Prof.

J. Mumba, PhD
ESAMI
• After this Session, participants should understand how to:
1. Use the Metaplan (participatory visualization method) to
identify & analyse problems;
2. Clearly formulate problems using the problem tree
analysis;
3. Identify project objectives using the objectives/solutions
tree analysis;
4. Design a strategy to reach the project objectives.
5. Develop a project Matrix (PM) using the LFA.
6. Use the LFA as a project cycle management (PCM) tool,
i.e. a tool for PLANNING and for MANAGEMENT during
IMPLEMENTATION.

7/18/20 ESAMI 2
 Logical Framework Approach (LFA)
Acronyms

• In German:
ZOPP (Zielorientierte Projekt Planung)
• In English:
GOPP- Goal Oriented Project Planning
OOPP- Objective Oriented Project Planning

7/18/20 ESAMI 3
 HISTORY
Ø Developed by US Army, NASA then USAID in
1960s, later developed by various UN
agencies, then adopted by GTZ in 1980s but
now optional.
Ø In widespread use by the larger donor
organizations, partially because of the orderly
structuring and documentation of
information and its demand for more skill in
use
Ø DFID still require it?
7/18/20 ESAMI 4
 Organisations Using the Logframe
• USAID, USA
• DGCS - Min. of For. Aff., Italy
• GTZ, Germany
• ICAX - Min. of Industry, Spain
• DfID, Great-Britain
• SIDA, Sweden
• NORAD, Norway
• UNIDO, Vienna
• DANIDA, Denmark
• FINNIDA - Min. of For. Aff., Finland
• AUSAID, Australia
• HELLASCO, Greece
• Intercooperation, Switzerland
• WWF
• Ministry of Foreign Affairs, France
• Int. Federation of Red Cross
• DGCD, Belgium
• UNDP
• European Commission
• FAO

7/18/20 ESAMI 5
Logical Framework Approach (LFA)
• “ a quality-based understanding of
planning.. based on a participatory and
transparent .. planning process, aimed
towards the needs of partners and target
groups, in which the key elements of a
project are agreed on step by step, in
teams, with those concerned, and recorded
transparently” (GTZ, 2005)

7/18/20 ESAMI 6
• An LFA is a management tool for
effective planning and implementation of
developmental projects.
• It provides clear, concise and systematic
information about a project through
a framework. ...
• The logical framework also aids in the
monitoring and evaluation of projects.

7/18/20 ESAMI 7
• NOTE:
The logical framework approach (LFA)
is one methodology that can be easily
merged in Project Cycle Management
(PCM)!

7/18/20 ESAMI 8
 MERGING PCM AND THE LFA
APPROACH
• PCM reflects the decision-making and
implementation process;
• The methodology applied for planning,
managing, evaluating projects is the Logical
Framework Approach (LFA).
• PCM helps ensuring that the stakeholders
support the decisions, and that decisions are
based on relevant and sufficient information.

7/18/20 ESAMI 9
7/18/20 ESAMI 10
 QUESTION:
• What other Project Management
methodologies do you know or
have experience in?

7/18/20 ESAMI 11
 OTHER METHODOLOGIES
1. PRINCE2- Projects IN Controlled Environments
2. AGILE
3. SCRUM
4. AGILE WITH SCRUM
5. WATERFALL
6. PRiSM- Projects integrating Sustainable
Methods
7. RBM- Results Based Management

7/18/20 ESAMI 12
PCM, LFA, RBM: DO THEY DIFFER?
• The logical framework aproach (LFA): a method to
develop your logical framework in a participatory
way.
• Project Cycle Management (PCM): this approach
integrates LFA for project design, but integrates it in a
total project lifecycle. This lifecycle makes the link
with the organization's strategic framework and puts
a lot of emphasis on learning.
• Results Based Management (RBM): RBM wants to
make a shift from managing resources and activities
to managing results. It copies many ideas from PCM,
but also provides many additional practical tools.
RBM advocates a participatory approach in every
step of the project: not just during the design phase
(like in LFA) but also during the implementation
(monitoring) and evaluation. Risk management is
also an important focus in this approach.
7/18/20 ESAMI 13
• RBM is also critical of many donors’ focus on inputs (funds
and resources) and activities, and promotes a shift towards
the results of the project: its tangible outputs, its effects
and its impact. That is the ‘Results’ part of RBM. As for the
‘Management’ aspect, RBM provides a number of tools to
monitor the performance of your project. Are you getting
the results you wanted? How can you be sure? How many
resources do you use? These are the questions to which
RBM can give an answer
• Compared to its predecessors (PCM, LFA), RBM also takes
more into account that the context or environment in
which you’re working is dynamic and influences your
project – in positive ways but also in negative ways. RBM
stimulates you to think about assumptions and risks, not
just at project design time, but over the whole course of
your project.

