Class 5

FRAMEWORKS FOR PROJECT

IDENTIFICATION & DESIGN

At the end of the session, you will be able to:

• Identify & differentiate between conceptual frameworks,
results & logical frameworks, & logic models
• Define goals & objectives for specific intervention programs
• Design frameworks for specific intervention programs
 1. PROJECT PLANNING & MANAGEMENT

COLLEGE OF DEVELOPMENT STUDIES

CENTER FOR REGIONAL AND LOCAL DEVELOPMENT STUDIES

PROJECT PLANNING, MANAGEMENT, MONITORING &

EVALUATION
(RLDS 605)

Compiled by: Kumela Gudeta (PhD)

1.4 THE LOGICAL FRAMEWORK APPROACH (LFM)
 WHAT IS A LOGIC?

• According to Merriam-Webster’s Dictionary a logic is;

• a science that deals with the rules & tests of sound thinking & proof by
reasoning

LOGICAL FRAMEWORK APPROACH IS:

• An instrument for logical analysis and structured thinking in project planning

• if are used in a uniform way, provide a structure for the dialogue between
different stakeholders in a project.
• A planning instrument, which encompasses the different elements in a process
of change (problems, objectives, stakeholders, plan for implementation etc).
• The project plan may be summarized in a LFA matrix, the log frame,

• An instrument to create participation/accountability/ownership

 The Logical Framework Approach

– is an ‘aid to thinking’,
– not a substitute for creative analysis.
• Testing of innovative new ways in which to use the analytical framework provided by LFA is
encouraged.
• While the focus is on the ‘project’, the analytical principles can be applied equally well to the
design of programs, and even sector or country program strategies.
• LFA is
– an analytical,
– presentational and
– management tool
• which can help planners and managers:
– analyze the existing situation during project preparation;
– establish a logical hierarchy of means by which objectives will be reached;
– identify the potential risks to achieving the objectives, and to sustainable outcomes;
– establish how outputs and outcomes might best be monitored and evaluated;
– present a summary of the project in a standard format; and
– monitor and review projects during implementation.
 A DISTINCTION BETWEEN THE LOGICAL FRAMEWORK
APPROACH
(LFA) & THE LOGICAL FRAMEWORK MATRIX.

• The approach involves

– problem analysis,
– stakeholder analysis,
– developing a hierarchy of objectives and
– selecting a preferred implementation strategy.
• The product of this analytical approach is
– the matrix (the Logframe), which
– summarizes what the project intends to do and how,
– what the key assumptions are, and
– how outputs and outcomes will be monitored and
evaluated.
 MAIN STAGES OF LFA
1. Analytical Phase
STEP l: STAKEHOLDER ANALYSIS
identify groups, people and institutions which
are likely to be affected by the project, identify
the key problems, constraints and opportunities
they face
STEP 2: PROBLEM ANALYSIS
formulate problems; determine cause and effect
relationships and develop a problem tree
STEP 3: OBJECTIVE ANALYSIS
Objectives -develop objectives from the
identified problems; identify means to end
relationships; identify clusters of objectives and
determine the project strategy
Having analyzed the situation, the project should
now be ready for detailed planning
11/12/2021 Tilaye K. 2009
2. Planning phase
STEP 4: INTERVENTION LOGIC
define the project elements, test its internal
logic, and formulate objectives in measurable
terms
STEP 5:ASSUMPTIONS and RISKS
identify the conditions which are likely to affect
the project's implementation but which are
outside the project management control
STEP 6:INDICATORS
identify ways to measure progress, formulate
indicators; define means of measurement
STEP 7: MEANS OF VERIFICATION
Identify means, resources and frequency to find
information to track progress and evaluate
achievement
7
 THE TYPES OF LOGIC

HORIZONTAL

V
E
R
T
I
C
A
L
 The standard model log frame is

4×4 matrix which vertically & horizontally

summarizes
1. What the project intended to achieve, from the level of goal down
to specific activities.
2. The performance questions and indicators that will be used to
monitor progress and overall achievements.
3. How these indicators will be monitored or
Where the data can be found.
4. The assumptions behind the logic of how activities will eventually
contribute to the goal, plus associated risks for the project if
assumptions turn out to be incorrect
 The “Logical Framework Matrix”
Project title LIFE OF PROJECT:__________
FROM FY _______ TO FY_____
TOTAL BUDGET _____________

