DPm 102:PROJECT PHASES AND PROCESSES MARKING SCHEME

QUESTION 1

a) 1. Project Initiation/Feasibility Study:

A feasibility study explores system requirements to
determine project feasibility. There are several fields of
feasibility study including economic feasibility, operational
feasibility, and technical feasibility. The goal is to determine
whether the system can be implemented or not. The process of
feasibility study takes as input the required details as specified
by the user and other domain-specific details. The output of this
process simply tells whether the project should be undertaken or
not and if yes, what would the constraints be. Additionally, all the
risks and their potential effects on the projects are also
evaluated before a decision to start the project is taken.
This phase of Project Management involves defining the project,
identifying the stakeholders, and establishing the project’s goals
and objectives.
2. Project Planning:
In this phase of Project Management, the project manager
defines the scope of the project, develops a detailed project
plan, and identifies the resources required to complete the
project. A detailed plan stating a stepwise strategy to achieve
the listed objectives is an integral part of any project. Planning
consists of the following activities:
 Set objectives or goals
 Develop strategies
 Develop project policies
 Determine courses of action
 Making planning decisions
 Set procedures and rules for the project
 Develop a software project plan
 Prepare budget
 Conduct risk management
 Document software project plans
This step also involves the construction of a work breakdown
structure(WBS). It also includes size, effort, schedule, and cost
estimation using various techniques.
3. Project Execution:
The Project Execution phase of the Project Management process
involves the actual implementation of the project, including the
allocation of resources, the execution of tasks, and the
monitoring and control of project progress. A project is executed
by choosing an appropriate software development lifecycle
model (SDLC). It includes several steps including requirements
analysis, design, coding, testing and implementation, testing,
delivery, and maintenance. Many factors need to be considered
while doing so including the size of the system, the nature of the
project, time and budget constraints, domain requirements, etc.
An inappropriate SDLC can lead to the failure of the project.
4. Project Monitoring and Controlling:
This phase of Project Management involves tracking the project’s
progress, comparing actual results to the project plan, and
making changes to the project as necessary. In the project
management process, in that third and fourth phases are not
sequential in nature. These phase will run regularly with the
project execution phase. These phase will ensure that project
deliverable are need to meet.
During the monitoring phase of the project management phases.
The manager will respond to the proper tracking the cost and
effort during the process. This tracking will not ensure that
budget is also important for the future projects.
5. Project Closing:
There can be many reasons for the termination of a project.
Though expecting a project to terminate after successful
completion is conventional, at times, a project may also
terminate without completion. Projects have to be closed down
when the requirements are not fulfilled according to given time
and cost constraints. This phase of Project Management involves
completing the project, documenting the results, and closing out
any open issues.
Some reasons for failure include:
 Fast-changing technology
 The project running out of time
 Organizational politics
 Too much change in customer requirements
 Project exceeding budget or funds
b)Inputs in Project Initiation
 usiness case: A justification for the project
 Benefits measurement plan: A plan for measuring the project's benefits
 Enterprise environmental factors (EEFs): Factors that affect the project's
environment
 Organizational process assets (OPAs): Assets that the organization has
available for the project
 Existing agreements: Agreements that already exist for the project
 Project charters: Charters from previous projects
 Project change controls: Controls for changes to the project
  Lessons learned: Lessons learned from previous projects
 Business case: A justification for the project
 Benefits measurement plan: A plan for measuring the project's benefits
 Enterprise environmental factors (EEFs): Factors that affect the project's
environment
 Organizational process assets (OPAs): Assets that the organization has
available for the project
 Existing agreements: Agreements that already exist for the project
 Project charters: Charters from previous projects
 Project change controls: Controls for changes to the project
 Lessons learned: Lessons learned from previous projects


b) Importances of project phases and processes

 Project phases provide a roadmap for the project, with clearly defined activities and
responsibilities for each phase.

 Communication

 Project phases help ensure that everyone involved in the project is informed and
working together.

 Progress tracking

 Project phases allow for progress to be tracked across the project, so issues can be
identified and addressed early.

 Resource allocation

 Project phases help ensure that resources are allocated appropriately.

 Risk management

 Project phases help ensure that potential risks are identified and addressed early.

 Some important project phases

 Project initiation

 This phase defines the project's purpose, objectives, and feasibility. It also involves
appointing a project manager and assembling a project team.

 Project planning

 This phase involves creating a plan for the project, including a budget, schedule, and
resource plan.