7/18/20 ESAMI 14
• Project Planning is the means by which policy
objectives are translated into activities.
• Projects have to be identified, selected and
prepared.
• There are different types of projects and there
is no standard planning procedure.
• However, one of the most common
procedures is the Project Cycle, which is used
throughout the region.
7/18/20 ESAMI 15
 A process for:
●Assessing needs
●Setting goals
●Setting priorities
●Developing plans
●Identifying M&E indicators
● Determining resources
● Building consensus

7/18/20 ESAMI 16
 Project Constraints

Quality Scope

Risk Cost

Resource Schedule

7/18/20 ESAMI 17
• The Project Cycle is a logical sequence
of steps which can be followed to
operationalize policies.
• The steps include: formulation,
appraisal, selection, approval, design
and implementation.
• The Project Planning Matrix (Logical
Framework = LogFrame = LFA Planning
Matrix = OOPP = ZOPP) is a useful tool
during the planning/design stage.
7/18/20 ESAMI 18
 A tool to aid in:

Planning
Monitoring
Evaluation

of projects
7/18/20 ESAMI 19
 Logical Framework Matrix
Narrative Objectively Means of Important
Summary Verifiable Verification Assumptions
Indicators (OVI) (MOV)

Goal

Purpose

Outputs

Activities

7/18/20 ESAMI 20
 A Project Hierarchy
Relationship between Activities (Means) and Objectives (Ends)

Goal
Greater Why

Purpose
Why

Output 1 Output n
What

Activity 1 Activity n

Activity n Activity n
How

7/18/20 ESAMI 21
 Logical Framework Matrix
Narrative Objectively Verifable Means of Important
Summary Indicators Verification Assumptions

Goal: the higher order Measures to verify Sources of data Important external
objective to which the accomplishment of needed to verify factors necessary for
project contributes Goal status of Goal-level sustaining objectives
(often a program indicators in the long-run
objective)

Purpose: the effect Measures to verify Sources of data Important external

or impact of the accomplishment of needed to verify factors needed in order
project Purpose status of Purpose- to attain the Goal
level indicators

Outputs: the Measures to verify Sources of data Important external

deliverables of the accomplishment of needed to verify factors needed in order
project Outputs status of Output- to attain the Purpose
level indicators

Activities: the main Inputs: Sources of data Important external

activities that must A summary of the needed to verify factors that must
be undertaken in project budget and status of Activities prevail in order to
order to accomplish resources accomplish the Outputs
outputs

7/18/20 ESAMI 22
 Quantity, Quality & Time (QQT)

1. Identify Indicator
Small farmers increase rice yields

2. Set Quantity
30,000 small farmers increase rice yields by 50%

3. Set Quality
30,000 small farmers (1.5 ha or less) increase rice yields by 50%
while maintaining same quality existing in 2014 harvest

4. Set Time
30,000 small farmers (1.5 ha or less) increase rice yields by 50%
between October 2016 and October 2019 while maintaining same
quality existing in 2014 harvest

7/18/20 ESAMI 23
• LFA can be used not only during initial planning,
but also as a management tool during project
implementation.
• During the planning exercise the participants
involved make a step-by- step analysis of the
prevailing situation and what measures should be
undertaken.
• The Logical Framework Matrix or Project Matrix
(PM) is the end result of the LFA planning
process.
7/18/20 ESAMI 24
• The PM should then be used as a starting
point for formulating the technical part of the
formal project agreement as well as the
detailed plan of operations.
• It will serve as a major point of reference
throughout the life of the project, particularly
for monitoring and evaluating the project.
• In many projects LFA will also be used during
implementation in connection with project
reviews, planning of extensions, re-designs,
etc.

