TOPIC 3: LOGICAL FRAMEWORK

What is Log frame?

The Logical Framework is one of
the principal tools used by the
international development
community to help design projects
to achieve measurable results
 CONT
It was pioneered for USAID in the 1970s
and has since been widely adopted by
multilateral and bilateral agencies, NGOs,
and governments .
The Logframe is a vehicle for organizing a
large amount of information in a coherent
and concise manner, assisting with the
formulation, implementation, and
monitoring and evaluation of projects.
 CONT
The Logframe combines various components
of a project such as overall objective or goal
or impact, purpose or outcome, results or
outputs, activities, indicators, means of
verification, and important assumptions.
Logframe helps in connecting all these
components in one framework, and presents
the strong relationship among them.
 CONT
Elements of Logframe: Understanding the
Terminologies.
 The Overall Objective should explain why
the project is important to society in terms
of the long term benefits to beneficiaries
and of the wider benefits to other groups.
It should show how the project fits into
sectorial or national goal or plan or policy,
macro-level context, to which the activities
are designed to contribute
 CONT
The Overall Objective will not be achieved
by the project alone, but will require the
impacts of other projects as well.
Examples of project’s overall objective are
increased income, improved nutritional
status, reduced crime…
 CONT
The Purpose should address the main
problem, and be defined in terms of the
benefits to be received by the project
beneficiaries or target group as a result of
utilizing the services provided by the project.
Examples of project purpose include
increased agricultural production, higher
immunization coverage, cleaner water, or
improved legal services.
 CONT
The results should address the main
causes of the problems the target group
faces, and provide the conditions
necessary to achieve the project
purpose.
To ensure relevance of results, the
problem analysis should therefore have
identified a beneficiary demand for
project services.
 CONT
Examples of project results are
irrigation systems or water supplies
constructed, children immunized,
buildings or other infrastructure built,
policy guidelines produced, and staff
effectively trained.
 CONT
The Activities are the specific tasks to be undertaken
in order to achieve the results.
For example, for a community to have a new water
supply, the activities may include: forming and
establishing a water-user committee, writing water
supply maintenance procedures, site preparation,
collection of local materials, tank construction and
pipe laying, digging soak pits, and so on
 CONT

However, the Logframe should not

include too much detail on activities,
otherwise it will become too lengthy .
If detailed specification is required,
this should be presented separately in a
work plan but not all in the Logframe
 CONT
The Objectively Verifiable Indicators (OVI)
or Indicators are measure of progress or lack
of progress used to assess progress towards
meeting stated results or objectives.
An indicator should provide, where possible,
a clearly defined unit of measurement and a
target detailing the quantity, quality and
timing of expected results.
 CONT
Examples of indicators are:
• Percentage of the population who live
below the poverty line.
• Number of training or workshop conducted.
• Number of children who are vaccinated.
• Number or percentage of women and men
who are graduated from university.
 CONT
The Means of Verification (MoV) should
clearly specify the expected source of the
information we need to collect.
We need to consider how the information
will be collected, who will be responsible,
and the frequency with which the
information should be provided.
 CONT

Data sources can include:

 Project documentation such as training reports,
partner meeting minutes, event reports, field visit
reports, campaign reports, workshop reports, and
reports from focus group meetings or key informant
interviews.
 Government documents such as the national
development plan or policies, sectorial development
plan, national statistics or surveys.
 Other documents from non-governmental
organizations, donors, or the United Nations
 CONT

