CH 1 Part 3 Project Planning Analysis

Logical Framework Approach to
Project Planning
What is a log framework?
 The logical framework approach was developed in the late 1960s to assist the US
Agency of International Development (USAID) with project planning.
 Now most large international donor agencies and others use some type of logical or
results framework to guide project design.
 The Logical Framework Approach (LFA):
• is a systematic and analytical planning process used for the results-
based planning of a project (or program) and for the associated monitoring
and evaluation system. Instead, it helps with planning projects and evaluating
them in a goal - and results - based manner.
• is an analytical process and set of tools used to support objectives-oriented
project planning and management.
• Provides a set of interlocking concepts which are used as part of an iterative
process to aid structured and systematic analysis of a project or program idea.
 The LFA is therefore not per se ( as such) a method of measuring impact. Instead, it
helps with planning projects and evaluating them in a goal- and results-based manner
 The basic idea of the Logical Framework Approach is
• To Condense the planned project mechanism down into a relatively
simple, linear Logic Model, using a documented situation and problem
analysis as the point of departure.
• To forms the basis for planning the monitoring and evaluation system,
whereby the project’s outputs and effects are recorded by means of
quantitative or qualitative indicators.
• Lastly, To summarize in a standard table (log-frame) the project
mechanism and the monitoring and evaluation system.
 Logical Framework is a tool to help strengthen project design,
implementation and evaluation. This means that it
• is best used throughout the project cycle.
• helps to organize thinking, set performance indicators, allocate
responsibilities and communicate effectively.
 A Log-frame is another name for Logical Framework, a planning tool
consisting of a matrix which provides an overview of a project's goal, activities
and anticipated results. It provides a structure to help specify the components
of a project and its activities and for relating them to one another.
 In general, the logical Framework
• is a tool for improving the planning, implementation,
management, monitoring and evaluation of projects.
• is a way of structuring the main elements in a project and
highlighting the logical linkages between them.
• is a simple tool which helps to:
- Organize thinking
- Relate activities and investment to expected results;
- Set performance indicator
- Allocate responsibilities
- Communicate information on the project concisely and
unambiguously
 The Need for a Logical Framework
 The logical frame or log-frame was developed in response to a number of
common weaknesses in projects:
• A lack of common understanding among partners as to what the
project entails;
• Poorly focused objectives;
• Key risks and assumptions inadequately identified and addressed;
• Cause and effect linkages between objectives at different levels not
adequately explored;
• Activities and outputs that are insufficient, collectively, to achieve
higher order objectives; and
• A lack of systematic monitoring and evaluation.
 A log-frame can help to resolve these shortcomings if it is applied, in a
participatory manner, throughout the project cycle.
 A good understanding of its key concepts, application, potential benefits
and limitations is useful for donor, government, agency and NGO staff.
 Attributes of Well-designed Log-frames can enable:
• A common understanding among the different project partners of what the
project entails with agreed and focused objectives;
• A thorough exploration of the key assumptions and the cause and effect
links between the various objective levels to reduce the risk of project
failure;
• Planned activities and outputs that are collectively necessary and sufficient
to achieve the high order objectives; and
• A systematic framework for monitoring and evaluation. Log-frames should
be seen as fluid and evolving rather than rigid plans. Indeed, it may be
necessary to go back one or two stages. This is important because relief and
development activities rarely follow a set-pattern; there is learning and
change at every stage and so in practice,
Advantages of Logic frame
1. Improve the project design and supervision. It can help to achieve a structured project
design process and provides a simple summary of the development initiative key elements in
a consistent and coherent way which clearly identifies the broad outlines of the project .
2. Fostering project performance : It provides a logic hierarchy of objectives and
forces planners to identify critical assumptions and risks by encouraging to
discussions about the feasibility, and means of verifying progress
3. Facilitating project management. The project monitoring and evaluation
information systems inform the management which the indicators describe
objectives in measurable terms and provide the basis for project monitoring,
evaluation. It establishes a framework that makes the underlying rationales and
assumptions transparent and helps changes by revising the design
4. Outline the specific inputs needed to carry out the activities/processes to produce
specific outputs which will result in specific outcomes and impacts.
5. Form the basis for monitoring and evaluation activities for all stages of the
program.
6. planning tool consisting of a matrix which provides an overview of a project's
goal, activities and anticipated results. It provides a structure to help specify the
components of a project and its activities and for relating them to one another.
7. Log frame is a tool for improving the planning, implementation, management,
monitoring and evaluation of projects. The log frame is a way of structuring the
main elements in a project and highlighting the logical linkages between them.
Terminology and definition of terms
1. Objective – a specific statement detailing the desired accomplishments of a
project at different levels (anticipated or desired output, outcome or impact)
2. Another terminology used interchangeably with ‘Objective’ is ‘Result’: the
definition of ‘Result’ is closely aligned with objectives.
• Results: the achieved output, outcome or impact (intended or unintended,
positive and/or negative) of a development intervention
1. Description of the causal linkages between the different levels of results:
 Inputs: are what you contribute to the activity
 Activities/processes : are actions taken or work performed using inputs
 Outputs: are the direct results of your contribution