NARRATIVE OBJECTIVELY MEANS OF IMPORTANT

SUMMARY VERIFIABLE VERIFICATION ASSUMPTIONS
INDICATORS

Program or Sector Measures of Goal The way required

Goal: The broader Achievement: information is
objective to which this obtained
project contributes

Project Purpose Condition that will Assumptions for

indicate purpose has
been achieved: End of
project status
Outputs: Magnitude of Outputs
“ realization of Goal
Assumptions for Achieving
“ Purpose

Activities Work Schedule/Inputs Assumptions for Providing

 Terminologies
USAID EU UNHCR World Bank
1 Strategic Overall Sector
Objective Objective Objective
Long-term
2 Final Goal Project Purpose Goal Objectives

3 Strategic Goal / Results Project Short-term

Objectives Objective Objectives
4 Intermed. Outputs Outputs
Results Activities
5 Activities Activities Activities
6 Inputs Input / Inputs
Resources

11
 Procedure in LF Preparation

Note that in LF preparation at this stage;

• Do not strive for perfection

• Usually a project design begins with rough project ideas

• The logical link of the project can not become apparent until
an initial framework has been prepared

• Hence a top down approach is recommended

• Step 1. Generate an initial project objective (objectives)
• Step 2. Identify an overall objective (goal) to which the
proposed project will contribute
• Step 3. List out the expected outputs that will help to attain the
objectives stated in Step 1. above
• Step 4. For each output stated above identify activities which
would help to achieve it
• Review the framework as you go through the planning process
• Remember that since the concepts are interrelated, so changes
in one area may require corresponding changes elsewhere in
the framework.
 THE VERTICAL LOGIC/HIERARCHY OF PROJECT OBJECTIVES

Goal
This is the national sectoral /organizational aim
and the ultimate objective for which the project
These links are determined by the is undertake /ultimate impact to which the
project is to contribute/
scientific hypothesis which
underlies the project What we expect to achieve as a direct
Purpose
result of the project (outcome/effect).
This lies outside direct project
management control
The specific contributions to the
attainment of project purpose,
Output resulting from management of
project activities

Substantive tasks carried out by

project staff within the framework of
Activities a work program, budget, etc. Means
These links are the of transforming inputs to outputs.
manageable
elements of the
project Resources necessary to perform
Inputs project activities human, material,
financial, technology, etc.
 KEY ELEMENTS OF THE LOGICAL FRAMEWORK
THE VERTICAL LOGIC (PROJECT LOGIC):
-is a set of means and ends interrelated in a logical fashion and
-intended to define the way the project inputs are transformed into devt goals.

-It is based on the assumption that the achievement of ultimate project

objectives

(goal) proceeds through a hierarchy of sub-objectives linked by a set of

hypotheses:

(a) If we provide the following inputs and carry out the

following activities, then we produce the required outputs.
(b) If we produce those outputs (product &/or service), then
the purpose will be achieved.

(c) If the purpose is achieved, then the goal will be realized.

 Vertical Logic - Example

• Eliminate illness caused by poor sanitation

• Residents in the kebele adopts hygienic practice

• Health workers trained to teach kebele residents

• Develop curriculum .
• Recruit health workers
• Conduct training, etc.
 The Horizontal Logic:

The statement of goal, purpose, outputs & activities (inputs) frequently are
subject to different interpretations by those involved with the project.
 Hence, the HL enables

to state the evidence that will signal success or failure, and

the means it can be verified.

 It lists:

(a) The Objectively Verifiable Indicators of progress (OVIs),

(b) The Means of Verification (MOV).

(c) The Important Assumptions.

 Horizontal Logic - Example
Income Generating Project for Children Rehabilitated from Street
Objective: To improve the living standard of 50 rehabilitated
street children by the end of the project period.

Narrative Objectively Means of Important

Assumptions
Summary Verifiable Verification
Indicators
Purpose •No. of rehabilitated •Evaluation report •Schools are
Improve living standard children attending •Project beneficiary cooperative in allowing

of Rehabilitated street school records free academic service

children •No. of children •Beneficiaries • CBOs are supportive

provided with basic interview in the reintegration of
needs (food, cloth) children with their /
families or relatives

Output: Improved Micro •Existing micro finance

Amount of money Routine institutions are
Credit Services for
Provided Records supportive in loan
Children Rehabilitated
administration
• Assumptions:

The mere fact that inputs are available, however, and that

activities are performed does not guarantee the production of outputs.

The resources must be properly managed to perform the right activities.

