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Results-Based
Management:
Logical Framework Approach
28 ± 30 September, 2005

Putrajaya, Malaysia

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ÿ The LFA is an RBM tool used for
systematic planning, implementing,
monitoring, and evaluating projects/
programmes.

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 The Logical Framework Approach (i)

Features of LFA :
ü stakeholder involvement
ü needs--based approach
needs
ü logical intervention approach
ü framework for assessing relevance,
feasibility and sustainability

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The Logical Framework Approach (ii)
Features of LFA :
ü results-oriented ƛ not activity driven
ü logically sets objectives and their
causal relationships
ü shows whether objectives have been
achieved: Indicators (for M&E)
ü describes external factors that
influence the projectƞs success:
assumptions and risks

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 LFA Key Features
Main steps:
ƥ Stakeholder Analysis
ƥ SWOT Analysis
ƥ Problem Tree Analysis
ƥ Objective Tree Analysis
ƥ Logical Framework Matrix
ƥ Monitoring and evaluation

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 Stakeholder Analysis
Stakeholder is any individuals, group or
organization, community, with an interest
in the outcome of a programme/project.

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 Stakeholder Analysis
°
 To identify:

 The needs and interest of stakeholders

 The organizations, groups that should be
encouraged to participate in different stages
of the project;
 Potential risks that could put at risk
programme;
 Opportunities in implementing a programme;

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 SWOT Analysis (i)
Purpose:
ÿ To assess the performance and capacity of
the participating units, divisions of
organization.
ÿ Each participating unit has to undertake
SWOT analysis.

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 SWOT Analysis (ii)
ÿ SWOT analysis is a tool for institutional
appraisal and a brainstorming exercise in
which the representatives of the
organization participate fully.

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 SWOT Analysis (iii)
SWOT stands for:
ÿ St
th - the positive internal
attributes of the organisation
ÿ †
 - the negative internal
attributes of the organisation
ÿ G
t t - external factors which
could improve the organisationƞs prospects
ÿ h
 t - external factors which could
undermine the organisationƞs prospects
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 Problem Tree Analysis
Purpose:
- to identify major problems and their
main causal relationships.

Output:
problem tree with cause and effects

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 Steps in Undertaking Problem Tree
1. Identify the major problems that the project
will address. State problems in negative
manner.
2. Group problems by similarity of concerns.
3. Develop the problem tree:
a) Select a focal problem from the list and relate other
problems to the focal problem.
b) If the problem is a cause of the focal problem it is
placed below the focal problem
c) If the problem is an effect of the focal problem is
goes above
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Problem Tree
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 Analysis of Objectives
ÿ Transforming the problem tree into an
objectives tree by restating the problems
as objectives.
ÿ Problem statement converted in to
positive statements
ÿ Top of the tree is the end that is desired
ÿ Lower levels are the means to achieving
the end.

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 Objectives Tree
m

nds

m Project Cycle Management Guide, 2004

Means
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The relationship between the problems
tree and the objective tree

PROBLEM TREE OBJECTIVE TREE

ÿ Focal problem Project Purpose

ÿ Effects Overall
Objectives

ÿ Causes Results
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 Strategy Analysis (i)
ÿ The aim of strategy analysis is division of the
objectives tree into more consistent smaller sub-
sub-
units that may, compose the core for a project.
ÿ Each of the sub-
sub-units of the objective tree can
represent an alternative strategy for the future
project.
ÿ The project objectives set the framework for the
strategy of the project.

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 Strategy Analysis (ii)
ÿ Criteria for selection of the project strategy:
1. RELEVANCE: the strategy corresponds to the
needs of the stakeholders.
2. EFFECTIVENESS: the lower level objectives of
the strategy will contribute to achievement of
the project purpose
3. EFFICIENCY: cost-
cost-effectiveness of the
strategy in transforming the means into results.
4. CONSISTENT with development policies
5. SUSTAINABILITY of the project
6. ASSUMPTIONS and RISKS
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 The Logframe Matrix
ÿ The main output of the LFA is the logframe
matrix.
ÿ The Logical Framework Matrix is used to present
information about project objectives, outputs
and activities in a systematic and logical way.
ÿ The basic Logframe matrix contains 16 cells
organized into 4 columns and 4 rows, as
indicated in the next slide:
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The Logical Framework Matrix





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 Assumptions (i)
ÿ Describe necessary internal and external
conditions in order to ensure that the activities
will produce results
ÿ Assumptions are risks, which can jeopardize
the success of the project
ÿ Are worded positively, i.e. they describe
circumstances required to achieve certain
objectives

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 Assumptions (ii)
ÿ Should be relevant and probable
ÿ If an assumption is not important or
almost certain: Do not include
ÿ If an assumption is unlikely to occur:
Killer assumption ƛ abandon project

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 Assumptions (iii)

ÿ Example of Assumptions for the Goal

and Purpose:
ÿ Political ƛ stability of NSO and government
staff
ÿ Economic ƛ sustainable economy
ÿ Etc.

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 Assumptions (iv)

ÿ Example of Assumptions:
ÿ Adequate funds materials.
ÿ Skilled people ƛ training needs.
ÿ Approvals & contracts ƛ legal,
administrative.
ÿ Participation of stakeholders.

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 The logical framework

 

 
 


    


     


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 Indicators (i)
ÿ Indicators measure to verify to what extant the
results are achieved.
ÿ Specify how the achievement of an objective can
be verified or demonstrated
ÿ Provide a basis for Monitoring and Evaluation
ÿ 3 Dimensions of Indicators
ÿ Quantity
ÿ Quality
ÿ Time

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Indicators (ii)

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 Means of Verification
ÿ Tools or means to obtain the information
required by the indicators
ÿ Include:
ÿ project documents
ÿ field verification
ÿ ad-hoc studies

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Results Chain & Logical Framework
Matrix
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 Monitoring and Evaluation
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 Purpose of Monitoring and
Evaluation
ÿ It is the continuous process of
collecting, processing and assessing
information about the:
ÿ Project implementation
ÿ Project progress
ÿ Project impact and effects
ÿ Project environment

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 Monitoring (i)

ÿ Continuous function that aims to

provide early indications of progress or
lack thereof in the achievement of
results

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 Monitoring (ii)
ÿ Assumes the validity of the existing
plan
ÿ Takes place at project level
ÿ Is the responsibility of the project
management
ÿ Is based on the indicators defined in
the logical framework

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 Monitoring Responsibility
ÿ Project Management
ÿ Activities
ÿ Output indicators
ÿ Early outcome indicators
ÿ Project Target Group
ÿ Outcome indicators
ÿ Impact indicators

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 Evaluation
ÿ Time-bound exercise to assess the
Time-
relevance, performance and success of on-on-
going or completed projects
ÿ Questions the validity of existing planning
ÿ Is related to the impact of a project
ÿ Opens the mind for strategic adjustments

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 Evaluation Quality Criteria
ÿ Relevance (overall)
ÿ Efficiency (activities, outputs)
ÿ Effectiveness (outputs, outcome)
ÿ Impact (outcome, impact)
ÿ Sustainability (outcome, impact)

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