 Project execution
  This phase involves putting the plan into action, managing resources, and monitoring
progress.

 Project closure

 This phase involves evaluating the project's achievements, documenting lessons

learned, and handing over the final deliverable

c) Reasons leading to project closure

Ineffective communication: Poor communication can lead to
misunderstandings, errors, and conflicts.
 Ineffective planning: Inadequate resource forecasting can lead to competing
priorities and affect project delivery.
 Inadequate risk management: If risks aren't managed effectively, they can
appear later in the project and cause major issues.
 Low profitability: If a project isn't profitable or the market potential is low, it
may be closed.
 Technical issues: If technical issues can't be resolved, the project may be
closed.
 Change in market needs: If market needs change, the project may be
closed.
 Severe delays: If the project is severely delayed, it may be closed.
 Competing projects: If competing projects become a higher priority, the
project may be closed.

e)Types of stakeholders

 Direct stakeholders: People or groups who are directly impacted

by the project

 Indirect stakeholders: People or groups who may be affected by

the project but not directly involved

 Positive stakeholders: People who would benefit from the

project's success
 Negative stakeholders: People who perceive potential adverse
effects from the projectImportances of project phases and
processes
 Investors
 Employees
 Customers
 Suppliers
 Communities
 Governments
  trade associations.
SECTION B

Question 2

Organizational Culture in Porject Management:

 Project processes: Organizational culture influences how processes are
designed and managed
 Leadership: Organizational culture affects how leadership roles are defined
and who is in charge
 Communication: Organizational culture affects how people communicate
with each other
 Risk tolerance: Organizational culture affects how people approach risk
 Project request management: Organizational culture affects how project
requests are handled
 Production: How to produce goods and services
 Clan (or collaborative) culture. ...
 Hierarchy (or control) culture. ...
 Adhocracy (or creative) culture. ...
 Market (or compete) culture. ...
 Strong leadership culture. ...
 Customer-first culture. ...
 Role-based culture. ...
 Task-based culture.
 Purpose based culture

b)Organizational structure found in an organization

 Hierarchical org structure. ...

 Functional org structure. ...

 Horizontal or flat org structure. ...

 Divisional org structure. ...

 Matrix org structure. ...

 Team-based org structure. ...

 Network org structure. ...

  Process-based structure.
 Sourcing
 Line structure
 Circular
c) Importances of project monitoring
 Decision making
 Involve stakeholders
 Assessing performance
 Progress tracking
 Quality
 Quality Assurance
 Cost control
 Encourage effective communication
 Encouraging accountability
 Increases project visibility and transparency
 Maximize resources
 Project Management for development
 Risk management
 Transparency
 Adapting and adjusting
 Aligning with business goals
 Change control
 Collecting data
 Define clear objectives
 Effectively track kpis
 Efficient resource management
 Hitting deadlines
 Identifying problems
 Implement corrective actions

Questions 3 Types of project appraisal

 Internal rate of return

 Net present value
 Payback method
 Cost-benefit analysis
 Economic appraisal
 Financial analysis
 Legal appraisal
 Technical feasibility
 Commercial and marketing appraisal
 Economic analysis
 Management Appraisal
 Management competence
 Technical appraisal
 Discounted cash flow
 Environment appraisal
 Financial appraisal
 Profitability analysis
 Profitability index
 Accounting Rate of Return
 Evaluating project costs
 Project appraisal
 Market
 Economic
 Financial
 Technical
 Management
 Environmental specialist: An environmental specialist assesses the potential
environmental impact of the project, including its impact on air, water, and
land.
 Social specialist: A social specialist assesses the potential social impact of the
project, including its impact on the community, culture, and social norms.
 Legal specialist: A legal specialist assesses the legal aspects of the project,
including compliance with laws and regulations, contractual agreements, and
liability issues.
 Risk analyst: A risk analyst assesses the potential risks associated with the
project, including market risks, operational risks, financial risks, and other
types of risks
 Commercial and marketing appraisal
 Financial/economic appraisal
 Organizational or management appraisal
 Cost-benefit analysis
 Economic appraisal
 Cost-effectiveness analysis
 Scoring and weighting.

