Developing

6 – An introduction to the Logical Framework

knowledge and capacity GUIDE 6
About WEDC in water and sanitation
The Water, Engineering and What makes us stand out from the
Development Centre is one of the crowd is our outreach to practitioners.
world’s leading education and research We use our knowledge base and our
institutes for developing knowledge applied research work to develop An introduction to
and capacity in water and sanitation the capacity of individuals and
for sustainable development and organizations throughout the world, the Logical Framework
emergency relief. promoting the integration of social,
technical, economic, institutional and
We are committed to the provision
environmental activities as foundations Logical Framework Analyses are widely used by donors and governments in
of effective, evidence-based and
for sustainable development. the planning and evaluation of development projects. They exist in various
appropriate solutions for the
improvement of basic infrastructure Visit our website to find out more about forms and are usually known as Logical Frameworks or ‘logframes’. This guide
our postgraduate and professional introduces the concept of logframes, and describes why and how they are used.
and essential services for people living
in low- and middle-income countries. development programmes (MSc,
With over 45 years of experience, we Diplomas and postgraduate certificates
available at the University or by distance
offer expert advice and quality learning
learning); our research; our advisory
Contents
opportunities for sector professionals.
services; our international conferences; Introduction ........................................................1
Founded in 1971, WEDC is based in the and our extensive range of information
The need for a framework ................................1
School of Civil and Building Engineering resources which are free to download
at Loughborough University, one of the from our knowledge base. What is a logframe?...........................................2
top UK universities. Being a part of a Developing a logframe ......................................2
leading university gives us a recognised Components of a logframe ...............................4
platform of independence and quality. http://wedc.lboro.ac.uk
Verifying the logic: the ‘if-then’ test .................7
Objectively verifiable indicators (OVIs) ...........12
Uses and limitations of the logframe.............14

The Logical Framework is a tool to help strengthen project design, implementation

and evaluation. This means that it is best used throughout the project cycle. It
helps to organize thinking, set performance indicators, allocate responsibilities and
Water, Engineering and Development Centre communicate effectively.
School of Civil and Building Engineering
Loughborough University
Leicestershire LE11 3TU UK

T: + 44 (0) 1509 222885 Linkedin: WEDC UK PRINT YOUR OWN BOOKLET

E: [email protected] Twitter: wedcuk
W: wedc.lboro.ac.uk YouTube: wedclboro wedc.lboro.ac.uk/knowledge
 2 17

© WEDC, Loughborough University, 2011

Box 6. Logframe design checklist
Based on an original text by Kevin Sansom
1. The project has one Purpose.
Edited by Brian Reed and Rod Shaw 2. The Purpose is not a reformulation of the Outputs.
3. The Purpose is within the manageable interest of the project team, although
Illustrated by Rod Shaw not necessarily within its control
4. The Purpose is clearly stated.
Quality assurance: Brian Reed 5. All the Outputs are necessary for accomplishing the Purpose.
Designed and produced by WEDC Publications 6. The Outputs are clearly stated.
7. The Outputs are stated as results.
8. The Activities define the action strategy for accomplishing each Output.
This guide is one of a series of published learning resources which are available for 9. The Goal is clearly stated.
purchase in print or available to download free of charge from the WEDC Knowledge 10. The ‘if-then’ relationship between the Purpose and Goal is logical and does not
miss important steps.
Base. Any part of this publication, including the illustrations (except items taken from
11. The assumptions at the activity level do not include any pre-existing conditions
other publications where WEDC does not hold copyright) may be copied, reproduced (These are listed separately).
or adapted to meet local needs, without permission from the author/s or publisher, 12. The Outputs plus the assumptions at that level produce the necessary
provided the parts reproduced are distributed free, or at cost and not for commercial and sufficient conditions for achieving the Purpose.
ends and the source is fully acknowledged. Please send copies of any materials in 13. The Purpose plus assumptions at that level describe the critical conditions
which text or illustrations have been used to WEDC at the address given below. for achieving the Goal.
14. The relationship between the Inputs/resources and the Activities is realistic.
15. The relationship between the Activities and Outputs is realistic.
16. The relationship between the Outputs and the Purpose is realistic.
Published by WEDC, Loughborough University 17. The vertical logic among Activities, Outputs, Purpose and Goal is realistic
as a whole.
ISBN 978 1 84380 146 7
18. The indicators at the Purpose level are independent from the Outputs. They are not
a summary of Outputs but a measure of the Purpose.
19. The Purpose indicators measure what is important.
20. The Purpose indicators have quantity, quality and time measures.
21. The Output indicators are objectively verifiable in terms of quantity, quality
and time.
22. The Goal-level indicators are objectively verifiable in terms of quantity, quality
and time.
23. The Inputs described at the activity level define the resources and costs required for
accomplishing the Purpose.
Water, Engineering and Development Centre 24. The Means of Verification column identifies where the information for verifying each
School of Civil and Building Engineering indicator will be found.
Loughborough University 25. The Activities identify any actions required for gathering Means of Verification.
Leicestershire LE11 3TU UK 26. The Outputs define the management responsibility of the project.
27. When reviewing the Logical Framework, you can define the evaluation plan
T: + 44 (0) 1509 222885 Linkedin: WEDC UK for the project.
E: [email protected] Twitter: wedcuk 28. The Purpose indicators measure the project impact to be sustained.
29. The Output strategy includes a description of the project management systems.
W: wedc.lboro.ac.uk YouTube: wedclboro 30. The team designing the project are completely exhausted!
 16 1