7/18/20 ESAMI 25
7/18/20 ESAMI 26
 The Logical Framework

•The Logical Framework Matrix provides a summary

of:
● why a project is carried out
● what the project is expected to achieve
● how the project is going to achieve it
● which external factors are crucial for its success
● where to find the information required to assess the
success of the project
● which means are required
● what the project will cost

7/18/20 ESAMI 27
 THE LFA WORKSHOP
• The LFA workshop is a major instrument for project
planning and analysis.
• It can be organized in different ways.
• In its simplest form it can be a brief, internal exercise
carried out at an early stage in order to decide whether or
not to continue planning the project. Or it can be more
extensive, depending upon whether the project is new or
ongoing; a simple, limited concept or a complex integrated
one, etc.
• The more extensive LFA workshop would typically last from
6 to 12 days, and be carried out in the project area with
participants from all parties involved (STAKEHOLDERS) in
order to prepare the actual project design.

7/18/20 ESAMI 28
• An extensive LFA workshop would typically
consist of representatives of the country at
national, regional and local level, the donor
agency, affected/involved organizations and
institutions, and relevant specialists.
• This is because future cooperation is likely to be
smoother and more productive if all those
involved have developed the project design
jointly and have agreed on the objectives.
• Representatives of the intended beneficiaries
should be involved, either directly in the
workshop, or indirectly through simplified
workshops using adapted communication means,
where they can express their opinions and
priorities.
7/18/20 ESAMI 29
 PLANNING STEPS USING LFA
A. ANALYZING THE SITUATION
1. Participation analysis
2. Problem analysis
3. Objectives analysis
4. Alternatives analysis
B. DESIGNING THE PROJECT
5. Project elements (PM)
6. External factors (PM)
7. Indicators (PM)

7/18/20 ESAMI 30
 Logframe Approach

ANALYSIS PHASE DESIGN PHASE

➲ Stakeholder Analysis - identifying & ➲ Logframe - defining the
stakeholders

characterising major stakeholders, target project/ programme structure,

project logic
groups & beneficiaries, defining whose testing its internal logic,

Define the
Identify

problems will be addressed by a future formulating objectives in

intervention, and which potentials can be measurable terms, defining
used means and cost (overall)

➲ Problem analysis - identifying key

problems, constraints and opportunities; ➲ Activity scheduling -
determining cause and effect determining the sequence and
Deduct

relationships dependency of activities;

estimating their duration, setting

operationalising
Specifying and
➲ Analysis of objectives - developing milestones and assigning
objectives from the identified problems; responsibility
identifying means to end relationships
Select the

➲ Strategy analysis - identifying the ➲ Resource scheduling - from

option

different strategies to achieve objectives; the activity schedule, developing

selecting the most appropriate input schedules and a budget
strategy(ies); determining the major
objectives (overall objectives and project
purpose)
7/18/20 ESAMI 31
 Stakeholder Analysis
(4 Steps)
1. Identifying Key Stakeholders (beneficiaries,
vulnerable groups, possible adversely effected groups,
socio-economic characteristics, relationships etc.)

2. Determining Stakeholder Interests (benefits,

expectations, resources they could mobilise etc)

3. Determining Stakeholder Power and Influence

(power and dependency relationships, control of
decision making, resources etc.)

4. Formulating a Stakeholder Participation Strategy in

view of analysis, planning and implementation
 POWER/INTEREST MATRIX

7/18/20 ESAMI 33
• The first stage of the project cycle is project
identification.
• As in any development project, the problem
analysis forms the basis of the entire project
cycle.

7/18/20 ESAMI 34
• Project Identification, that is, the
identification of the central problem to
be resolved.
• In general, this central problem will be
formulated in a descriptive way, which
describes the problem and the people
(population) who perceive the problem.
• Identification of the direct causes of the
central problem, which may be several.

7/18/20 ESAMI 35
• Identification of the second level (indirect)
causes of problem.
• Each direct cause may be the result of another
problem, which is one lower in rank.
• Each of these second level causes have their
proper causes, and so on.
• It is recommended to elaborate up to six
levels of problems.

7/18/20 ESAMI 36
• Identification of the immediate effects of the
central problem should be identified.
• They often represent the justification of a
project.
• Identification of the effects of second, third,
and fourth level should be identified.
• They often result in a single, more remote
problem, which can be something like
stagnating development, or decrease of
human wellbeing. This problem is called the
related development problem.

7/18/20 ESAMI 37
• Following the above scheme, a
diagram, or problem tree may be
developed, in which a large number
of causes and effects are identified
and put into relation with each other.

