broadly at what the project should be achieving and are
particularly useful where this cannot be monitored using simple quantitative indicators.
These questions are especially important at the purpose and goal level where it is often
more difficult to have simple quantitative indicators. Diverse qualitative and quantitative
information will often have to be gathered and analysed to answer these questions. The
target indicators help specify precisely what the project should achieve.
7. Aggregation of outputs. What the project achieves at a purpose level is an aggregation of
all the outputs that lie under that particular purpose. However, it will not always be
possible to have sensible aggregate indicators. For example, at the purpose level for agri-
cultural production there is no single indicator that can give a complete summary of
increased agricultural production. Instead, it is necessary to talk about the increased area
and yields of specific crops. This means that purpose-level indicators may be a compila-
tion of the separate contributions (indicators) for each of the outputs.
8. Indicative targets. Increasingly, projects are implemented using a process approach that
provides the opportunity for the outputs and activities to be determined with primary
stakeholders during implementation. In the first draft of the logframe matrix it will then
be necessary to use indicative outputs, activities and indicators.
9. Monitoring mechanisms. Monitoring mechanisms will often be the same for different
purposes and outputs. For example, a household survey may provide information for
many different indicators and performance questions.
10. Assumptions and risks. Assumptions should not be only about external conditions but
also about the internal logic of the project strategy. For example, when increasing agricul-
tural production to increase income, the assumption is that there is a market for the
produce. Remember that if an assumption is highly risky, then the project design should
be adjusted to lower the risk.
11. Gender and other equity differences. It is important to check that gender and other
equity differences have been adequately addressed in both the design and the monitoring
and evaluation of the project. Because equity is an issue that cross-cuts many project activ-
ities, outputs and components, it is often better that it be integrated rather than included
as a separate element. However, this means it may be desirable also to have some cross-
cutting objectives and indicators for the project.
B-11
A GUIDE FOR PROJECT M&E ANNEX B
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)

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6
)

P
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.
A GUIDE FOR PROJECT M&E ANNEX B
B-16
C
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m
p
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e
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t

1
.

A
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M
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t
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:

2
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.

2
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B-17
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A GUIDE FOR PROJECT M&E ANNEX B
B-19
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.
A GUIDE FOR PROJECT M&E ANNEX B
B-20
Section 1. Introducing the M&E Guide
Section 2. Using M&E to Manage for Impact
Section 3. Linking Project Design, Annual Planning and M&E
Section 4. Setting up the M&E System
Section 5. Deciding What to Monitor and Evaluate
Section 6. Gathering, Managing and Communicating Information
Section 7. Putting in Place the Necessary Capacities and
Conditions
Section 8. Reflecting Critically to Improve Action
Annex A. Glossary of M&E Concepts and Terms
Annex B. Annotated Example of a Project Logframe Matrix and
Logframe Explanation (relates to Section 3)
Annex C. Annotated Example of an M&E Matrix (relates to
Section 5)
Annex D. Methods for Monitoring and Evaluation (relates to
Sections 3, 6 and 8)
Annex E. Sample Job Descriptions and Terms of Reference for
Key M&E Tasks (relates to Section 7)
List of Booklets in the Guide