References and further UNHCR, 2001. Project Planning in Introduction

reading UNHCR: A Practical Guide on the Use
of Objectives, Outputs and Indicators.
Logical Framework Analyses are widely used by donors and governments in the
planning and evaluation of development and disaster relief projects. They exist in
BOND, 2003. Logical Framework Analysis. [online]. Washington DC: UNHCR. [viewed various forms and under a variety of names, including ‘OOIP’ (Objective Oriented
London: British Overseas NGOs for 22/11/2011]. Intervention Planning), ‘ZOPP’ (Zielorientierte Projektplanung) or GOPP (Goal Oriented
Development Available from: http://www.the-ecentre. Project Planning). UNHCR call it OMS (Operations Management System).
net/resources/e_library/doc/Project%20
DFID, 1998. Engineering KAR Logical
Planning%20in%20UNHCR.pdf
Framework Notes. London: Department The need for a framework
for International Development (DFID) WELL, 1998. DFID Guidance Manual The logframe was developed in response alike. It is essentially a tool for deciding
on Water and Sanitation Programmes. to a number of common weaknesses in what to do rather than how and when to
DFID, 2009. Guidance on using the revised
Loughborough: WEDC, Loughborough projects: do agreed tasks.
Logical Framework, How to note: a DFID
University. [also online]. [viewed
practice paper. London: Department for • a lack of common understanding Well-designed logframes can enable:
22/11/2011].
International Development (DFID) among partners as to what the
Available from: http://wedc.lboro.ac.uk/ • a common understanding among the
NORAD, 1996. The Logical Framework knowledge/bookshop.html project entails;
different project partners of what
Approach (LFA): handbook for objectives- • poorly focused objectives; the project entails with agreed and
oriented planning. 3rd ed. Oslo: focused objectives;
Norwegian Agency for Development • key risks and assumptions
Cooperation (NORAD) inadequately identified and • a thorough exploration of the key
addressed; assumptions and the cause and effect
TEAM TECHNOLOGIES, INC., 2005.The links between the various objective
Logframe Handbook: a Logical Framework • cause and effect linkages between
levels to reduce the risk of project
Approach to project cycle management. objectives at different levels not
failure;
[online]. Washington, DC: World Bank. adequately explored;
[viewed 22/11/2011]. Available from: • planned activities and outputs
• activities and outputs that are
http://www-wds.worldbank.org/servlet/ that are collectively necessary and
insufficient, collectively, to achieve
main?menuPK=64187510&pagePK=6419 sufficient to achieve the high order
higher order objectives; and
3027&piPK=64187937&theSitePK=523679 9 objectives; and
&entityID=000160016_20050607122225 • a lack of systematic monitoring and
• a systematic framework for
evaluation.
monitoring and evaluation.

