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Developing the Logical Frame Work Matrix

Developing the Logical Frame Work Matrix. Project Cycle Management ----- A short training course in project cycle management for subdivisions of MFAR in Sri Lanka MFAR, ICEIDA and UNU-FTP. United Nations University Fisheries Training Programme (UNU-FTP) Iceland.

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Developing the Logical Frame Work Matrix

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  1. Developing the Logical Frame Work Matrix Project Cycle Management ----- A short training course in project cycle management for subdivisions of MFAR in Sri Lanka MFAR, ICEIDA and UNU-FTP United Nations University Fisheries Training Programme (UNU-FTP) Iceland Ministry of Fisheries and Aquatic Resources (DFAR) Sri Lanka Icelandic International Development Agency (ICEIDA) Iceland

  2. Content • Logical framework matrix structure • Sources of verification • Assumptions • Example of logframe matrix, post harvest losses

  3. Learning objectives • After this lecture participants will understand the purpose, structure and how to build a logical framework matrix (logframe)

  4. The logical framework approach • The logical framework approach was developed in the late 1960s to assist the US Agency of International Development (USAID) as a tool for: • Detailed planning with clearly defined objectives that can be monitored • Clear management responsibility • Pre-determined evaluation process

  5. The logical framework matrix • Also known as the log frame which provides the documented product of the analytical process • It consists of a matrix with four columns and four rows (or more), which summarize the key elements of a project plan • The project's hierarchy of objectives • Project description or intervention logic • The key external factors critical to the project’s success • Assumptions • How the project’s achievements will be monitored and evaluated • Indicators and sources of verification

  6. Objectively Project Sources of verifiable Assumptions strategy verification indicators Overall objectives Purpose Results Activities Means Costs PRE CONDITION The logframe matrix

  7. Information contained in the logframe matrix

  8. Logframe - how do we use it? • The logframe is a format for presenting the results of the LFA as a process and is developed on the basis of the LFA tools applied earlier during the analysis phase • Clear statement of what should be accomplished (outputs) • Clear statement of important results that can be expected in the short to medium-term (purpose) and in the long run (goal) • When the logframe has been completed it is used to design further scheduling

  9. PESTLE analysis Stakeholder analysis SWOT analysis Objective analysis Problem analysis Strategy analysis Logframe in the LFA process The logframe matrix Schedules Reports

  10. Connecting the analysis to the logframe • We know what we have to do to tackle the focal problem by transforming the problems into objectives and selecting manageable tasks by doing the strategy analysis

  11. The Logframe Structure • Vertical logic • Identifies what the project itends to do and achieve • Clarifies the causal relationships (means to end) • Specifies important assumptions and risks • Horizontal logic • Specifies indicators to measure progress • Identifies the sources / means by which indicators will be verifies

  12. The logframe basics

  13. Means & Cost • Means are the human, material and service resources (inputs) needed to carry out planned activities and management support activities • Cost are the financial resources needed to carry out these activities

  14. Base indicator 1. Increase training in PCM within MFAR Add quantity (how much) 2. Twenty staff of MFAR and its subdivisions receive training in PCM IndicatorsObjectively verifiable • Indicators should include • Quantity • Qualities • Time/dates Add quality / what kind of change 3. Training of mid level managers and professionals within MFAR in PCM increased by 20 (60 to 80) or 33,3% increase between years Add time (by when) 4. Training in PCM of mid level managers and professionals within MFAR increased by 20 (60 to 80) by June2007 or 33,3% increase between 2007 and 2008

  15. Sources of verification (SoV) • Do appropriate external sources already exist (e.g. reports, statistics)? • Are these sources specific enough? • Are the sources reliable and accessible? • Is the cost of obtaining the information reasonable? • Should other sources be created?

  16. SMART • A good indicator should be SMART • Specific to the objective it is supposed to measure • Measurable (either quantitatively or qualitatively) • Available at an acceptable cost • Relevant to the information needs of managers • Time-bound so we know when we can expect the objective/target to be achieved

  17. Assumptions • When a choice is made on which objectives to pursue with a project, number of aspects may be left outside the scope of the project • Aspects outside the project may still have to be attained in order to reach a project’s objectives • They are then external factors that influence or even determine the success of the project, but lie outside the control of the project

  18. Assumptions and pre-conditions • Problems identified from the stakeholder analysis that are not tackled by the project itself might have to be included • Macro-economic, institutional-political, ecological and socio-cultural frame conditions, which cannot easily be influenced, should be considered for inclusion as assumptions • A pre-condition is different from an assumption in that it is a condition that must be fulfilled or met before project activities can start

  19. Assessment of assumptions

  20. Killer assumptions • The external factors that are essentialfor the project to achieve its objectives, but will most probably not be realisedbecome so called killer assumptions • If the project cannot be redesigned to achieve its objectives without having to rely on the realisation of the respective external factor it should be abandoned

  21. Relationship between assumption and Objective hierarchy

  22. General sequence of completion

  23. Objectives - an example

  24. Results - an example

  25. Activities an example

  26. “Clear objectives and stakeholder commitment drive successful projects.” World Bank

  27. References • European Commission (2004). Project Cycle Management Guidelines. Downloaded 1st March from: http://ec.europa.eu/europeaid/qsm/documents/pcm_manual_2004_en.pdf • World Bank (2005). The logframe Handbook; A Logical Framework Approach To Project Cycle Management. Downloaded 2nd March 2007 from: http://www-wds.worldbank.org/servlet/WDSContentServer/WDSP/IB/2005/06/07/000160016_20050607122225/Rendered/PDF/31240b0LFhandbook.pdf

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