 Outcomes: are the effect of your work in short or medium term, while
 Impact: is a longer term effect of intervention and is most likely a result

of the combination of outcomes and other factors.
 Project results can be divided into three types: Outputs, Outcomes & Impact
 Outputs:
• are those results which are achieved immediately after implementing an activity.
• For example, if we are organizing a workshop on human rights, participants who
attended it, now have got a clear understanding on human rights issues. So, this is an
output the project has achieved and it is achieved right after the conclusion of the
workshop.
 Outcomes
• can be considered as mid-term results (or intermediate or short term result).
• They are not seen immediately after the end of the project activity. But after some
time, when we see some change at the ground level because of the project activity, then
it can be termed as an outcome.
• Taking the above example of a human rights workshop, if the participants have started
to mobilize their community members to seek their human rights, then it is an outcome
of the project.
 Impact
• is usually a long-term result and it may not be achievable even during the life cycle of
the project.
• For example, if the community has achieved its goal of getting their human rights
recognized by the government, then it is an impact created by the project though it is
usually seen after several years.
Structural Components of Logical Framework
The logical framework or log-frame Structure:
• The logical framework allows (and stimulates) to see beyond the direct results (or outputs) of
project activities.
• To achieve project’s central objective, one use resources and do activities that produce tangible
results or outputs.
• The main objective or purpose of a project is the outcome that is expected after all efforts of a
project team. But projects may lead to other outcomes, some of which you may have expected,
but other you haven’t foreseen. These outcomes may be positive or negative
• is a document that gives an overview of the Objective, Activities and Resources of a project.
• provides information about external elements that may influence the project,
called Assumptions.
• tells us how the project will be monitored, through the use of /Content/Indicators.
• Present all these information in a table with four columns and four rows (4x4 matrix) – although
variations on this basic scheme do exist.
• Therefor, e it is a planning tool consisting of a matrix which provides an overview of a project’s
Goal, Activities and Anticipated Results.
• provides a structure to help specify the components of a project and its activities and for relating
them to one another.
• identifies the measures by which the project’s anticipated results will be monitored.
• A Logical Framework (or Log-Frame) consists of a matrix with four columns and four or more
rows which summarize the key elements of the project plan including:
1. The Vertical Logic
• The first column of the 4x4 matrix shows the project logic (also called
intervention logic) – hence the name logical framework.
• The first column captures the project’s development pathway. Basically, how
an objective or result will be achieved. Each objective or result should be
explained by the objective or result immediately below
• A Log Frame typically summarizes the following in its first column:
– The GOAL / OVERALL OBJECTIVE / DEVELOPMENT
OBJECTIVE
– The PURPOSE / INTERMEDIATE OBJECTIVE/ OUTCOME
– The OUTPUTS / IMMEDIATE RESULT
– The ACTIVITIES
• On the bottom row, you’ll find the project’s Activities.
• When the activities are completed, we expect them to lead to tangible Outputs.
• All the different Results/ Output together will help to achieve the project’s Pu
rpose (sometimes called ‘Specific objective').
The Vertical Logic ….
• The term 'project logic' means that one thing leads to another:
• the activities lead to tangible outputs;
• the outputs lead to the project’s purpose;
• the purpose contributes to one or more goals.
 The Vertical Logic…
1. The overall goal/ General Objective
• The goal is the impact that this project, if combined with others, will achieve.
• Describe what the target group will achieve if it changes its behavior. In some cases this is a
tangible benefits. In other cases, this is a step towards a future benefits at a higher level.
• This is a general development objective that refers to the long term benefits to an entire
population, but is outside of the Project control, and is what the Project will contribute to.
Normally the overall objective relates and links to a national objective
• Is about long-term, sustainable change in people’s lives
• Usually this is a program or sector objective. Very often, a portfolio of projects will share a
common goal. It is sometimes called the ‘aim’ or ‘main objective’.
• describes overall changes that occur in the community to which the project is one of many
contributing factors. One such impact often expected from project is positive transformation of
the community/ target group.
• This is the main reason why the project was conceived in the first place.
• are broader, long-term effects were caused by the implemented activities in combination with
other environmental factors