A logframe can help to resolve these Logframes should be seen as fluid and
shortcomings if it is applied, in a evolving rather than rigid plans. Indeed,
participatory manner, throughout the it may be necessary to go back one or
project cycle. A good understanding of two stages. This is important because
its key concepts, application, potential relief and development activities rarely
benefits and limitations is useful for follow a set-pattern; there is learning and
donor, government, agency and NGO staff change at every stage and so in practice,
 2 15

flexible planning tools should take into in multi-disciplinary, innovative the course of time. Much of the value
account experience gained by project The Logical Framework is a tool projects where there is a degree of in completing a logframe occurs from
partners and key stakeholders at each to help strengthen project design, experimentation. To be used effectively the shared understanding that emerges
stage. Their use can also encourage more implementation and evaluation. it does require a clear understanding amongst those people who were involved
effective monitoring and evaluation and This means that it is best used of subtle differences in language, so in its design.
ensures a more rigorous and accountable throughout the project cycle. The care needs to be taken in its use when It is therefore worth devoting sufficient
approach to relief and development work. Logical Framework is a simple tool language translation is a problem. time for the project team and key
In a rapidly changing environment, it that helps you:
Logframe analysis is a very useful aid to stakeholders to develop and agree the
is accepted that such a framework will • organize your thinking;
monitoring and evaluation because of project logframe through workshops and
be less than perfect and may need to • set performance indicators;
the systematic links between objectives, meetings.
change frequently to accommodate the • allocate responsibilities;
situation on the ground and the view of all indicators and assumptions. However, Logframes can also be developed for
• communicate information
stakeholders. care needs to be taken in recognising sub-projects, which then feed into larger
on the project concisely and
changes in the external environment project or programme logframes (see
unambiguously.
What is a logframe? (physical, economic, social etc.) over Figure 5).
The logframe consists of a 4 x 4 matrix
with four column headings:
The four rows relate to the levels of
• Objective or narrative summary/ activity, from high level, strategic goals
hierarchy of objectives; down to detailed lists of activities and
• Objectively verifiable indicators (OVIs)/ input. See Table 1 on pages 9-10 for an
measurable performance indicators; example.
• Means of verification/ monitoring and
coordination; and Developing a logframe
• Important assumptions and risks. Many people initially have trouble in fully
understanding how to use logframes. The
best way to learn is through practice. The
The UNHCR OMS matrix has an
basic principle is to go from the more
additional column heading for
general to the specific. That is, begin with
‘Rationale for UNHCR Involvement’, to
the summary of the objective for each
identify:
level and the key assumptions, then try to
• the overall problem; put indicators and targets on the general
statement of objectives. A logframe is
• the core problem by sectoral areas;
best developed in the early stages of a
• causes; project, together with project partners,
so that there is shared ownership of its
• related activities; and
content. While the logframe is a useful Figure 7. Once the logframe is complete and agreed, work can begin on strategies for
• existing resources. tool for communicating the key aspects implementation.
of a project to interested parties, it has
 14 3

most relevance to those involved with

developing and updating it. The process
of making a logframe, though laborious,
ensures that partners actually ‘do
planning’ and take into account important
issues that are likely to affect the success
of the project.

Figure 1. (Right) Well-designed logframes

can enable a common understanding
among the different project partners of
what the project entails with agreed and
focused objectives

Box 1. Composing an objective statement

Objective statements (e.g. Goals, implemented. They should be strong
purposes and outputs) should be action statements. A suitable indicator
phrased as if the task has been of the example objective may then be
completed, e.g. Pit latrine emptying 60% of pit latrines that need emptying
Figure 5. Project purposes form programme outputs system developed, agreed and de-sludged by the second month of
operation, which will indicate how
successfully the system has been
Uses and limitations implemented.

of the logframe The use of phrases or words such as

On completion of a project logframe, ‘in order to’, ‘through’ or ‘by’ should
review each step in its development be avoided, because there will in effect
with key stakeholders, apply the tests be two levels of objectives in the one
described above and make sure that it statement e.g. Developing sustainable
is clear and understandable to people water sources through community
who have not been involved. Once the mobilisation. If ‘developing sustainable
logframe is complete and agreed, water sources’ is a project purpose,
work can begin on strategies for then ‘community mobilisation’ is an
implementation. output or activity along with many other
Figure 6. The logframe is an aid to logical outputs and activities that are necessary
The logframe is an aid to logical thinking thinking to achieve the project purpose.
in all types of projects, but particularly
 4 13