b) Types of project plans found in project planning phase
  Project scope
 Communication
 Scheduling
 Budget
 Quality planning
 Risk planning
 Change management plan
 Project objectives
 Resources
 Determine risks and constraints
 Goals
 Initiation
 Kanban boards
 Key deliverables
 Monitoring and controlling phase
 Project charter
 Project management
 Risk matrix
 Scope statement
 Stakeholder management
 Timelines
c) Importances of carrying out feasibility study
 Identify risks
 A feasibility study can help you identify potential risks and challenges. This
can help you avoid risky investments and make informed decisions.
 Save time and money
 A feasibility study can help you estimate costs and revenue, which can help
you save time and money.
 Plan for challenges
 A feasibility study can help you identify potential challenges and plan how to
address them.
 Discover new opportunities
 A feasibility study can help you identify new opportunities and markets that
you might not have considered before.
 Convince investors
 A feasibility study can help convince investors and lenders that your project is
a good investment.
 Determine growth strategy
 A feasibility study can help you determine how your business will grow,
including what obstacles you might face and who your competitors are
 1. Help in Spotting and Preventing Risks in A Project.

Doing a feasibility study before the initiation of a project help project managers to assess
potential risks that may arise. With these predicted risks at hand, it is easier to find ways
of approaching or stopping them before they become a bigger problem.

1. Help Identify Internal & External Constraints of a Project.

There are a lot of difficulties involved during the consideration of the possibility of project
success. Some of these difficulties are; shortage of resources, low-level technology,
under/over budgeting, illegal schemes, and lack of marketing strategies.

A feasibility analysis can help identifies such problems in advance. If the constraints of a
project are explicit, it is not reasonable to implement an unprofitable plan.

1. enhances the Focus of the Project Team Members.

Conducting a viability study gives the team members a clear picture of the suggested
plan. When the team members are confident that a project is doable and the objectives
are clear, they get motivated and work hard to attain the project goals.

1. Improves the Decision Making Process in a Project.

Studying the feasibility of projects provides project managers and the relevant
stakeholders with more information thus facilitating informed decisions. With a good
analytical study, making decisions on matters like; shortage of resources, technological
support, finance sources, or inadequate time won’t be a problem.

These different types of feasibilities help PMs understand what they need to increase the
likelihood of project success. After carefully analyzing these feasibilities, it becomes
easier to decide on what’s best because you have evidence.

1. Tells When to Proceed or Not with a Project.

Skipping project preliminaries like a feasibility study is very dangerous. Studying the
feasibility of a project determines if a plan is within reach or not since it will give you all
the odds of performing the project. No sane entrepreneur or company will throw their
resources in an undoable project.

Some projects are feasible, but their timing is not appropriate. In such cases, the project
manager and business executives might decide to hold the idea until the right time
comes.

1. It Exposes a Plan to New Opportunities and Ideas.

You’ll almost certainly come up with new ideas and opportunities during the feasibility
examination process.

Some of the opportunities are the identification of better marketing strategies,

technicality possibilities, and ways of finishing the project in time.

1. Increases the Chances of Success.

Through a feasibility study, you can predict all the variables that may befall a project.
Getting to know these factors before performing the project will help you strategize how
to counter them. For PMs, studying the feasibility of your project increases the chances of
leading it to completion.

1. Addresses Potential Complications.

Analyzing the feasibility of projects points out all the possible problems that may affect
the success of the proposed plan. After speculating these risk factors, the PM finds a way
to tackle them before starting the project.

Question 4
a) Key advanatges of budget in a project

 Resource management: A budget helps ensure that resources are

allocated appropriately to projects.
 Cost control: A budget helps ensure that costs are kept within budget.
 Risk mitigation: A budget can help identify potential risks and mitigate
them.
 Financial accountability: A budget can help ensure that the project is
financially accountable.
 Communication: A budget can help improve communication with
stakeholders.
 Decision-making: A budget can help guide decision-making.
 Planning: A budget can help plan for the future.
 Performance monitoring: A budget can help monitor the project's
performance.
 Problem identification: A budget can help identify potential problems
before they occur.
 manage your money effectively
 allocate appropriate resources to projects
 monitor performance
 meet your objectives
 improve decision-making
 identify problems before they occur - such as the need to raise finance
or cashflow difficulties
 plan for the future
 increase staff motivation
 Disadvantages of budgeting
 .
b) imporatnt classification of a budget in a project