• It is the problem that you want to resolve. In a broader context, the project’s purposes will help
to achieve one or more Goals (or General objectives), which you can find in the top row.
The Vertical Logic…
2. The project purpose/Outcome
• The project purpose is why the project is being done. It describes the desired outcome.
• Outcomes refers to what the specific objective of the project is, and describes the changed
situation the Project should result in if it achieves its outputs. The Project Purpose should
define the sustainable benefits for the target groups. The purpose should reflect either a
change in the target group’s behavior, or the benefits that will accrue to them. There is only
one project purpose.
• What were the effects /changes that occurred s a result of your intervention?
• Outcome describe the change that occur within the community or with the project managers
that can be attributed, at least in part, to the project process and outputs
• Describe the desirable future behavior of the target groups - in which way the target groups
will use the potentials described in the output ( e.g. application of knowledge, adoption of
practices, use of technology, etc.)
• Ideally, a project should have only one purpose ( specific objective), so that activities and
outputs have a clear focus towards achieving it.
• Projects with multiple purposes and a diverse range of outputs can be undermined by a
lack of direction. It can also be called ‘objective’ or ‘aim’.
• It is also important to make a clear distinction between the basic indicator, the current or
baseline value and the proposed target value. These figures can be used to track trends in
planned and actual performance.
3. Outputs:
• Outputs are what the project is to accomplish.
• Outputs describe potentials ( technical or human resource potentials) established by the project
• The outputs are a statement of the outcome, or the effects of the activities undertaken. If all of outputs
are achieved, we would expect that the Project Purpose is achieved as a consequence. Although they are
numbered, Outputs are defined according to logical areas and not sequential (they do not have to
happen in order), Outputs are within the control of the Project - they are what the Project guarantees it
can deliver. They describe the effect of the completion of the activities
• Outputs are the deliverables and can form the key objectives of the project terms of reference.
• Outputs are immediate results obtained by the project through the execution of activities. It
describe the concrete and tangible products of the project as well as the occurrence of the
project activities themselves. (e.g. number of commodities distributed, number of staff trained,
number of people reached or number of people served)
• Outputs are the results for which the project team can be held directly accountable and for
which it is given resources.
• A common problem is that the project outputs are not sufficiently comprehensive. For
example, a stated output may be piped water systems designed and constructed. This makes no
reference to related institutional or management factors important for success.
4. Activities
• Activities define how you will do the project – the actions that will be implemented to
accomplish the outputs and the inputs needed to resource these.
• These are the sequential steps necessary to achieve a result. They are the tasks to be
carried out according to each result. Each activity needs to be specific and detailed to
allow for complete clarity as to what is to be done, and to allow for budgeting. The
activities must be numbered in sequence according to the relevant result!
• Describe major activities which need to be implemented in order to accomplish each of
the output. Activities must be realistically defined considering the resources available.
• Typically, three to seven actions or components are described in relation to each
output, in just enough detail to outline a strategy and provide the basis for detailed
planning at a later stage.
• Activities should also include the basic actions of the project management team: the
summary schedule of periodic meetings, monitoring events and evaluations. Some
project teams highlight these activities by including statements such as project
management system installed and operational in the outputs.
4. Activities
• Activities should also include the basic actions of the project management
team: the summary schedule of periodic meetings, monitoring events and
evaluations.
• Some project teams highlight these activities by including statements such
as project management system installed and operational in the outputs.
 Means:
• These are the necessary means to undertake the activities. They include
personnel, materials, and infrastructure. They describe the resources
required for the successful implementation of the project activities. They
are also basically a list of items that will need to be budgeted for .
 Cost
• This states the overall cost of the project, and the expected sources. It is not
a detailed budget.
Project logic column
Goal • Refers to Long-term results, widespread improvement in
society (e.g. reduced number of people living in poverty.
(Impacts) Consequence of agricultural programme)
• Mid-term outcomes or Intermediate effects of outputs