Components of a logframe The project purpose It is also important to make a clear The project purpose is the primary
The project purpose is why the project distinction between the basic indicator reason for undertaking the project
The overall goal is being done. It describes the desired (e.g. % of water samples that meet and may be expressed in terms of
The goal is the impact that this project, outcome. Ideally, a project should have only standards), the current or baseline value behavioural or institutional change. This
if combined with others, will achieve. one purpose, so that activities and outputs and the proposed target value. These can makes OVIs difficult to set, though
Usually this is a programme or sector have a clear focus. Projects with multiple figures can be used to track trends in they become the key indicators of overall
objective. Very often, a portfolio of projects purposes and a diverse range of outputs planned and actual performance. project success.
will share a common goal. It is sometimes can be undermined by a lack of direction. It
Goal and purpose level indicators Output and activity level
called the ‘aim’ or ‘main objective’. can also be called ‘objective’ or ‘aim’.
Goal level indicators often describe indicators
programme or sector objectives to- Output indicators often feature in the
Box 2. Project purpose – development examples wards which this and other projects terms of reference for the project.
are directed. As such, they may include
The purpose-level objective often entails changes in behaviour of the project
targets beyond the ‘manageable interest’ If, for example, one of the outputs is
beneficiaries. For example, a purpose typically describes the use of project
of the project, such as child mortality rate Road maintenance management system
outputs such as handpumps used and maintained with minimal non-operating time.
reduced, which depends on other factors designed, agreed and implemented then
The project team can try to support the communities and local private sector to
as well. an appropriate indicator could be ‘95% of
maintain the handpumps as it is what the project is seeking to achieve, but it is
potholes filled, commencing April 2008’.
not necessarily within their ‘control’. Project outputs may need to be changed
during the course of the project cycle in order to reduce the risk that the original OVIs at the output and activity level are
project purpose will not be achieved. useful for monitoring implementation.
A related ‘important assumption’ may be that local government leaders will permit
funds to be spent on handpump spare parts. This may not be within the control of Means of verification (MOV)
the project team, but in order to achieve their project purpose, they could seek The means of verification (MOV)
to persuade opinion leaders that by paying for repairs, people will not spend so describe the sources of information
much time going to distant water sources, so they can use that time to generate that will demonstrate what has been
more income for the area. accomplished. Verification is sometimes
difficult and may require special funding,
A project purpose statement can also be drafted to encapsulate key concerns for example when a survey is needed in
or problems experienced previously. For example, it may have been common in order to verify that 85% of installed water
the project area that low water flows are experienced over time from standposts points are in full working order. Indicators
(inadequate), with poorer groups suffering most (inequitable) and schemes must be verifiable by some means; if
falling into disuse (non-sustainable). These concerns can be covered in a purpose
they are not, find another indicator.
statement like this: Adequate, equitable and sustainable water services provided.
By putting such words in the purpose statement, it concentrates minds on these Survey costs for verification need to be
issues and indicators can be set to measure the degree of success in achieving planned in good time with adequate
these objectives. For example, more than 90% of design flow achieved at all times budgets. Health impact is particularly
Figure 4. OVIs are useful for monitoring
could be an indicator for adequacy. difficult to assess and indicators based
implementation.
on morbidity changes should be avoided.
 12 5

Box 4. Example: Project purpose OVI Box 3. Project purpose – emergency relief examples
If the purpose is, improved water services, the OVI could be ‘90% of water points In emergency situations, where new water supplies need to be constructed in a
functioning and in use, with minimum discharges of 30 litres per person day, 3 months very short time, it may only be feasible to think in terms of ‘adequate’ supplies.
after project completion. The purpose statement for such a short-term intervention could be adequate
quantity and quality of water services used by the target population. Indicators
It would be inappropriate, however, to use a reduction in water-related disease as
could then be the agreed levels of quantity and quality set out the in the Sphere
an indicator, since this relates more closely to a goal statement.
Standards, which can be used to monitor the levels of service to users.

In agreeing purpose statements, the project benefits should be maximised, so if

refugee camps are to be maintained for many years, then sustainable services
Box 5. Example: Objective OVI should also involve local communities and local host governments. However,
For an objective such as improved water quality provided, an OVI could be: if a relief organization is only providing services for a few months it may not be
practical to aim for ‘sustainable’ services if they are going to be handed over or no
Step 1: Basic indicator: Percentage of water samples that meet standards
longer required. An agreed purpose statement may be adequate and functioning
Step 2: Add factors for Quantity, Quality and Time: Five Water quality samples are water and sanitation services that are effectively handed over to the responsible
analyzed each month, and 95% meet WHO standards. organizations at the appropriate time, with indicators and milestones to define
adequacy, functionality and handover.