The Assumptions refer to perceptions

made about conditions which could
affect the progress or success of the
activity.
 CONT
An assumption is a positive statement of a
condition that must be met in order for objectives
to be achieved, while a risk is a negative
statement of what might prevent objectives from
being achieved.
Example of risks: price changes, rainfall, land
reform policies, non-enforcement of supporting
legislation.
 EXAMPLE OF ASSUMPTIONS
• IF adequate inputs or resources are
provided, THEN activities can be
undertaken;
• IF the activities are undertaken,
THEN results can be produced;
• IF results are produced, THEN the
purpose will be achieved; and
• IF the purpose is achieved, THEN this
should contribute towards the overall
objective.
 CONT
IF we wish to contribute to the overall objective, THEN
we must achieve the purpose;
IF we wish to achieve the purpose, THEN we must deliver
the specified results;
IF we wish to deliver the results, THEN the specified
activities must be implemented;
IF we wish to implement the specified activities, THEN
we must apply identified inputs or resources.
• In particular, the LFA is a systematic planning procedure
for complete project cycle management, a participatory
Planning, Monitoring & Evaluation tool;
–
A tool for planning a logical set of interventions;
– A tool for appraising a Programme document;
– A concise summary of the Programme;
– A tool for monitoring progress made with regard to
delivery of outputs and activities;
– A tool for evaluating impact of Programme outputs,
e.g. progress in achieving purpose and goal.
 Sample for use of LFA
Narrative summary Objectively verifiable Means of verification Assumptions/Risks- what
A snapshot of the different levels of the indicators (OVI) - how will (MOV) - how will we assumptions underlie the
project objectives— known as the we know we've been check our reported structure of our project and what
“hierarchy of objectives”. successful? results? is the risk they will not
prevail?

Goal (Impact)- Longer-term

effects/General or overall objective

Purpose- - why are we doing this?

direct and immediate
effects/objectives/Outcomes/Results

Outputs - what are

the deliverables? –
goods and
services produced/operational
objectives

Activities- what tasks will we Inputs Cost

undertake to deliver the outputs? By what means do we carry What does it cost
out the activities
 Common types of monitoring
• Results monitoring:
Tracks effects and impacts to determine if the
project/programme is on target towards its
intended results (inputs, activity, outputs,
outcomes, impact, assumptions/risks monitoring)
and whether there may be any unintended impact
(positive or negative
• Process (activity) monitoring :
Tracks the use of inputs and resources, the
progress of activities, how activities are delivered
– the efficiency in time and resources and the
delivery of outputs
• Compliance monitoring:
Ensures compliance with, say, donor regulations
and expected results, grant and contract
requirements, local governmental regulations and
laws, and ethical standards.
 Context (situation) monitoring:
Tracks the setting in which the project/programme
operates, especially as it affects identified risks and
assumptions, and any unexpected considerations that
may arise, including the larger political, institutional,
funding, and policy context that affect the
project/programme.
Beneficiary monitoring:
• Tracks beneficiary perceptions of a
project/programme. It includes beneficiary
satisfaction or complaints with the
project/programme, including their participation,
treatment, access to resources and their overall
experience of change
• Financial monitoring:
Accounts for costs by input and activity within
predefined categories of expenditure, to ensure
implementation is according to the budget and time
frame.
Organizational monitoring:
Tracks the sustainability, institutional development
and capacity building in the project/programme and
with its partners.
 Question 2of group assignment: after drafting a
project Management Plan ,complete a logical
framework Approach table

Narrative Verifiable Means of Important

Summary Indicators Verification Assumptions
(OVI) (MOV)
GOAL

PURPOSE

OUTPUTS

ACTIVITIES Inputs
 TOPIC 4 :PROJECT SCHEDULE AND COST
MONITORING
Project Schedule Management includes the
processes required to manage the timely
completion of the project.
The Project Schedule Management processes
are :
 Define Activities—The process of
identifying and documenting the specific
actions to be performed to produce the
project deliverables
 CONT

Sequence Activities—The process of

identifying and documenting
relationships among the project activities.
Estimate Activity Durations—The
process of estimating the number of work
periods needed to complete individual
activities with the estimated resources
 CONT
 Develop Schedule—The process of
analyzing activity sequences, durations,
resource requirements, and schedule
constraints to create the project schedule
model for project execution and monitoring
and controlling.
 Control Schedule—The process of
monitoring the status of the project to
update the project schedule and manage
changes to the schedule baseline
 SIMPLE FORMULA OF SCHEDULE
MONITORING
Schedule Performance Index ( SPI) = EV/PV
EV = Earned value,
•PV = Planned Value,

