Unit 2: Logical Framework Approach (LFA)

LFA is:
An instrument for logical analysis and structured thinking in project planning
A framework, abattery of questions which, if they are used in a uniform way,
provide a structure for the dialogue between different stakeholders in a project.
Aplanning instrument, which encompasses the different elements in a process of
change (problems, objective, stakeholders, plan for implementation etc.). The
project plan may be summarized in a LFA matrix, the logframe.
An instrument to create participation/ accountability/ ownership.

LFA is used during all the phases of a project cycle and is suitable for capacity development.
"One basic idea in the LFA method is that one should not start talking about what one
wants to do (the activities) but about the problem that needs to be solved and about what
one wants to achieve/ the objectives". - Sida (2002)
The steps in LFA
According to Sida (2003) the LFA method contain nine different steps
Step 1Context analysis- the project's environment/ background information- It is necessary
to make an initialoverall "scanning" of the project'scontext by SWOT analysis etc.
Step 2 Stakeholder analysis/ Partcipation analysis - those who should be involved when
planning and implementing theproject. Stakeholders are those who are influenced
(directly or indirectly) byan exert an influence on those things that take place in the
project-they can be both for and against a change. Stakeholder can be beneficiaries/ target
group, implementers, decision-makers and financiers.
Information may be collected from them by "LFA Workshop" or "GOPP" (Goal Oriented
Project Planning)
Step 3 Problem Analysis/ Situation Analysis - an analysis of the problem that shall be solved
by the project and the reasons for its existence.

The causes are analyzed in order to find the reasons for the focal problem and, thereby, the
solutions/the relevant activities. The effects demonstrate the arguments (the needs) for
implementing the change/ the project.
following:
The basic questions that a problem analysis should answer the
What is the main/ focal problem that shall be solved with the aid of the project?
(Why is change/ a project needed?)
 What are the causes of this problem? (Why does it exist?)
What effects does the problem have? (Why is it important tosolve the problem?)
Who is affected by the problem and who "owns" the problem tree?
A problem analysis is sometimes made by drawing a so-called problem tree during a
participatory workshop. In the problem tree, the causes are the roots of the focal problem,
which in turn, is symbolized by the trunk of the tree. The effects of the problem form the
top of the tree.

A problem tree is always "read" from the bottom up. The problems below lead to the
problems above. A problem analysis should preferably be made during aworkshop to
which different stakeholders are invited.

Step 4 Objective Analysis- the picture of the future situation

The project group should set 3 levels of objectives: 0verall objectives, Project purpose and
Results.