Objectively verifiable objective first and work backwards

through the causal chain: from goal to
indicators (OVIs)
purpose then outputs and finally activities.
The basic principle of the OVI column is
‘if you can measure it, you can manage
Developing OVIs
it’. Indicators reveal the successful
Normally, indicators are stated in terms of
accomplishment of objectives. They are
quantity, quality and time (and sometimes
not the conditions necessary to achieve
place and cost).
a result but define in measurable terms
the performance levels required. It is The act of putting numbers and dates
advisable to use the minimum number of on indicators is called targeting. Goals,
indicators necessary to clarify what must purposes and outputs can all be given
be accomplished to satisfy the stated indicators and targets.
objective.
Begin with the basic indicator, ensure that
OVIs define not only the accomplishment it is quantifiable and then add a quality
necessary but also the level of and time dimension. (Quantity + Quality
performance necessary to reach the + Time = QQT). Indicators should also be
next objective level. It is therefore best SMART (Specific, Measurable, Achievable,
to develop OVIs for the higher order Relevant and Timebound).
 6 11

For example, if ‘water and sanitation or components are described in relation

services and hygiene behaviour to each output, in just enough detail to INPUT PROCESS OUTPUTS OUTCOME IMPACT
is improved’ (purpose) then ‘the outline a strategy and provide the basis
community’s health will be improved’ for detailed planning at a later stage.
(goal), provided the assumptions hold
true. Improvements in health and/or Activities should also include the basic
well-being are often at the goal level for actions of the project management Increase funding Improve strategic More watsan More families Reduced
water, sanitation and hygiene promotion team: the summary schedule of for water and planning facilities in have safer incidence of
periodic meetings, monitoring events sanitation priority areas access to water watsan-related
projects, but so many factors effect
and evaluations. Some project teams (watsan) Use proven and diseases
people’s health, such as the economic methodologies or Sustainable sanitation
environment, nutrition etc., which are highlight these activities by including approaches with management of
usually outside the ‘manageable interest’ statements such as project management key stakeholders watsan facilities
of a project team. system installed and operational in the
outputs.
Outputs Verifiable indicators
Outputs are what the project is to These should be targeted in terms INPUTS ACTIVITIES OUTPUT PURPOSE GOAL
accomplish. These are the deliverables of quality, quantity and time. These
and can form the key objectives of the indicators and the means of verification
project terms of reference. Outputs are must be practical and provide a cost Figure 2. Results chain linked to logframe objectives
the results for which the project team effective basis for project monitoring and
can be held directly accountable and for evaluation.
which it is given resources.

A common problem is that the

Assumptions
The assumptions made at each level of a
project outputs are not sufficiently
logframe are the necessary conditions or
comprehensive. For example, a stated
events over which the project has little or
output may be piped water systems
no control, for example, sufficient water
designed and constructed. This makes
can be extracted from the river throughout
no reference to related institutional
each dry season, or the timely release of
or management factors important for
budget allocations, or security conditions
success.
remain stable. Some assumptions relate
to activities in other projects, for example
Activities
UNHCR registration project remains on
Activities define how you will do the
schedule, or MSF clinic completed by start
project – the actions that will be
of 2002.
implemented to accomplish the outputs
and the inputs needed to resource While assumptions concern external Figure 3. Many people initially have trouble in fully understanding how to use logframes
these. Typically, three to seven actions conditions, the project may in many cases
 10 7