 Capital
 Revenue
 Sales
 Production
 Materials
 Purchase budget
 Cash
 short term
 Long term
 Operating budget: It highlights the day-to-day expenses and revenue of
the organization and typically includes salaries, utilities, marketing
expenses, and salary projections
 Capital budget: It helps organizations assess their financial feasibility for
capital projects by recording their long-term investments in equipment,
machinery and infrastructure.
 Cash budget: It helps track the organization’s incoming and outgoing
cash flows and predict cash surpluses to meet financial obligations.
 Master budget: It includes all the individual budgets of different
departments or divisions and is the organization’s overall financial plan.
 Flexible budget: It is a budget that incorporates minor adjustments
based on the changing environment, like variations in sales and
production levels
 Zero-based budget: Every expenditure is justified by analyzing it from
scratch. This approach helps in optimizing resource allocation by
reducing unnecessary costs.
 Sales budget: It predicts the expected sales volumes and revenue for
the period and is the basis for planning production and setting sales
revenue targets
 Expense budget: The planned expenses for various departments, like
marketing, sales, research and development, and office.
 Project budget: It is the budget of a specific project and includes
expenses, project profitability and strategies for cost-cutting.
 Departmental budget: The budget allocated to each department helps
the managers plan their expenses to achieve the organizational and
departmental objectives efficiently.
c)Scheduling tools and techniques in Project Management
 Critical path method
 Simulation

 Program Evaluation and Review Technique

 Resource leveling

 Calendar

 Duration compression

 Estimate durations

 Define activities

 Kanban

 Additional Resources

 Agile scheduling

 Crashing

 Critical chain method

 Milestones

 Monitor and control

 PERT

 Develop schedule
d) challenges faced by project for failure to do project planning
 Unrealistic deadlines
 These can be caused by overconfidence, external pressure, or a lack of understanding of
the project's complexities.
 Inadequate risk management
 Without risk management, unexpected risks can arise and cause major scope creep.
 Poor communication
 Poor communication can lead to tasks not being completed to standard, which can cause
delays.
 Lack of accountability
 If team members aren't accountable, it can be difficult to finish the project successfully.
 Inadequate stakeholder management
 Poor stakeholder management can lead to project failures, such as defining stakeholders
too narrowly or hiding self-interest.
 Budget limitations
 If the project scope isn't planned with the budget in mind, cost overruns can threaten the
project's success.
 Poorly defined goals
 If the project's goals aren't well defined, it can be difficult to achieve the objectives.
 Scope creep. Scope creep is a natural and expected phenomenon for any project. ...
 Lack of communication. ...
 Lack of clear goals and success criteria. ...
 Budgeting issues. ...
 Inadequate skills of team members. ...
 Inadequate risk management. ...
 Lack of accountability. ...
 The limited engagement of stakeholders.

Questions 5 relationshp and interaction of project phases and

processes

The inter dependency between process groups requires the

controlling process group to interact with every other process group
as highlighted in blue in the figure below. Process groups are seldom
discrete or one-time in their application.

The process groups are normally repeated within each project phase
to drive the project to completion. All or some of the processes
within the process groups may be required for a project phase. Not
all interactions shown in figure below will apply to all project phases
or projects. In practice, the processes within the process groups are
often concurrent, overlapping and interacting in ways that are not
shown.
The interactions among the process groups inside the boundaries of
the project, including the representative inputs and outputs of
processes within the process groups. With the exception of the
controlling process group, linkages between the various process
groups are through individual processes within each process group.
While linkage is shown (red dotted lines) between the controlling
process group and other process groups, the controlling process
group may be considered self-standing because its processes are
used to control not only the overall project, but also the individual
process groups.

a) Launching a new information system

Project phase

The project phase is the planning and execution of the project to

create a new or revised process

Process

The process is the new or revised process that is launched at the

end of the project

Developing a call center ticketing system

Project phase

The project phase is the activities required to produce the ticketing

system

Process

The process is the activities required to produce the ticketing

system, which may be interrelated with other activities in other
projects

Designing a website

Project phase: The project phase is the activities required to design

a website

Process: The process is the activities required to design the website,

which may include activities like purchasing a domain, hiring a web
designer, and creating content
 Project phase relationships