Outcomes on clients (what beneficiaries achieve due to new access
to services, etc.) – e.g. greater agricultural yields
• Immediate results or outputs - Products and services

Outputs produced (what managers or those responsible of the
project do), e.g. access to services, awareness campaign
Activities •
Tasks personnel plan and undertake to transform inputs
to outputs, e.g. meetings, training events, etc
• what project managers and development partners put as -

Inputs financial, human, and material resources) e.g.
agricultural inputs
Examples Illustrating the distinction between
outputs and outcomes
Outputs Outcomes
1. Professional training 1. Number of interns/Doctors
courses organised recruited increased
2. Rural road fixed 2. Transport costs reduced
3. Quality drinking water 3. Incidence of water-borne
produced and delivered diseases reduced
4. Agricultural inputs 4. Yield per hectare increased
distributed
• Example: Match the following levels of achievement with the respective results and put them in
the correct causal order. Please try to answer the questions before you refer to the answer keys at
the end of this session.
Impact Certified trainer, training materials, venue, transport accommodation

Outcome 5 one week training courses on positive discipline for primary school teachers
Output Trained teachers begin to apply new methods for disciplining – and influencing
colleagues
Input Less children are subjected to harmful treatment in schools
Activity 50 teachers trained from 10 schools
 Well-designed objectives: should be SMART means that your objective would be

• Specific: Objective should be clear and unambiguous; answers the question of what
do you want to achieve or expected results and where.
• Measurable: A measurable objective will usually answer questions such as how
much? How many? How will I know when it is accomplished?
• Achievable: Stresses the importance of goals that are realistic and attainable
• Relevant: Supports or is in alignment with project goals
• Time bound: Stresses the importance of grounding goals within a time frame, giving
them a target date
• Example : The following table provides an illustration of objectives. Please
review the contents and try to determine whether the given objective is SMART
or not.
Objective SMART Not-SMART
By 2021, increase the childhood nutrition awareness of 200

teachers in YeKa Sub-city
Provide teacher training

By 2021, increase number of children with disabilities
attending mainstream schools by 12% across the country
Improved organizational capacity of local NGOs

Families of vulnerable children are economically strengthened
and viable to create/maintain child friendly environment
Reduced HIV and STI transmission along transport corridor