7/18/20 ESAMI 38
• Depending on the problem and the parties
involved, this analysis should be carried out in
a participatory way, with (representatives of)
those people who perceive the problem
(population, local entrepreneurs, politicians)
and of those who professionally have to deal
with its solution: personnel from local
institutions.
• This discussion techniques makes use of
visualisation or Metaplan method.

7/18/20 ESAMI 39
 Step 1:Problem analysis
•Is a procedure which allows to :
– analyse an existing situation

– identify key problems in this context

– visualise the problems in form of a

diagram/tree (cause-effect
relationships), i.e. the PROBLEM TREE!

7/18/20 ESAMI 40
PROBLEM TREE ANALYSIS
Problem Tree Construction
ü Agree on the unit of analysis
ü Identify major problems existing within a
given situation (brainstorming)
ü Select a starter problem
ü Look for related problems to the starter
problem
ü Establish hierarchy of cause and effects
üProblems which are directly causing the
starter problem are put below
üProblems which are direct effects of the
starter problem are put above
ü Complete with all other problems accordingly
ü Connect the problems with cause-effect
arrows
ü Review the diagram and verify its validity
7/18/20
and completenessESAMI 42
Note:
1. Problems have to be worded as negative
situations .
2. Problems have to be existing problems, not
future ones or imagined ones.
3. The position of the problem in the hierarchy
does not indicate its importance.
4. A problem is not the absence of a solution,
but an existing negative situation .

7/18/20 ESAMI 43
7/18/20 ESAMI 44
 2. Analysis of objectives
• Analysis of objectives is a methodological
approach employed to:
üDescribe the situation in the future once the
problems have been remedied, with the
participation of representative
parties/stakeholders;
üVerify the hierarchy of objectives;
üIllustrate the means-ends relationships in a
diagram.
7/18/20 ESAMI 45
Objectives/Solutions/Needs Tree
• Objectives analysis:
Develop the objectives/Solutions tree
(representing possible solutions or NEEDS).

• SEE SEPARATE SLIDES ON “PROBLEM

TREES”.

7/18/20 ESAMI 46
 Definition of a “Need”

7/18/20 ESAMI 47
STEPS TO CONSTRUCT AN OBJECTIVES
TREE
Step 1: Reformulate all negative situations of the problems
analysis into positive situations that are:
§ Desirable
§ Realistically achievable
Step 2: Check the means-ends relationships thus derived to
ensure validity and completeness of the hierarchy (cause-
effect relationships are turned into means-ends linkages).
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 seem suitable / convenient or
necessary

7/18/20 ESAMI 48
7/18/20 ESAMI 49
 3: Analysis of Alternative
Strategies
– The purpose is:

• To identify possible alternative options or ways

to be used to achieve the overall objectives.
• To agree on priority strategies based on an
assessment of the relevance, the feasibility and
the sustainability of each of them.
• To concentrate the means of the project on what is
really important, effective and feasible.

7/18/20 ESAMI 50
 CRITERIA FOR SELECTING RELEVANT
AND FEASIBLE STRATEGY
• Priorities of and attractiveness to target groups, including
time perspective of benefits
• Resource availability:
⇒ external funds
⇒ counterpart/partner institutions’ funds
• ⇒ expertise required/available
• Existing potentials and capacities (of target group/s)
Relevance for sector or agreed strategy between
Government and development partners
• Relevance for contribution to overarching policy objectives
• Relationship and complementarity with other action
• Social acceptability
• Contribution to reduction of inequalities (e.g. gender)
• Urgency
7/18/20 ESAMI 51
7/18/20 ESAMI 52
 EXAMPLE 2:

7/18/20 ESAMI 53
 Problem analysis
Establishing cause-effect relations between problems
Decreasing in-comes
of artisanal fisherfolk Effects

Decreasing fish Low price received by artisanal

stocks fisherfolk in the village

Destruction of coral Illegal fishing Processed fish is of Limited access to

& mangrove habitats methods applied bad quality markets Causes

7/18/20 ESAMI 54
 Analysis of objectives
Turning the negative aspects into future desired, but realistic situations
Incomes of artisanal
fisherfolk increased Ends

Rate of decline in Price received by artisanal

fish stocks arrested fisher-folk increased

Coral & man-grove Incidence of illegal Quality of fish Access to markets

habitats conserved fishing reduced processing improved improved
Means

7/18/20 ESAMI 55
 From Strategy Analysis to
Intervention Logic HOW?