Relationship between the problem analysis and the objective analysis

Problem tree Objective tree
Effects Development objectives

Focal problem Project purpose7 Immediate objective

Causes Immediate results/ outputs

Activities

Hence, the objectives are explanations of what the project is going to achieve in the short,
medium and the long run.
Steps 5, 6,7 and 8 The Log Frame Matrix
Defining the hierarchy of objectives:
Logical framework approach
The logical framework approach is a framework for designing change process, monitoring
for United
progress and evaluation impact. The first logical framework was developed and has since
States Agency for International Development (USAID) by the end of 1960's
been utilized by many of the larger donor organizations.
planning, implementation
The LFA consists of aset of interlocking concepts that facilitate
a matrix, also called as Project
and evaluation of a project. The LFA centers around standardized terminology and a
Planning Matrix-PPM, which is completed by following a items viz., narrative summary,
of four
series of principles. Main matrix of LFA consists important assumptions.
objectively verifiable indicators, means of verification and
Narrative summary
It defines the project structure. The components of project are (a) development
(b) objectives,
immediate objectives, (c) outputs, (d) activities, and (e) inputs.
Development objectives It is also called as a broad objective or goal. It describes the
development benefits which the respective target groups can expect to gain from
the project or programme. It contains hints on the kind of benefits which are
Cxpected to accurate to the target groups and by what type capabilities they should
be enabled to keep up or improve their conditions in changing economic, social and
institutional environments. Therefore, it is a long term goal that a project/ programs
aims to achieve in synergy with other development interventions.
Immediate objectives Also called as direct objectives or project purpose. The purpose
of programmeor aproject describes the changes in behavior, structures or capacity
of the target groups which directly result from the utilization of the deliverable
outputs or results of the programme or project is expected to yield. Thus, it is the
specific change in behavior or condition, to be achieved at the end of project /
programme.
Outputs Also called as results, which deseribes the goods and services, the direct
deliverables which are contributed from the side of a project or programme. The
outputs or results must express the nature, scope and intensity of support or the
solution being sought. Thus, it is tangible result of project's activities which provide
the opportunity for change or progrèss.
Activities Measures or tasks carried out by the project / programme in order to
achieve and obtain the outputs/results. Therefore, it is specific substantive tasks
performed by the project staff or asso ciates.
Inputs Also called as resources, which are identified as necessary means for
performing actívities. Allproject resources provided by the participating parties.
Objectively verifiable indicators: For each cell of the narrative summary, objectively
verifiable indicators need to be developed. They should be SMART. It means that the
indicators should be simple, measurable, attainable, relevant and timely.
SpecifiC: Key indicators need to be specific and to relate to the conditions the
activities see to change.
Measurable: An indicator must be able to be measured in either quantitative or
qualitative terms. Quantifiable indicators are preferred because they are precise,
can be aggregated and allow further statistical analysis of the data. However,
development process indicators may be difficult to quantify and qualitative
indicators should be used.
Attainable: The indicator must be attainable at reasonable cost using an
appropriate collection method. It should be feasible in terms of finances, equipment,
skills and time.
 Relevant: Indicators should be relevant to the management information needs of
the people who will use the data. Also, an indicator should reflect what we are trying
to measure in an accurate way as well as, capable of picking up changes over the
time period.
Timely: An indicator should be able to provide information in a timely manner.
Means of verification: Once the indicators have been developed, the source of
information, method of data collection, method of data analysis, periodicity of data
collection and resources needed to be established for each indicator.
Assumptions: For each item of the narrative description, assumptions have to be specified.
The purpose of specifying assumptions is to a) assess the potential risks to the project
concept right from initial stages of project planning, (b) to support monitoring of risks
during the implementation of the project, and (c) to provide firm basis for necessary
adjustments within the project whenever it should be required. Therefore, these mainly
external factors /conditions bearing on implementation of a project over whichareprojects
managers have no direct control. To identify assumptiðn_, one has to go through the
hierarchy of project elements from bottom to top, asking the question; what else,
to our knowledge and experience, needs to be in pláce (factors'outside the projectsaccording
before we reach the next level? control)
LFA /Project Planning Matrix
Narrative Objectively verifiableMeans of Important assumptions
summary indicators verification
Development What are the quantitative Sources of What external factors are necessary for
objectives ways of measuring information sustaining objectives in the long run?
qualitative ways of judging, Methods of
whether these broad data collection
objectives are being achievèd Methods of
Immediate What are the quantitative data analysis (immediate objectives to broad objective)
objectives measures or qualitative Periodicity of What condition external to the project are
evidence by which data collection necessary if achievements of the projects
achievement and distribution Resources purpose is to contribute to reaching the
of impacts and benefits can be needed project goal or broad objective.
judged?
Outputs What kind of quantity of (outputs immediate objectives) What are the
outputs and by when will they factors not within the control of the project
be produced? which, if not present, are liable to restrict
(quantity, quality, time) progress from outputs to achievements of
project immediate objectives
Activities What kind of specific tasks (Activities to outputs)
performed by the project What external factors must be realized to
staff? obtain planned outputs on schedule?
What kind of decisions or actions outside the
control of the project is necessary for
inception of the project?
Inputs What types and levels of Main external factors / conditions bearing on
resources provided by the the implementation of a project over which
participating parties project managers have no direct control
Implementation
The operational phase of aproject commences when
to achieve the implementing activities begin in order
expected outputs / results. In most cases, this may be one or
the project concept had been established at the end of the design phase two yearsInalter
(PPM). the
meantime, log frame conditions may have changed, so thata verification of the PPM must
take place during the operational planning.
Implementation should have plan of operational and it should be established by the
project team and will be documented as (a) work plans / work schedules, (b) project
budget/ resource plans, (c) personnel plans, (d) material and equipment plan /
procurement plan/staff training plans.
Why have the different steps in the LFA analysis?
Relevance: With the assistance of steps 1-4 (context, problem analysis, stakeholder
analysis, objective analysis), we can make sure that we are doing the right thing, by
involving the relevant stakeholders, dealing with the right problems and
establishing the correct objectives, which enables us to select the right activities at a
later stage. These steps ensure that the projectidea is relevant in a problem-solving
perspective.
Feasibility: With the assistance of steps 5-7 (activity plan, resource planning,
indicators of objective fulfillment),we can seethatwe are doing things in the right
way, that the programme is feasible, with the right activities and with sufficient
resources (personnel, equipment, budget, time) to solve the problem.
Sustainability: With the aid of steps 8-9 (analysis of risks and assumptions), we can
assess whether the project cancontinue by itself, without external support, andthat
the project purpose is sustainable in the long-term.