routes in Ethiopia by the end of the project
Objective SMA Not Comment
RT SMART
By 2021, increase the childhood nutrition X The objective answers the
awareness of 200 teachers in Yeka Subcity what, when and where
Provide teacher training Is not specific about how
X many teachers will be
trained, when and where
By 2021, increase number of children with
disabilities attending mainstream schools by X
12% across the country
Improved organizational capacity of local Too general: need to be
NGOs X specific about what types of
organization capacity
Families of vulnerable children are Not Time bound
economically strengthened and viable to X
create/maintain child friendly environment
Reduced HIV transmission along transport
corridor routes in Ethiopia by the end of the x
project
More poor
Financial; • Developing defendant ,more Change in
Human; course material means created,
Number of behavior, long-
Material or curriculum improvement in level
trained or run overall
resources (material economic well-being,
course benefits or
used for the finalized and living standard,
graduates effect b/s of the
development printed) education information
intervention • Recruit and train , awareness or intervention
capacities.
Input Activities Output Outcomes Impact
For a project designed to provide training for a community to improve health status like
early child death, maternal death, water born diseases, Improvement in poverty level,
etc.
 The Vertical Logic
• But there is also the dimension of time. First we will do the activities, which fairly rapidly (in
principle as soon as they’re finished) lead to outputs.
• The realization of the purpose is further away, at the end or close to the end of the project. The
effects or impact of the project is something that we will generally notice after a longer period
 The Horizontal Logic
1. Project logic column :
• is the first column containing the project logic is about things that are under our
control – more or less that is, especially as far as the goals or general objectives are
concerned.
• Deals with the question like “ what are we trying to accomplish and why?”
2. Assumption column:
• Deals with the question like “What other conditions must exist?”
• Assumption is the last column contain things that are not directly under the
project’s control, but that may influence its realization in a positive or a negative
way.
• Assumption is the external factors or condition outside of the project’s direct
control that are necessary to ensure the project’s success
• For the purpose of Project planning, it is essential that the external context is given
consideration in the plan. These key considerations are in the form of assumptions.
This will allow for recognition of why a project has not succeeded due to factors
outside its control.
 To make sure things go as planned and are not disrupted by the potential risks we
identified (assumptions) or things we didn’t foresee, we have to set up a system to
monitor progress and results
 The assumptions made in the Project design must be recorded. These are the
conditions that:
• Are outside of the Project’s control; and
• Must exist or take place for the Project to be successful.
 In order to define which assumptions are to be included, first determine
assumptions you make for each level of the objectives. These may include:
• The actions of certain groups, or Project stakeholders
• Certain economic or social conditions, such as the absence of conflict
• Political conditions, such as stability
• Conditions of climate, etc
Assumption column….
• The assumptions made at each level of a log-frame are the necessary
conditions or events over which the project has little or no control,
• for example, sufficient water can be extracted from the river
throughout each dry season, or the timely release of budget
allocations, or security conditions remain stable. Some assumptions
relate to activities in other projects, for example UNHCR registration
project remains on schedule, or MSF clinic completed by start of
2002.
• While assumptions concern external conditions, the project may in many
cases be able to influence them,
• for example the contents of new water quality policy. If this is agreed
in particular cases, then assumptions can be converted into objective
statements (activities and outputs) e.g. draft sector water quality policy
agreed, and thus become part of the scope of the project. In this way,
the risks of project failure can be reduced.
• The lower the degree of risk or uncertainly, the stronger the design of the
project. ‘Killer assumptions’, i.e. those on which much depends, can have a
huge impact on projects if they fail to hold true
 Assumption column : Verifying the logic: the ‘if-then’ test
• The log-frame is based on the principles of cause and effect; the better
the causal links between items in the log-frame, the better the project
design.
• For example, if we promote a range of water supply options and
develop local capacity to select and manage their preferred options,
then appropriate facilities will be installed.
• The logical flow from one level of the log-frame to the next can be
verified using the ‘if-then’ test.
• The test works upwards from activities to outputs, then to the project
purpose and goals. If all the stated activities are carried out, assuming
the assumptions are correct, then the outputs should be achieved. If all
the outputs are completed, assuming the assumptions are correct, then
the project purpose should be achieved.
 Assumptions add to the ‘if-then’ test. For example,
• if all the activities in a log-frame are satisfactorily completed and all the
assumptions hold true then the outputs at the next level should be
achieved.
• If the project team doubt whether the stated outputs will be achieved,
then it is worth reviewing outputs, activities and the assumptions to see
whether they are necessary and sufficient.