Furthermore, management could be prevented from producing the outputs if

uncontrollable circumstances prevailed.

– Similarly, producing the outputs does not ensure that the desired effect will follow.

– This relationship is based on the best judgment of the planners and it may not be

right.

– Besides, if this judgment was right, extraordinary circumstances may prevent the

production of the desired effect.

– Good project design requires that project hypotheses and relevant assumptions

must be clearly identified.

 DETAIL ELABORATION ON The “Logical Framework Matrix”

NARRATIVE OBJECTIVELY MEANS OF

SUMMARY VERIFIABLE VERIFICATION IMPORTANT
INDICATORS ASSUMPTIONS

Goal Qualitative and/or Sources of info. & Goal Sustainability

quantitative measures or methods, z means, Main external
Description of the
parameters used to show for verifying conditions/ events
higher-level objective
the extent to which the (checking) indicators- necessary to sustain the
to which the project
goal is met or fulfilled. used to establish objective in the long
will contribute
what has been term-"the super goal“.
achieved.

Purpose Qualitative and/or Same as above Purpose to Goal

Description of the quantitative measures or Main external
impact or effect the
project is expected parameters used to show conditions /events over

to achieve as a the extent to which the which the project has no

result of its outputs purpose is met or control but which must
 DETAIL ELABORATION ON The “Logical Framework Matrix”

NARRATIVE OBJECTIVELY MEANS OF

SUMMARY VERIFIABLE VERIFICATION IMPORTANT
INDICATORS ASSUMPTIONS

Outputs Qualitative and/or

Output to purpose
quantitative measures
Description of the
or parameters used to Main external
results the project
show the extent to conditions /events over
should achieve Same as above
which the outputs are which the project has no
during its lifetime produced. control but which must
prevail if purpose is to be
achieved.

Activities Inputs Monitoring Activity to output

Description of the Goods, facilities Means to be used Main external conditions
activities that the and/or services to check /events over which the
project will needed to carry out (monitor) project has no control but
undertake to the stated activities. progress of the which must prevail if
produce its stated project's outputs are to be achieved.
activities.
outputs.
 Example of Project Logical Framework:

Agricultural Rehabilitation Project for war displaced returnees in

Ankorcha Woreda, XY Region

Narrative S OVI MOV ASSUMP.

Goal Increase farm Evaluation by the No other incidence of
Income Regional war & draught
Help returnees,
Agricultural
displaced and poor
Bureau with the
farmers become assistance of
food self-sufficient external
consultant
Purpose 1. No of farmers 1. Regular monitoring 1. Local and wereda
• Reduce the need for provided with relief report by the M & and peasant
food relief to 10% of assistance E unit of Regional associations are
farmers 2. No. of farmers Agriculture Bureau able and willing to
•Increase agricultural provided agri. 2. Report from the monitor and
credit project office enforce loan
productivity by 50%
3. Local institutions 3. Field survey repayment
•Build local capacity to
respond short-term organized
natural disasters 4. No. of farmers
trained
NS OVI MOV ASSU.
Outputs 1. Revolving fund 1. Project 1. Timely Support
•Revolving fund provide documents from Cooperative
initiated 2. Growth in no. of 2. Progress reports Organization
•Seed bank established fund users 3. Field Office is
•Service Cooperatives 3. No. of observation maintained
established cooperatives 4. Monitoring 2. Agri. Inputs are
•Early warning organized reports locally available
mechanisms 4. System in place
established

Activities 1. Two pickups 1. Project • No major delays in

•Providing logistic purchased documents procurement
supports 2. Office equipment 2. Progress reports •No major increase in
•Deploy project purchased 3. Field the price of inputs
personnel 3. One agronomist observation •Timely fund
•Identify beneficiaries & one project 4. Monitoring disbursement from
•Conduct training coordinator reports government and the
•Disburse credit employed project donor
4. 5 extension
workers trained
 Example of Project Logical Framework: Poverty Reduction Strategy (PRS) in Ethiopia

NS OVI MOV
ASSU.
Goal 1. Reduction in 1. Annual PRS
national progress report
Poverty in Ethiopia
reduced by 30%
estimated 2. External
poverty rate of financers and
between 2007 and 70% to 40% gov’t joint
2015 2. Annual real assessment
economic
growth of
between 8 &
9% maintained
Purpose 1. Plan of action in 1. Gov’t budget act 1. Continued
• By end of 2007, PRS place in all 2. Sector program government
ministries & plans & budgets support at all
policies integrated agencies levels, including in
into regular gov’t
3. Annual project
2. Increase in the no. reports the event of
planning, budgeting of joint gov’t political changes
4. Annual review
& implementation programs & 2. Continued
meeting of gov’t
process projects targeted & program support from
the poor financers international
financers &
NS OVI MOV ASSU.

