Lfa Logical Framework Analysis

Logical Framework Analysis

(LFA)Wetted by Jc Lohith Shetty, Asst Professor, St Aloysius College

(Autonomous), President 2014, JCI Mangalore

Logical frame work Analysis

• What is Logical Framework Analysis?• The Logical Framework Approach (LFA) is

a management tool mainly used in the design, monitoring and evaluation of international development projects. It is also widely known as Goal Oriented Project Planning (GOPP) or Objectives Oriented Project Planning (OOPP).

Wetted by Jc Lohith Shetty, Asst Professor, St Aloysius College (Autonomous), President 2014, JCI Mangalore

LFA: What is it all about?

• Used as a tool to convert problems/ objectives into a project. It links the goal and objectives of a project to its inputs and outputs.

• Helps in developing objective indicators for all stages of the project and means of verification for the indicators; overall assumptions and risk factors which have a bearing on the success / failure of the project.

• Also helps in collecting data required for monitoring and assessing the impact of the project.

Wetted by Jc Lohith Shetty, Asst Professor, St Aloysius

College (Autonomous), President 2014, JCI Mangalore

LFA IS A TOOL FOR IMPROVING THEQUALITY OF PROJECTS

The Logical Framework Approach is analytical tool for objectives- oriented project planning and management

The key words are:

• Objectives oriented• Target group oriented• Participatory• Clearly stating the Assumptions



LFAI

Preparatory Phase

IIAnalysis Phase

IIIPlanning Phase



I. Preparatory PhaseA. Determine the Focus Area• Determine the focus area to be analyzed• Study the focus area• Present results of fact finding in short

reportB. Analyze Stakeholders involved• Identify all stakeholders who have a

relation to the focus area• Identify what the most important

stakeholders contribute to and benefit from the focus area.

• Determine who to invite to the workshopWetted by Jc Lohith Shetty, Asst Professor, St Aloysius


II. Analysis PhaseA. Analyze the problems• Formulate problems from point of view of the

identified Stakeholders.• Check whether all relevant problems of

stakeholders are included• Check that problems are understood• Select a tentative “starter” problem• Identify direct causes of starter problem• Identify direct effects of starter problem• Continue identifying cause-effect relationships• Check completeness of the diagram• Add additional problems if necessary• Draw connecting lines to make “Problem Tree”



B. Analyze the Objectives• Restate problems as positive

statements, “reached” situations (objectives)

• Compare problems and objectives. Discuss the formulations.

• Examine the “means-end” relationships and adjust chart if needed

• Draw connecting lines (“Objective Tree”)C. Clustering• Identify clusters of related objectives in

terms of expertise required/ commonality/ theme/ affinity

• Give a name to each clusterWetted by Jc Lohith Shetty, Asst Professor, St Aloysius


III. Planning Phase

A. Scope the project• Identify which clusters are outside of

project responsibility/resources• Determine willingness to contribute

by stakeholders to clusters.• Determine the priority ranking for

addressing the different objective clusters.



Checklist of Criteria• Relationship with state/ national policies/

MDGs• Attractiveness to target groups• Contribution to other clusters• Probability of success• Side effects: Positive/Negative• Urgency• Resource availability

- Funds- Counterpart institutions- Expertise required/available- Time horizon

• History of the project• Sustainability• Etc….



B. Determine Intervention Logic and External Factors

• Identify Overall Goal from the objective tree

• Select Project Objectives/Purpose from objective tree

• Identify outputs/results that contribute to achieving the project objectives/purpose.



LFA – Project Planning Matrix

Col I Col II Col III Col IV

Project Structure Objectively variable indicators (OVI)

Means of verification (MV)

Assumption risks

Goal ( Overall Programme goal)

Overall goal hypothesis.

Purpose (Objectives short term and long term.)

Purpose / objective assumptions

Outputs (results) Output assumptions.

Activities (Inputs) Activity and input assumption.

Step I. Define goal. What is the wider sector goal? What overall problem or need are you trying to address? The goal does not change, it may be affected by external factors.







Assumption risks







Step 2. Define the objective/purpose. What impact do you hope to make? How will the user benefit? Purpose may also be affected by factors outside your project.







Assumption risks







Step 3. Define the outputs. What will be the measurable end results of the planned activities? What results will the project be directly responsible for? Project team is accountable for the results.







Assumption risks







Step 4. Define the activities. What will actually be done to achieve the outputs? This is a summary presentation showing what needs to be done to achieve each output.







Assumption risks







Step 5. Verify vertical logic. Use ‘if–then’ test to check cause and effect.



Assumptions / Risks

Assumptions are major conditions which are outside the

direct control of the project, but which are so important that they will have to be met or have to hold true if the project is to achieve its objectives.

