Using the Logical Framework to Develop Activity and Resource Schedules

1. Using the Logical Framework to Develop Activity and Resource Schedules

2. Activity & Resource Schedules After the logframe matrix has been completed operational detail can be added to the plan. An Activity Schedule is a way of presenting the activities of the project, which identifies their logical sequence and any dependencies that exist between them And provides a basis for allocating management responsibility for completing each activity. With the Activity Schedule complete the task of specifying inputs and costs can be started.

3. Budget Budget Budget Activity & Resource Schedules Logframe Results based work plan & budget

4. Preparing Activity Schedule Once the logframe is complete it is possible to copy the activities from the left hand column into the activity scheduling format. The format can be adapted to fit with the duration of the project. Year one activities should be specified in detail. Showing start and finish of activities. Subsequent years activities should be more indicative. These are preliminary estimates that will be revised in the light of experience of implementation.

5. Step 1- List Main Activities The main activities in the logframe are a summary of what the project must do in order to meet its objectives. These can be used as the basis for preparation of the activity schedule that will specify activities in operational detail.

6. Step 2 – Break Activities down into tasks The purpose of breaking down activities into tasks or sub-activities is to make them sufficiently simple to be organised and managed easily. The technique is to break an activity into its sub-activities and then component tasks. Each task is assigned to an individual and that becomes their short-term goal. The skill is getting the detail right. The breakdown should stop as soon as the planner has the detail to estimate time and resources required and when the person responsible for doing the task has sufficient instructions on what has to be done.

7. Step 3 – Sequence and Dependencies Once activities are broken into sufficient detail, they must be related to each other to determine their; • sequence – in what order they should be undertaken • dependencies – is the activity dependant on the start or finish of another activity. Example – building a house. You cannot put on a roof if the walls are not built !!!!

8. Step 4 – Estimate Start-up, duration and completion of activities This requires making realistic estimates of timing and duration of tasks. • Inaccuracy is a common mistake, usually an underestimate of time required. • omission of essential activities and tasks • failure to allow for interdependence of activities • failure to allow for resource competition – i.e. scheduling the same person or equipment to do two or more things at once. • a desire to impress with rapid results BE REALISTIC !!!!!!

9. Step 5 – Summaries Scheduling of Main Activities Having specified the timing of the individual tasks that make up the main activities, it is useful to provide an overall summary of the start-up, duration and completion of the main activity itself.

10. Step 6 – Define Milestones Milestones provide the basis by which project implementation is monitored and measured. They are key events that provide a measure of progress and a target for the team to aim at. The simplest milestones are dates for the completion of an activity. I.e. training needs assessment completed by January 2015

11. Step 7 – Define Expertise When the tasks are known it is possible to specify the type of expertise required. Often the expertise is known in advance. This provides a good opportunity to check whether the action plan is feasible given the human resources available.

12. Step 8 – Allocate Tasks Among Team This is more than just saying who does what. With task allocation comes responsibility for achieving milestones. It is a means of defining each team members accountability – to the project manager and each other. Task allocation must therefore take into account the capability, skills and experience of each team member.

13. Presenting Activity Schedule, Gantt Chart Step 4 estimate start-up duration completion Step 5 summarise scheduling activity Step 7 define expertise required Activities Month 1 Month 2 Month 3 etc PA TA etc Step 1 list main activities from Logframe Result 1 Quality of secondary healthcare improved Activity 1.1 Design and implementation of staff training programme 1 2 3 Step 8 allocate team L 1.1.1 Conduct staff TNA 1.1.2 Design training modules 1.1.3 Conduct training L L Activity 1.2 Improve procedures for drug procurement, storage and control 4 5 L 1.2.1 Conduct management audit of systems 1.2.2 L S Step 2 break down activities into tasks Step 3 clarify sequence & dependency Key PA – Planning advisor TA – Training advisor L – Lead role S – Support role Milestones 1.TNA completed month 1 2. Patient care training … Step 6 Define milestones

14. Preparing Resource Schedules Cost estimates must be based on careful and thorough budgeting. They have a significant influence on the investment decision at project appraisal level and subsequently on the smooth implementation of the project. Activities should be copied into an input and cost schedule pro forma. Each activity should then be used as a check list to ensure that all means under that activity are provided for.

15. Specifying Means & Scheduling Costs Means should be allocated to establish cost categories. Example; The activity of establishing a Planning Unit requires Equipment, Salaries and Allowances. The Units, Quantity Per Period and estimated Unit Cost should be specified. If entered on a spreadsheet Cost Per Period and Total Project Costs can Be easily calculated. It is now possible to Schedule Costs using simple formula to multiply annual quantity by unit cost.

16. Specifying Means & Scheduling Costs It is important to remember that the implementing agency will need to meet any recurrent costs of maintaining service provision beyond the life of the project. Recurrent Costs may be covered (fully or partly) through increased revenue that has been generated through project activities. Even if this is not the case recurrent costs need to be specified as they have implications on the future budget of the implementing authority.

17. Example of Resource Schedule Step 1 Copy activities from activity Schedule Step 4 Specify units Step 6 Specify Unit cost Step 8 Allocate cost codes Step 9 Schedule costs Step 11 Estimate recurrent costs Step 7 Identify funding source Step 10 Calculate total Step 2 Specify resource required Step 5 Specify Quantity Quantity per period Funding Source Cost Codes Cost per period Cost per Unit Project Total Recurrent cost PA Activity/resource Unit Q1 Q2 Q3 Q4 EU Gov Q1 Q2 Q3 Q4 1.1 Design & Implement staff training programme for patient care Equipment Computer Photocopier Printer No. 2 1,000 EU 3.4 a.1 2,000 2,000 No. 1 5,000 EU 3.4 a.1 5,000 5,000 No. 2 500 EU 3.4 a.1 1,000 1,000 Salaries (local) Counterpart staff Office staff MM 6 6 6 6 1,700 Gov 5.2 b.2 10,200 10,200 10,200 10,200 40,800 MM 3 3 3 3 900 Gov 5.2 b.2 2,700 2,700 2,700 2,700 10,800 Step 3 Put resources into categories