Outputs 1. PRS issues are 1. Press clipping 1. All stakeholders

•Ownership of the PRS regularly in 2. Small scale survey committed to the
in all institutions national media 3. Number of PRS PRS
maintained and 2. Increased newsletters 2. Media show
deepened awareness interest and
•Gov’t systems for about the PRS report
regular reporting on within public professionally on
poverty statistics institutions the PRS
established by end of
2006

Activities
(state detail
activities to be
accomplished for
each outputs)
 LOGICAL FRAMEWORKS
Project Description
Goal: The broader
development impact to which
the project contributes - at a
national & sectoral level.
Purpose: The development
outcome expected at the end
of the project. All components
will contribute to this
Component Objectives: The
expected outcome of
producing each component's
outputs.
Outputs: The direct
measurable results (goods &
services) of the project which
are largely under project
management's control
Activities: The tasks carried out
to implement the project &
deliver the identified outputs.
Performance Indicators Means of Assumptions
Verification
Measures of the extent to which a Sources of information &
sustainable contribution to the goal has methods used to collect
been made. Used during evaluation. & report it.
Conditions at the end of the project Sources of information & Assumptions
indicating that the Purpose has been methods used to collect concerning the
achieved & that benefits are & report it. purpose/goal
sustainable. Used for project completion linkage.
& evaluation.
Measures of the extent to which Sources of information & Assumptions
component objectives have been methods used to collect concerning the
achieved & lead to sustainable benefits. & report it. component
Used during review & evaluation. objective/purpose
linkage.
Measures of the quantity & quality of Sources of information & Assumptions
outputs & the timing of their delivery. methods used to collect concerning the
Used during monitoring & review. & report it. output/component
objective linkage.
Implementation/work program targets. Sources of information & Assumptions
Used during monitoring. methods used to collect concerning the
& report it. activity/output
linkage.
 LOGICAL FRAMEWORKS: MALARIA CONTROL PROGRAM
Project Description Performance indicators MoV Assumptions

Goal: To reduce malaria morbidity & • Malaria prevalence • Annual reports • Political stability
mortality by 50% by 2015 • All-cause under –five mortality rate • Surveys • Environmental stability (no
• DSS (INDEPTH) natural disasters)
• DHS

Overall Objective: To achieve universal % of individuals with access to an LLIN • Annual reports •Availability of effective &
coverage of malaria control in their HH • Surveys affordable drugs
interventions
• Record reviews

Component Objective: % of individuals with access to an LLIN •Population-based • Strong political support
•To achieve universal coverage & in their HH survey •Availability of LLINs
increase use of LLINs % of individuals who slept under an •Health facility
LLIN the previous night surveys
• Community
surveys

Outputs: Number of LLINs distributed to target Activity Funds available for distribution
LLINs Distributed to target population population reports/program & communication campaign
records

LLIN hang up demonstrated to Number of individuals who observed Community support

individuals in target population LLIN hang up demonstration

Activities: Number of LLIN distribution Activity •Funds available for distribution

LLIN Distribution Campaigns campaigns reports/program & communication campaign
records

LLIN hang up demonstrations Number of LLIN hang up

demonstrations
 FRAMEWORKS
Type of Brief Description Program Basis for Monitoring &
Framework Management Evaluation

Conceptual Interaction of various Determine which No. Can help to explain

factors factors the program results
will influence

Results Logically linked Shows the causal Yes – at the objective

program objectives relationship between level
program objectives

Logical Logically linked Shows the causal Yes – at the output &
program objectives, relationship between objective level
outputs, & activities activities & objectives

Logic model Logically links inputs, Shows the causal Yes – at all stages of the
processes, outputs, & relationship between program from inputs to
outcomes, inputs & the process to outputs to
objectives outcomes/ objectives
 DISCUSSION

1. Have u ever used any of these

frameworks for designing &
planning projects? How?
2. What are other ways that these
frameworks can be used for
planning?
 1. PROJECT PLANNING & MANAGEMENT

COLLEGE OF DEVELOPMENT STUDIES

CENTER FOR REGIONAL AND LOCAL DEVELOPMENT STUDIES

PROJECT PLANNING, MANAGEMENT, MONITORING &

EVALUATION
(RLDS 605)
Compiled by: Kumela Gudeta (PhD)
1.5 PREPARATION OF PRE-FEASIBILITY AND FEASIBILITY S
Preparing prefeasibility study
documents Preparing project design documents
 APPROACHES TO IDENTIFY INVESTMENT PROJECTS
The identification of investment opportunities is the starting point in a series of
investment-related activities. Accordingly, to generate this information, the Sectoral
and the Enterprise approach are the major approaches to identify investment projects.