Table 2. The if–then relationship in the logical framework be able to influence them, for example the ‘if-then’ test. The test works upwards
the contents of new water quality policy. from activities to outputs, then to the
If this is agreed in particular cases, project purpose and goals. If all the stated
Objective Objective Means of Important then assumptions can be converted activities are carried out, assuming the
Summary Verifiable Verification Assumptions into objective statements (activities and assumptions are correct, then the outputs
Indicators outputs) e.g. draft sector water quality should be achieved. If all the outputs are
policy agreed, and thus become part of completed, assuming the assumptions are
the scope of the project. In this way, the correct, then the project purpose should
Having achieved
hi d Confirmed d Whichh are Then as long as
this Goal using this collected by these assumptions
risks of project failure can be reduced. be achieved.
(these) impact this means are true I should
indicators achieve the super
The lower the degree of risk or Assumptions add to the ‘if-then’ test. For
Goal uncertainly, the stronger the design of example, if all the activities in a logframe
Purpos the project. ‘Killer assumptions’, i.e. are satisfactorily completed and all the
e-to-Go
al those on which much depends, can have assumptions hold true then the outputs
a huge impact on projects if they fail to at the next level should be achieved.
hold true. If the project team doubt whether the
Having achieved
hi d Confirmed d Whichh are Then as long as stated outputs will be achieved, then it is
this Purpose using this collected by these assumptions
worth reviewing outputs, activities and
(these)outcome this means are true I should Verifying the logic:
indicators achieve the Goal the assumptions to see whether they are
the ‘if-then’ test necessary and sufficient.
The logframe is based on the principles
Output-
to-Purp of cause and effect; the better the causal Having reviewed a logframe using the
ose
links between items in the logframe, the ‘if-then’ test, the planning team may need
better the project design. For example, to revise some sections.
Having achieved Confirmed Which are Then as long as if we promote a range of water supply
Necessary and sufficient conditions
these Outputs using this collected by these assumptions options and develop local capacity to
(these) output this means are true I should When finalising the logframe, a useful test
select and manage their preferred
indicators achieve the Purpose is to ask the question at each objective
options, then appropriate facilities will be
level is ‘Are these objective statements
installed.
Activity all necessary and are they collectively
-to-Outp
ut The logframe requires this logic to be sufficient to achieve the objectives at the
made explicit, but the extent to which next level?’
cause and effect linkages are realistic
These A
Activities
i ii And I will
ll know
k And fi
find
d the
h Then as long as The cause and effect relationship between
are done they are done parameters these assumptions depends on the quality and experience
the activity-to-output, output-to-purpose
because I can using this are true I should of the design team. Production of a
measure using means achieve the relevant and the purpose-to-goal objectives
logframe cannot guarantee good project
these input Output describes the necessary and sufficient
and process design.
conditions for accomplishing project
indicators
The logical flow from one level of the objectives, in a well-designed project
logframe to the next can be verified using logframe.
 8 9

Table 1. Logical Framework Analysis

Project Title

Objective Summary Objective Verifiable Indicators Means of Verification Important Assumptions

Goals (programme or sector objectives) Measures of objective achievements Sources of information and methods Assumptions for sustaining objectives
used
Overall Purpose or Goal, the higher level Direct or indirect measures which verify Important events, conditions or decisions
development objective towards which the to what extent the Goal is fulfilled and Which database is available or which necessary for sustaining objectives in the
project is expected to contribute, the vision demonstrate overall impact of the project documents have been drawn up or can be long run
obtained elsewhere to prove that the Goal
has been achieved

Project Purpose Existing or expected conditions at end of Sources of information and methods Assumptions for achieving overall Goal
project (measuring Project Outcomes) used
The immediate main objective which is Important events, conditions or decisions
expected to be achieved as a result of the Direct or indirect measures to verify to Which database is available or which outside the control of the project necessary
project. Generally there should only be one what extent the Project Purpose has been documents have been drawn up or can for the Goal to be obtained
Project Purpose statement, in order for the achieved. (Quality, quantity, time and be obtained elsewhere to prove that the
project team to focus their efforts effectively possibly location and target groups) Project Purpose has been achieved

Outputs Magnitude of Outputs Sources of information and methods used Assumptions for achieving project Purpose
The results or outputs (as a whole and Direct or indirect measures which verify Which database is available or which Important events, conditions or decisions
in effective combination) that the project to what extent the Outputs have been documents have been drawn up or can outside the control of the project necessary
management should be able to guarantee to produced be obtained elsewhere to prove that the for the achievement of the Project Purpose
specified target groups in order to achieve Outputs have been achieved
the anticipated outcome (project purpose)

Activities or Inputs Resources Sources of information and methods Assumptions for achieving Outputs
used
The activities that have to be undertaken The Inputs of goals, services or budgets Important events, conditions or decisions
by the project and its partners in order to necessary to undertake the activities and Available records, vouchers etc for costs outside the control of the project necessary
produce the Outputs. Sometimes inputs are processes entailed, consumption of materials, use for the production of Outputs
added as a fifth, separate row of equipment, inputs of personnel etc.