 The relationship between the first and fourth column is as follows:
• When we do the activities, and our assumptions hold, we will achieve
the expected outputs;
• When the outputs are achieved, and our assumptions hold, we will
realize the project’s purpose;
• When the project’s purpose is attained, and our assumptions hold, we
will contribute to the listed goals
The If –then relationship in the logical framework
 The Horizontal Logic…
3. Indicator to verify Achievements:
• Indicator is found in the second column
• Is about how will we measure success?.
• It is a piece of information we use to get a (rather accurate) idea of how things are going
(a process indicator) or what results have been achieved so far (result indicator).
• Indicator is a quantitative or qualitative measurement which provides a reliable way to
measure changes connected to an intervention.
• In essence it is a description of the project’s objectives in terms of quantity, quality,
target group(s), time and place.
• For instance, if you want to see whether people are well nourished (or under
nourished, or even over nourished), you may want to follow up their daily intake of
calories. There is more to malnourishment than calorie intake, but it may give you a
pretty good idea about how people are progressing. But you may also want to
combine several indicators to get a completer picture, for instance to follow up the
quality and diversity of the food that people eat.
• Indicators are ways of measuring (indicating) that progress is being achieved in
a project or program, with ‘progress’ being determined by the aims and
objectives of an initiative
• The second (as well the third) columns summarize how the project’s achievements will
be monitored.
3. Indicator to verify Achievements….
 Characteristic of Indicators:
• Indicator should be focused, clear and specific
 Indicator should be defined in precise, unambiguous terms that describe
clearly and exactly what is being measured.
 Indicator should be SMART. Try to keep your indicators specific,
Measurable, achievable, realistic, Time bounded and directly attributable to
the Project
 There should be at least one indicator for each outcome
• Indicators are the keys to knowing that you are making measurable progress
towards desired results.
• Indicators are quantitative or qualitative factor or variable that provides a
simple and reliable means to measure achievement, to reflect the changes
connected to an intervention, or to help assess the performance of a
development factor.
• Connection b/n objectives and indicators: objectives capture both what we
plan to do and what we plan to achieve, respectively. But indicators can be
used to measure achievement on both of these levels.
A well-designed Indicator
 Well-defined objectives and indicators play a critical role in project or program
success. Therefore, besides being SMART, here are some criteria you should
consider to have a strong indicator:
1. Focus on measuring what you need to know – not what would be good to know
2. It should be possible to understand what the indicator is measuring even if
there is a change in staff.
3. The indicator should rely on data that is available at the time when needed
and/or can be collected at a cost that is affordable and budgeted
4. You are selecting this indicator because you know before you collect the data:
who will use it, when and for what specific purpose.
5. The indicator should be directly related to the objective that you are
measuring.
6. If it is not possible to directly measure results, use a proxy. Proxy Indicators
measure outputs or outcomes that it is assumed will lead to change at higher
levels of achievement. Defining a poxy indicator require a plausible argument.
For example, measuring income of households is often difficult. We therefore
use household consumption as a proxy for income.
7. It is advisable to limit the number of indicators monitored and when possible
Use internationally accepted indicators
 Objectively Verifiable Indicators (OVIs):
• The basic principle of the OVI column is ‘if you can measure it, you can
manage it’.
• Indicators reveal the successful accomplishment of objectives. They
are not the conditions necessary to achieve a result but define in
measurable terms the performance levels required.
• It is advisable to use the minimum number of indicators necessary
to clarify what must be accomplished to satisfy the stated objective.
• OVIs define not only the accomplishment necessary but also the level
of performance necessary to reach the next objective level.
• It is therefore best to develop OVIs for the higher order objective
first and work backwards through the causal chain: from goal to
purpose then outputs and finally activities.
 Developing OVIs:
• Normally, indicators are stated in terms of quantity, quality and time (and
sometimes place and cost).
• The act of putting numbers and dates on indicators is called targeting.
• Goals, purposes and outputs can all be given indicators and targets
• Begin with the basic indicator, ensure that it is quantifiable and then
add a quality and time dimension.
Quantity + Quality + Time = QQT
• Indicators should also be SMART (Specific, Measurable, Achievable,
Relevant and Time bound)
 A useful guide to determining indicators is to use four guiding criteria:
 What is the quantity we are assessing?
 What is the quality we are expecting?
 What is the timeframe we expect it in?
 What is the location it will occur in?
 Indicators…
 Level and Types of Indicators: Just as with objectives, indicators are at
different levels
1. Impact indicator/ Goal level Indicator:
• Impact indictors are Long-term results measure the impact or the achievement of
the project or program goal. It indicates the quality and quantity of long-term results
generated by the program
– % of children with improved nutritional status
– % of children with improved learning outcomes
• Goal level indicators: Goal level indicators