Sequential relationship: A phase starts only after the previous phase

is completed

Overlapping relationship: A phase starts before the previous phase

is completed

b)consequences of poor communication in project execution

 Delays
Poor communication can lead to delays in the flow of information, which
can cause unnecessary delays.
 Scope creep
Poor communication can lead to unauthorized changes to the project's
scope without proper documentation or approval.
 Lack of accountability
Poor communication can lead to a lack of accountability, which can
result in missed deadlines and incomplete deliverables.
 Stakeholder dissatisfaction
Poor communication can lead to stakeholder dissatisfaction, which can
result in financial penalties or lost future business opportunities.
 Decreased morale
Poor communication can lead to frustration, demotivation, and
disengagement among stakeholders, which can negatively impact
morale.
 Increased costs
Poor communication can lead to increased costs, such as recruitment
and training costs, and penalties for not adhering to regulations.
 Legal implications
Poor communication can lead to legal repercussions, such as breaches
of contract or penalties for not adhering to regulations.
 Escalation of minor issues
Poor communication can lead to misunderstandings or
misinterpretations of information, which can cause small issues to
escalate into major conflicts.
Misaligned Goals and Objectives
The cornerstone of any successful project is aligning goals and objectives among all team
members. However, poor communication can lead to a fundamental disconnect in
understanding these goals, causing a divergence in team efforts and diluting the project’s
focus. This misalignment stalls progress and steers the project away from its intended
outcomes.

Lack of Shared Vision: When communication is ineffective, team members might develop
varying interpretations of the project’s purpose and end goals.
Inconsistent Directions: Different team members or departments might receive conflicting
instructions, leading to disjointed efforts and inefficient use of resources.
Strategic Missteps: Without a unified understanding of objectives, strategic decisions may
not align with the project’s true aims, resulting in wasted efforts and potential project
failure.
2. Decreased Team Morale
Ineffective communication often leads to misunderstandings and feelings of being
undervalued or ignored within a team. This environment breeds frustration and
dissatisfaction, which can significantly decrease morale. Lower morale affects individual
performance and can infect the team dynamic, leading to a less productive and less engaged
workforce.

Reduced Engagement: Team members who feel their voices are unheard or their concerns
are unaddressed are less likely to engage actively in the project.
Increased Stress and Burnout: Constant communication barriers can lead to heightened
stress levels and potential burnout, further diminishing team morale.
Loss of Trust: Poor communication can erode the trust between team members and their
leaders, creating an environment of doubt and skepticism.
3. Inefficient Resource Utilization
One of the hallmarks of successful project management is the optimal utilization of
available resources. However, poor communication can lead to resource allocation and
availability misunderstandings, resulting in resource scarcity or surplus in various project
phases.

Misallocation of Resources: Without clear communication, resources may be allocated

based on incorrect or outdated information.
Wasted Resources: Lack of coordination can lead to redundant work or the use of more
resources than necessary, increasing project costs.
Delayed Decision-Making: Unclear communication about resource status can delay critical
decisions, impacting the project timeline.
4. Increased Risk of Errors
Miscommunication or lack of communication in project management is a fertile ground for
mistakes and oversights. These errors range from minor inconveniences to significant
blunders jeopardizing the entire project.

Faulty Execution: Misunderstood instructions or objectives can lead to incorrect

implementation of project tasks.
Data Misinterpretation: Poor communication can result in the misinterpretation of critical
data, leading to flawed project analysis and conclusions.
Compounded Mistakes: Small errors can escalate into more significant issues if not
promptly identified and addressed, often due to communication breakdowns.
5. Delayed Project Timelines
Effective communication is essential for maintaining project momentum and meeting
deadlines. Poor communication often delays as teams spend additional time clarifying
objectives, rectifying misunderstandings, and realigning their efforts.
Repetitive Clarifications: Time is often wasted in seeking clarifications for poorly
communicated tasks or objectives.
Correcting Missteps: Time must be allocated to correct the errors that arise from
communication failures, further delaying progress.
Inefficient Workflow: A lack of clear communication can lead to inefficient workflow
processes, causing tasks to take longer than necessary.
6. Reduced Quality of Work
The quality of the final deliverables in a project heavily depends on clear, consistent
communication. Poor communication can lead to misinterpretations of project
requirements, resulting in work that fails to meet the expected standards.

Incomplete Understanding: When project details are not communicated effectively, team
members may not fully grasp what is required, leading to substandard work.
Lack of Feedback and Correction: Without proper communication channels, there is a
missed opportunity for feedback and correction, which is vital for quality assurance.
Inconsistent Standards: Varying understanding of project standards and expectations among
team members can lead to inconsistent quality in different project parts.
7. Client Dissatisfaction
In project management, client satisfaction hinges on continuous and clear communication.
Poor communication can result in misunderstandings, unmet expectations, and client
dissatisfaction.