The Log Frame Monitoring And Bvaluation

Log frameType of Monitoring & Evaluation Level ofInformation
Hierarchy activity
Goal Ex-post evaluation
Purpose Evaluation at completion and ongoing| Outcomes/ Impact
review Outcomes/ effectiveness
Outputs Monitoring and Review Sustainability
Output
Activities Monitoring Input/ Outputs
Inputs

This needs to be applied and interpreted in a suitably flexible manner.

 matrix)
Relationship between evaluation criteria and LFA terminology (See LFA

Overall objectives Sustainability

Project purpose Relevance/ Impact

Results Effectiveness

Activities Efficiency
Resources/ Means

Provide that it is used correctly and wisely and is adapted in the prevailing situation, the
LFA method will:
Make adialogue possible between all parties involved (beheficiaries, implementers,
decision makers and financiers)
Offer a toolfor the identification of prob<ems and correct solutions to problems.
Contribute toclarify and concretizing the project's objectives and specifying correct
activitiesthat are necessary to realize the objectives.
Facilitate the production of follow-up reports and evaluations.
Create a joint approach to theproject, Teducing complexity.
Insure that the ownership of thÁ project ends up with the partner in co-operation.
Make the implementation of the project more efficient, reduce the amount of time
required and make the project/ programme sustainable.
Improve the conditions for relevance, feasibility and sustainability of projects and
design.
"How the LFA method works depends very much on its users. LFA is no better and no
worse than its users." (Norad)

Advantages
analysed, in
1. It ensures that fundamental questions are asked and weaknesses are
information.
order to provide decision makers with better and more relevant
inter-related key elements which
2. It guides systematic and logical analysis of the
constitute awell-designed project.
project elements and
3. It improves planning by highlighting linkages between
external factors.
 4. It provides a
better basis for systematic monitoring and analysis of the effects of
projects.
5. It facilitates common understanding and better
makers, managers and other parties involved in thecommunication between decisi0n
6. Management and administration benefit from project. standardized procedures Tor
collecting and assessing information.
I. The use of LFA and systematic monitoring ensures
continuity of approach when
originalproject staffs are replaced.
Þ. As more institutions adopt the LFA concept it may facilitate communication
between Govt. and donor agencies.
9. Widespread use of the LFA format makes it easier toundertake both sectoral studies
and comparative studiesin general."
10.FA highlights key management activities.
11. LFA makes it easier to identify unrealistic objectives` and weaknesses in project
design.
12. LFA guides the planning process by providing a structure and ensuring that the
manager thinks through the fundamental aspects of aproject design.
13. Useful guide to monitoring and evaluation.

Limitations of LFA
Rigidity in project administrtion may ¡rise when objectives and external factors
specified at the outset are over-emphasized. This can be avoided by regular project
reviews where the key elements can be re-evaluated and adjusted.
Being used too rigidly, leading people into a 'blueprint' approach- stifling creativity,
innovative thinking and adaptive management.
LFA is a general analytËc tool. It is policy-neutral on such questions as income
distribution, employment opportunities,access to resources, local participation, cost
environment.
and feasibility ofstrátegiesand technology, or effectson the
LFA is therefore only one of several tools to be used during project preparation,
implementation and evaluation, and it does not replace target group analysis, cost
benefit analysis,time planning, impact analysis, etc.
The full benefits of utilizing LFA can be achieved only through systematic training of
all parties involved and methodological follow up.
Limited attention to problems of uncertainty.
and objective table.
Atendency for poorly thought through set of activities
pervades the rest of the LFA
Begins by identifying problems- initial negative focus situations
cultures is not suitable for
process. At times creates problems in some
exploratory style.
which have great uncertainty. Also does not allow for an
and vision.
Focusing too much of problems rather than opportunities
 a mere requirement
LFA'sat times developed after the project has been designed as
of funding agencies.
Do not readily enable monitoring unintended consequences.
measure complex, social changes
Expectations to quantify the unquantifiable and
and movements.

" Too project centered.