●Complete formulation of objectives

●Transfer objectives to logframe
(intervention logic): OO, SO, Results
●Review and complete the objectives at
different levels
●Identify possible activities

7/18/20 ESAMI 56
 Logical framework
•Intervention Objectively Sources or Means of Assumptions
•Logic Verif. Indicators Verification

Overall
Objective

Specific
Objective
Results

Activities Means Costs

Pre-conditions

7/18/20 ESAMI 57
 Intervention Logic
•Overall objective: the project’s contribution to
policy or programme objectives (impact)
•Specific objective: direct benefits to the target
group(s). S.O. is consequence of results, not the sum
of the results.
•Results: the services or products to be realised by
the project.
•Activities: the tasks (workprogramme) that need to
be carried out to deliver the planned results.
•(detailed activities are often better presented seperatly. e.g.
Gantt chart format)

7/18/20 ESAMI 58
 Logical framework
•Intervention Objectively Sources of Assumptions
•Logic Verif. Indicators Verification

Incomes of artisanal
fisherfolk increased

Price received by artisanal

fisher-folk increased

[Link] of fish
processing improved
[Link] to markets
improved
Activities Means Costs
1.1. To train fish handlers
1.2. To install appropriate
Equipment etc.
Pre-conditions

7/18/20 ESAMI 59
 Logframe Basics
Objectively
Intervention Logic Verifiable Sources of Assumptions
Indicators Verification

Overall
Objectives
Specific
Objective
Results

Activities Means Cost

‘... IF results are delivered, AND assumptions hold true, Pre-conditions

THEN the project purpose will be achieved ...’

7/18/20 ESAMI 60
 Logframe Basics
Objectively
Intervention Logic Verifiable Sources of Assumptions
Indicators Verification

Incomes of artisanal
fisherfolk increased

Price received by artisanal Rate of decline in fish

fisher-folk increased stocks arrested

[Link] of fish processing Leaders of fish co-ops

improved Collaborate

1.1. To train fish handlers Means Cost

1.2. To install appropriate
Equipment etc.

‘... IF results are delivered, AND assumptions hold true, Prmission local
Gov. Obtained
THEN the project purpose will be achieved ...’ Project facilities
provided

7/18/20 ESAMI 61
 Assumptions HOW?

• The assumptions describe the situations, events, conditions or

decisions which are necessary for the success of the project, but
which are largely or completely beyond the control of the project's
management.
• Assess the importance of the external factors by using
the assessment algorithm
• Check the intervention logic and assumptions on
completeness
– ASSUMPTIONS are POSITIVELY FRAMED!

7/18/20 ESAMI 62
 Assessment of Assumptions

Is the external factor important?

Yes No

Will it be realised? Do not include in logframe

Almost certainly Do not include in logframe

Likely Include as an assumption

Unlikely Is it possible to redesign the

project in order to influence the
external factor?

Redesign the project by Yes

adding activities or results; No
reformulate the Project
Purpose if necessary The project is not feasible

7/18/20 ESAMI 63
 Project assumptions:
•Project assumptions may be outside
of the project control (policy,
collaboration external actors etc.)

•Other assumptions may have policy

implications (staffing policies,
incentives, space for resources
generation etc.) – Should be taken up
prior or during implementation

7/18/20 ESAMI 64
 Project Risk Analysis

• Analysis of factors which may influence the

implementation of the project and hence
the achievement of objectives
• Internal and External risks
• Alternative strategies may be needed?
• RISKS are NEGATIVELY FRAMED (other side
of ASSUMPTIONS).
• Risk management !!!

7/18/20 ESAMI 65
 Indicators WHY?
•To:
• Clarify the characteristics of the Overall O, Specific
O and Results
• Manage the project more objectively
• Provide a basis for performance measurement,
monitoring and evaluation
OVI’s describe the project’s objectives in
operationally measurable terms (quantitiy, quality,
time)
•Note:
•Often, it is necessary to establish several indicators for one
objective. Together, these will provide reliable information on the
achievement of objectives.