Sources of generating Assumptions:

1. Unselected Objectives from ‘Objective Tree’

2. Constraints/ weaknesses of different stakeholders in the project- from Stakeholder Analysis

3. Negative side effects of the project interventions

4. Rational, logic argumentations: “Which other external factors must become true to achieve Outputs/Results, assuming that all the activities are already achieved?” and so on..Wetted by Jc Lohith Shetty,

Asst Professor, St Aloysius College (Autonomous),

President 2014, JCI Mangalore





Assumption risks

Goal ( Overall Programme goal

Step 7a. What will indicate whether the goal has been achieved?

Step 8a. How will you verify goal OVIs.



Step 7b. What will indicate whether the purpose or objective has been achieved?

Step 8b. How will you verify purpose OVIs ?


Outputs (results) Step 7c. What will indicate that the outputs have been achieved? This indicators define terms of reference and the deliverables of the project.

Step 8c. How will you verify output OVIs?

Output assumptions.

Activities (Inputs) Step 7d What project inputs and budget will be the main OVIs here. What inputs are needed to carryout the activities? Staff, transport, material, finance etc.

Step 8d. How will you verify activity OVIs. The project accounts will be a major MOV here.

Activity and input assumption.

Critical conditions

Step 6a. Define the assumptions. Include here anything that must happens before the project commence.







Assumption risks







Step 6b. Check the logic. Will the completed activities lead to achievements of the outputs? Are all the resources needed to achieve the outputs? What assumptions external to project have been made? If assumption / risk high redesign. Wetted by Jc Lohith Shetty,

Asst Professor, St Aloysius College (Autonomous),

President 2014, JCI Mangalore





Assumption risks







Step 6c. Define the assumption. If the outputs are produced would the purpose be achieved? What assumptions external to the projects have been made about the achievements of the outputs? If risk / assumptions are too great then redesign the project.







Assumption risks







Step 6d. Define the assumptions. If the project purpose is achieved, will this contribute to solving the problem – need. If no, then redesign the project. If yes, mention the assumptions.







Assumption risks











Output assumptions.




Critical conditions

Step 6e. Define the assumptions. What external factors are needed for, or may prevent the long term sustainability of the project.







Assumption risks



Outputs (results)

Activities (Inputs)








Assumption risks



Outputs (results)

Activities (Inputs)

Critical conditions








Assumption risks



Outputs (results)

Activities (Inputs)

Step 7c. What will indicate that the outputs have been achieved? This indicators define terms of reference and the deliverables of the

project.







Assumption risks



Outputs (results)

Activities (Inputs)

Step 7d What project inputs and budget will be the main OVIs here. What inputs are needed to carryout the activities? Staff, transport, material, finance etc.







Assumption risks











Output assumptions.




Critical conditions








Assumption risks











Output assumptions.




Critical conditions

Step 8c. How will you

verify output OVIs?







Assumption risks











Output assumptions.




Critical conditions

Step 8d. How will you verify activity OVIs. The project accounts will be a major MOV here







Assumption risks











Output assumptions.




Critical conditionsWetted by Jc Lohith Shetty, Asst Professor, St Aloysius


Steps in the formulation of a project• Preparatory Phase

Determine subject of analysis Determine Stakeholders involved

• AnalysisAnalysis of problemsAnalysis of objectivesCluster objectives

• PlanningScope the projectIntervention logicAssumptionIndicators and Means of verification

• Implementation PlanningStrategies & Best PracticesCross cutting issues- Equity, Gender, Exit and SustainabilityInstitutional arrangements Organisation- Personnel, Infrastructure & SchedulingMonitoring & EvaluationLearning & Reinforcement Mechanisms



TEN STEPS OF LF PROCESS

1. Define PROJECT PURPOSE (MISSION)

2. Define the GOAL(VISION)

3. Define OUT PUT strategy for achieving PP

4. Define key ACTIVITIES for each output

5. Identify key ASSUMPTIONS

6. Verify VERTICAL LOGIC

7. Define objectively verifiable INDICATORS

8. Verify HORIZONTAL LOGIC

9. Decide on MEANS OF VERIFICATION

10. REVIEW DesignWetted by Jc Lohith Shetty, Asst Professor, St Aloysius


Strategies & Best PracticesCross cutting issues- Equity, Gender, Exit and SustainabilityInstitutional arrangements Organisation- Personnel, Infrastructure & SchedulingMonitoring & EvaluationLearning & Reinforcement Mechanisms

IV. Implementation Planning



The Project Manager’s Responsibilities:

1. Produce Outputs- A Management “Contract”

• personal commitment

• Management tools, e.g., Log frame Scheduling Techniques, Influence, Persuasion, Coordination

2. Monitor assumptions at all levels.

3. Alert top management when:• Output achievement uncertain.

• Outputs being produced on schedule but not likely to result in project purpose/goal achievement

4. Recommend corrective actions.Wetted by Jc Lohith Shetty, Asst Professor, St Aloysius


Lfa Logical Framework Analysis

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