Unmet Expectations: Clients may have expectations not adequately communicated to the
team, leading to deliverables that do not meet client needs.
Inadequate Updates: Failure to regularly update clients on project progress can lead to
mistrust and dissatisfaction.
Misaligned Perceptions: A lack of clear communication can cause a disparity between what
the client expects and what the team believes the client expects.
8. Conflict and Misunderstandings
Effective communication is key to avoiding conflicts within a project team. Poor
communication often leads to misunderstandings and disagreements, which can escalate
into conflicts, adversely affecting the project dynamics.

Interpersonal Issues: Miscommunications can lead to personal conflicts among team

members, impacting collaboration.
Escalation of Minor Issues: Small issues can quickly escalate into major conflicts due to
misunderstandings or misinterpretations of information.
Diversion from Project Goals: Conflicts can distract the team from the project’s objectives,
wasting time and resources.
9. Difficulty in Change Management
Project management often requires adapting to changes quickly. Poor communication can
significantly hinder this adaptability, making it difficult to manage and implement changes
effectively.

Resistance to Change: Inadequate communication about the reasons for changes can lead to
resistance among team members.
Mismanaged Implementation: Changes may be implemented inconsistently or incorrectly
without clear directives.
Delayed Response to Changes: Poor communication can lead to delays in recognizing the
need for changes or in conveying these changes to the team.
10. Hindered Learning and Growth
For a project team to evolve and improve, learning from experiences and feedback is
crucial. Poor communication can stifle these opportunities, hindering both individual and
collective growth.

Limited Knowledge Sharing: Ineffective communication restricts sharing insights and

lessons learned among team members.
Missed Feedback Opportunities: Without open lines of communication, valuable feedback
is often not given or received, limiting the potential for improvement.
Stagnant Skill Development: A lack of communication can prevent team members from
gaining new perspectives and developing their skills, essential for personal and professional
growth.
c) key elements of project monitoring and control in project management
 Planning
 Creating a baseline for the project, including schedules, work-
breakdown structures, and cost estimates
 Budgeting
 Estimating the cost of the project and each activity, and ensuring the
project stays within budget
 Risk management
 Identifying potential hazards, analyzing them, and developing strategies
to deal with them
 Scope management
 Defining and controlling what is included in the project, and ensuring it
stays within its allocated resources and timeline
 Quality management
 Ensuring the project is reliable and has a good image
 Stakeholder management
 Identifying, engaging, communicating with, and managing stakeholders
throughout the project
 Time management
 Monitoring the project's progress against the plan, and identifying early
warning signs of issues
 Project monitoring and control help ensure that a project is on track and
meets its deadlines
 Delays
 Poor communication can lead to delays in the flow of information, which
can cause unnecessary delays.
 Scope creep
 Poor communication can lead to unauthorized changes to the project's
scope without proper documentation or approval.
 Lack of accountability
 Poor communication can lead to a lack of accountability, which can
result in missed deadlines and incomplete deliverables.
 Stakeholder dissatisfaction
 Poor communication can lead to stakeholder dissatisfaction, which can
result in financial penalties or lost future business opportunities.
 Decreased morale
 Poor communication can lead to frustration, demotivation, and
disengagement among stakeholders, which can negatively impact
morale.
d) log frame objectives in project monitoring
 Plan: Ensure objectives are clear and measurable
 Implement: Structure the main elements of a project and highlight their
logical connections
 Monitor: Collect, analyze, and use information about the project's
progress
 Evaluate: Compare objectives with accomplishments and how they were
achieved
 Clear objectives: Log frames help ensure that objectives are clear
and measurable.
 Identify risks: Log frames help identify potential risks to achieving
objectives.
 Establish monitoring and evaluation: Log frames help establish
how to monitor and evaluate outputs and outcomes.
 Improve communication: Log frames help promote common
understanding and improve communication among project
stakeholders.
 Support accountability: Log frames can support the accountability
and transparency of a project.
 Systematically analyze problems: Log frames help make risks and
assumptions explicit, which can help with systematically analyzing
problems.
 Organize program: Log frames help organize a program
systematically.
 Clear objectives: Log frames help ensure that objectives are clear
and measurable.
 Identify risks: Log frames help identify potential risks to achieving
objectives.
 Establish monitoring and evaluation: Log frames help establish how
to monitor and evaluate outputs and outcomes.
 Improve communication: Log frames help promote common
understanding and improve communication among project
stakeholders.
 Support accountability: Log frames can support the accountability
and transparency of a project.
 Systematically analyze problems: Log frames help make risks and
assumptions explicit, which can help with systematically analyzing
problems.
 Organize program: Log frames help organize a program
systematically.