7/18/20 ESAMI 66
 Indicators: An Example
Objective: Pollution load of wastewater discharged into the
Blue river is reduced

Select the indicator: Concentration of heavy metal compounds

(Pb, Cd, Hg)

Define the targets:

• Define the quantity: Concentration of heay metal compounds
(Pb, Cd, Hg) is reduced by 75% compared to year x levels
…(particular attention should be paid to the availability of
baseline information)
• Define the quality: . to meet the limits for irrigation water ..
• Define the target group: ... , used by the farmers of Blue
village, ...
• Define the place : . in the Blue river section of the District ..
• Determine the time: ... 2 years after the project has started

7/18/20 ESAMI 67
 Indicators: An Example

Objective: Efficiency and effectiveness of the learning and and

administration processes/practices have been enhanced

Select the indicator: Amount of administrative paperwork…

Define the targets:

• Define the quantity: …is reduced by 20% annually
particular attention should be paid to the availability of baseline
information)
• Define the quality: ...
• Define the target group: ... , as used by the UNZI staff both
acacemic and administrative ...
• Define the place : ... at UNZI...
• Determine the time: ... following full implementation of e-
administration

7/18/20 ESAMI 68
 Some criteria for good indicators
Valid Does the indicator directly represent the objective
it is intended to measure?

Objective Is the definition precise and unambiguous about

what is to be measured?

Reliable Are the data consistent or comparable over time?

Accessible Can data be collected easily, on a timely basis at

reasonable costs?

Useful Will the data have utility for decision-making and

learning?

Owned Do partners and stakeholders agree that this

indicator makes sense to use?

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Critical issues and dangers concerning
indicators in LFA include:
1. When should the form of indication be measurement?
2. The presumption that indicators must be in the form of targets.
3. The prevalence of non-valid indicators and the fallacy that all
external factors have an influence separable from that of the
project/policy.
4. Fetishization: treatment of partial indicators as perfect measures
of all facets of the objectives.
5. Tunnel vision: direction of attention away from unintended
effects.
6. Distortion of incentives, by tying rewards to indicators with weak
scope and validity.
7. Symbolism: the prioritization of rituals of demonstrative
accountability, above issues of validity and scope.

7/18/20 ESAMI 70
 Sources/Means of
Verfication
• They describe where and how to find the
information with regard to the indicators

• Issues to be analyzed:
– Do there exist external sources of
verification?
– If so, are they specific enough, reliable and
accessible?
– If not, how can the information with regard to
the indicators be obtained?

7/18/20 ESAMI 71
 Multi (annual) Operational
plan
Logframe

Results-based workplans & budgets

Budget
Workplan Budget 5500
Workplan 1750
Budget 5500 4250
Workplan 1750 750
Salaries 5000 5500 4250 400
Allowances 1250 1750 750 1100
Vehicle Op. 3750 4250 400 3100
Office 750 750 1100
Tel/Fax 400 400 3100
Seeds 850 1100
Fertiliser 2300 3100

7/18/20 ESAMI 72
 Activity Scheduling
• An activity schedule:
Ø Maintains objective-oriented approach of logframe
Ø Breaks activities down into operational detail
Ø Clarifies sequence, duration and precedence of activities
Ø Identifies key milestones
Ø Assigns management responsibility
and implementing responsibilities
and should include management
tasks
Workplan
Workplan
Workplan
• USE project activity charts
and networks

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 Project (activity) charts
• Gantt chart = common technique for representing the
phases and activities of a project

• In this example :
- What are the different tasks;
- What is the start and end date of the tasks.

7/18/20 ESAMI 74
 Project charts
• Gantt chart can also include:
- Who is responsible?
- What is the relation between ≠tasks?
- Are the deadlines met?

7/18/20 ESAMI 75
 Project Network Diagrams
• PERT = Project Evaluation and Review Technique
• CPM = Critical Path Method

• Gives an answer on:

• - What is the relation between the different tasks?
• - How are tasks sequenced?

7/18/20 ESAMI 76
 Project charts
• Gantt versus PERT/CPM

• Gantt : tasks in relation to time

• Pert/CPM : tasks in relation to

other tasks

7/18/20 ESAMI 77
 LFA link to evaluation

7/18/20 ESAMI 78
 GROUP EXERCISE
1. Select a relevant sector, subsector or thematic
area; and using brainstorming and other
relevant secondary data, identify the Core issue
or Problem.
2. Focus on the Core Problem and conduct a
problem tree analysis using the Metaplan
method to determine causes, sub-causes, effects
and long-term outcomes.
3. Conduct an objectives/solution tree analysis
(needs analysis) using the metaplan method.
4. Delineate one project intervetion/strategy.
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7/18/20 ESAMI 80