• often describe program or sector objectives towards which this and other projects
are directed.
• As such, they may include targets beyond the ‘manageable interest’ of the project,
such as child mortality rate reduced, which depends on other factors as well.
 Indicators…
2. Outcome: describe knowledge, behavior, attitude and skill changes resulting
from our work
– % of children who utilize improved services (e.g. health services,
improved learning environment)
3. Output indicator: measure the quantity of products and services needed to
meet an objective. These measure the “product “ produced.
– number of people trained, number of manuals distributed etc
-- Number of participants by men and women
– Exposure to needed information/messages
– Expanded public and private dialogue
4. Activity/Process indicator: measure inputs and activities planned and
implemented to produce the output.
– Number of radio programs
– Number of trainings
– Funds covering planned communication activities
 Moreover, there are different types of indicators: quantitative and
qualitative
 Quantitative and Qualitative Indicators
1. Quantitative indicators: are measures of quantities or amounts and are
expressed as numbers:
• Units : such as the number of staff that have been trained.
• Prices: such as the additional revenue/earnings of farmers following a seed
distribution program.
• Proportions: such as the proportion of the community that has access to a
service.
• Rates of change: such as the percentage change in average household income
over a reporting period.
• Ratios: such as the ratio of midwives or traditional birth attendants to families
in a region
• Scoring and ranking: such as the score given out of ten by participants to rate
quality of service received
• Binary Indicators (yes or no): defining whether something has happened or not
 Quantitative and Qualitative Indicators…
2. Qualitative indicators are measures of changes in attitudes,
knowledge and behavior/ skills and are expressed as words:
• Satisfaction: For example, how children describe their levels of
satisfaction with the project’s activities
• Standards: For example, the extent to which training is recognized
by the appropriate authorities
• Practices and behavior: For instance, the way practice has changed
since the completion of hygiene education
• Institutional change: This covers the effect of new measures
introduced to improve the NGO’s accountability to project users
Key Difference: Qualitative and Quantitative
Quantitative Qualitative
Expression Number Words
Coverage Provide information on width and Provide in-depth information on change at
scope of work strategic points
Analysis Analyzed through statistical data Analyzed through summarizing , themes,
methods coding, interpretation, etc.
Limitation Often need to be interpreted Often apply to a small number of people /
through qualitative enquiry situation, and may not be representative of
larger group
In the table below, identify which indicator are quantitative and which are qualitative.
Indicator Quantitative Qualitative
Percentage of individual who were tested for HIV in the last 12
months and received their test results
• The extent to which gender issues are addressed in policy
• Community perception of empowerment
• % of children underweight
• % of HHs with increased income
• Evidence of NGOs adhering to code of conduct
• % of women who have accesses ANC (Antenatal care)
interventions service for improving maternal outcome
 The Horizontal Logic …
4. Verification source: These are Means of verification (MoV)
• Indicators must also have a means of verification (MoV).
• The MoV is the source of data that serves as the “proof” for the indicator.
In many cases this may be documents, or statistics
• Verification source is the third column that describe where you can find the
information of each indicator.
• Do you measure things yourself ? Or
• do you ask someone else to do it for you? Or
• is the information readily available in reports or statistics from other
sources?
• Sources of verification- Describes the information sources necessary for
data compilation that would allow the calculation of indicators. Therefore,
it is all about
 What information to be made available
 Where, in what form the information/ documented source should be
collected
 Who should collect/ provide the information
 When/how regularly it should be provided
Project Title:
Objective Summary Objective Means of Important