1. Sectoral approach-
• Identification (analysis) of the overall Investment potential in DC &
• the general interest of developed countries in investing in DC
• Compilation of area on specific sector
• Assess current economic situation of DC ( study of structural pbs)

2. Enterprise ( microeconomic) approach

• Identification of specific investment requirements of individual project promoters in
both DC & developed countries.
• Review of ideas by promoters, promotion offices, and financial institutions in DC and
developed countries
 OPPORTUNITY STUDY-
Opportunity study- is a study made to identify investment opportunities or
identify project ideas
• General opportunity studies -Implemented through state & institutional
agencies
Three categories
– Area studies
– Sub-sectoral studies
– Resource based studies
• Specific opportunity studies
– More common than general opportunity study
– The transformation of a project idea into a broad proposition
– Often undertaken by the prospective investor or an entrepreneurial
group
– The objective is to stimulate investor response
 SUPPORT (FUNCTIONAL) STUDIES
•  cover specific aspects of an investment project
• are required as prerequisites for or in support of pre-feasibility
& feasibility studies, particularly for large-scale investment proposals.
• Examples of such studies are
– Market studies,
– Raw materials and factory supply studies,
– Laboratory and pilot plant tests,
– Location studies,
– Environmental impact assessment,
– Economies of scale studies,
– Equipment selection studies, etc
•  The contents vary depending on type and the nature of the projects.
• Conclusions should be clear enough to give direction to the subsequent stage of project
preparation.
• When a basic input may be a decisive factor in determining the viability of a project, then a
support study is carried out before commissioning a pre-feasibility or a feasibility study.
• A support study is undertaken after completion of a feasibility study when it is discovered in
the course of the study that it would be safer to identify a particular aspect of the project in
much greater detail although the preliminary evaluation as part of the decision making process
may commence earlier
 PREFEASIBILITY STUDY

• PURPOSE
• KEY TASKS
• OUTLINE
 CRITERIA FOR CONFIRMING THE NEED FOR
A FULL PROJECT PROPOSAL

• The identified problem has a high priority for a solution due to its
impact on community well being and development.
• The problem has wide socioeconomic and/or political impact.
• The envisaged strategy is new and likely to solve the problem.
• The capacity exists to adequately implement the envisaged
strategy.
• The strategy involves collaboration and synergy with other actors.
• The project is likely to be financed
 FEASIBILITY STUDY

• The core of the proposal preparation process

• To provide the basis for choosing the most desirable options

• Consideration of the following basic questions:

– Does it conform to the development and environmental
priorities, such as PRSP?MDG?SDG?GTP?
– Is it technically and scientifically sound, and is the
methodology the best among the available alternatives?
– Is it administratively manageable?
– Is it financially justifiable and feasible?
– Is it compatible with the culture of the beneficiaries?
– Is it likely to be sustained beyond the intervention period?
 SUMMARY

• A project concept should start from

identification of needs and what has been done;
• After feasibility test, formulate Logical
Framework as the first step in proposal
preparation;
• Think of project sustainability and replicability
 1. PROJECT PLANNING & MANAGEMENT

COLLEGE OF DEVELOPMENT STUDIES

CENTER FOR REGIONAL AND LOCAL DEVELOPMENT STUDIES

PROJECT PLANNING, MANAGEMENT, MONITORING &

EVALUATION
(RLDS 605)
Compiled by: Kumela Gudeta (PhD)
1.6. PROJECT APPRAISAL: BASIC & ADVANCED TECHNIQU
1.6.1. SCREENING &RATING PROJECT PROPOSALS -PROJECT RATING I
1.6.2. PROJECT APPRAISAL AND FUNDING DECISION: GENERIC CHECK
1.6.3. BASIC TECHNIQUES :DISCOUNTING
1.6.4. DECISION MAKING
 SCREENING &RATING PROJECT
PROPOSALS -PROJECT RATING INDEX