Verifiable Verification Assumption
Indicators
Goals (Program Measures of Sources of Assumptions for

or Sector Objective Information and sustaining
Objective): Achievements: Methods Used: objectives :
Overall Purpose or Direct or indirect which database is Important events,
Goal, the higher measures which available or which conditions or
level development verify to what extent documents have been decisions necessary
objective towards the Goal is fulfilled drawn up or can be for sustaining
and demonstrate obtained elsewhere to
which the project is overall Impact of the prove that the Goal
objectives in the
expected to project has been achieved long run.
contribute, the
vision
Objective Objective Means of Important
Summary Verifiable Verification Assumption
Indicators
Project Purpose: Existing or Sources of Assumptions for
The immediate expected conditions Information and achieving overall
at end of project Methods used : Goal:
main objective Important events,
which is expected (measuring project Which database is
conditions or
to be achieved as a outcome): available or which decisions outside
result of the Direct or indirect documents have the control of the
project. Generally measures to verify been drawn up or project necessary for
there should only to what extent the can be obtained the Goal to be
project purpose elsewhere to prove obtained
be one Project that the project
Purpose statement, has been achieved. purpose has been
in order for the (Quality, quantity, achieved
project team to time and possibly
focus their efforts location and target
groups)
effectively.
Objective Objective Verifiable Means of Important
Summary Indicators Verification Assumption
Outputs: Magnitude of Sources of Assumptions for

Outputs: Information and Achieving Project
The results or Methods Used Purpose:
outputs ( as a Direct or
whole and in Which database is Important
Indirect available or which
effective events,
measures which documents have
combination) that conditions or
the project verify to what been drawn up or
can be obtained decisions
management extent the
elsewhere to prove outside the
should be able to outputs have
guarantee to that the Outputs control of the
been produced have been
specified target project
achieved
groups in order to necessary for
achieve the the
anticipated
outcome (project
achievement of
purpose) the project
purpose
Objective Objective Verifiable Means of Important
Summary Indicators Verification Assumption
Activities or Resources: Sources of Assumptions for

Inputs: Information and achieving
Methods Used: Outputs:
The activities that The Inputs of
have to be goals, services or Available records, Important events,
undertaken by the budgets necessary vouchers, etc, for conditions or
project and its to undertake the costs entailed, decisions outside
partners in order consumption of the control of the
to produce the activities and
processes materials, use of project necessary
Outputs. equipment, inputs for the production
Sometimes inputs
are added as fifth, of personnel, etc. of Outputs
separate row
More in the format of a Logic Model
Strengths of the Logical Framework Approach
 Strengths of the Logical Framework Approach
• It draws together all key components of a planned activity into a clear set of
statements to provide a convenient overview of a project.
• It sets up a framework for monitoring and evaluation where planned and
actual results can be compared.
• It anticipates project implementation and helps plan out development
activities
 Weaknesses of the Logical Framework Approach
• It may cause rigidity in program management. Among the many criticism its
fixed approach and see it as a top-down imposition from donor are some.
• It is not a substitute for other technical, economic, social and environmental
analyses.
• Log Frames are often developed after the activity has been designed rather
than used as the basis for design.
• It can stifle innovative thinking and adaptive management
THE END

CH 1 Part 3 Project Planning Analysis

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CH 1 Part 3 Project Planning Analysis

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Logical Framework Approach to

 Outputs: are the direct results of your contribution

 Impact: is a longer term effect of intervention and is most likely a result

• Mid-term outcomes or Intermediate effects of outputs

• Immediate results or outputs - Products and services

• what project managers and development partners put as -

Impact Certified trainer, training materials, venue, transport accommodation

 Well-designed objectives: should be SMART means that your objective would be

Objective SMART Not-SMART

By 2021, increase the childhood nutrition awareness of 200

Provide teacher training

Improved organizational capacity of local NGOs

Reduced HIV and STI transmission along transport corridor

Input Activities Output Outcomes Impact

• Goal level indicators: Goal level indicators

Objective Summary Objective Means of Important

Goals (Program Measures of Sources of Assumptions for

Outputs: Magnitude of Sources of Assumptions for

Activities or Resources: Sources of Assumptions for

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