•SPI is a progress performance ratio that compares

the budgeted value of work done vs. the earned
value of work done.
•PV is the authorized budget assigned to scheduled work.
• It is the authorized budget planned for the work to be
accomplished for an activity or work breakdown structure
(WBS) component, not including management reserve
 CONT
Earned value (EV): This is a measure
of work performed expressed in terms
of the budget authorized for that work.
It is the budget associated with the
authorized work that has been
completed
 CONT
 If SPI is Greater than 1, A project is
ahead of schedule or has gained time
 If SPI is equal to 1, A project is on
schedule
 If SPI is less than 1, A project is
behind of schedule or has lost time
 PROJECT COST MONITORING
Project Cost management is the process of
estimating, allocating , and controlling project
cost project .
The cost management process allows a business
to predict future expenses to reduce the chances
of budget overrun.
Projected costs are calculated during planning the
phase of project and must be approved before
work begins.
 TYPES OF PROJECT COSTS

Direct costs: These costs are attributed directly to

the project work and cannot be shared among
projects (Wages, Material, Equipment etc).
 Indirect cost : Overhead costs that incurred for the
benefit of more than one project (Taxes, Training,
project management software license)
 CONT
Variable costs: Costs that vary
depending on the amount of Work or
production (Cost of materials, supplies,
wages etc.).
Fixed costs: These costs remain
constant throughout the project (Cost
of office setup, rentals etc.).
 CONT
In monitoring and Evaluation stage, we evaluate if the
project team is spending well or not and the following
formular are used:
Cost Performance Index ( CPI): EV/AC
Where :
AC stands for Actual cost
EV= Earned Value, This is a measure of work performed
expressed in terms of the budget authorized for that work.
It is the budget associated with the authorized work that
has been completed(as early said)
 CONT
Actual cost, is the realized cost incurred for
the work performed on an activity during a
specific time period.
It is the total cost incurred in accomplishing
the work that the EV measured.
Some times you may need to know how
much money you need to complete the entire
project if the CPI remain the same until the
completion of the project, then EAC=
BAC/CPI
 CONT
BAC ( Budget At Completion) is the
budget of the project ( cost of project)
estimated during planning process
EAC ( Estimate At Completion)=The
amount of money you need to complete the
entire project based on your Cost
Performance Index
 CONT

Estimate to Complete (ETC):

It is the amount of money needed
to complete the remaining work.
ETC= EAC-AC
 Practical illustrations
Question 1
Planned $1500 to complete work package.
Scheduled to have been finished today.
Actual expenditure to date is $1350.
Estimate work is 2/3 complete.
Calculate:
 CV
 CPI
 ETC
 EAC(if CPI remain the same)
 Practical illustrations
Question 2
Mugisha is working on software
installation project with BAC of $ 150,000
and expected duration of the project is 24
months, 12 months have passed and he has
spent $80,000 and 60 % of the work have
been completed so far.
 CONT
a) Calculate Cost Performance Index (CPI) and
Schedule Performance Index (SPI) and
interpret the results.
b) If the CPI is expected to be the same for the
remainder of the project, what will be the
Estimate at Completion of the Project (EAC).
c) If the SPI is expected to be the same for the
remainder of the project what will be the
revised total duration of the project?
d) Compute the Estimate To complete ( ETC).
 Question 3

• You are three months into the five month bathroom

remodeling project.
• The original budget (BAC) was $1,500 and you
have completed approximately 40% of the work.
• You currently are running over-budget, as indicated
by a cost performance index (CPI) of 0.67.
• Actual costs to-date have been $900. how much
more money will you need to complete the project?
what will be the estimate at completion?
 Question 4
• You have a project with a BAC of 100,000
USD and a duration of 12months.
• 6months have passed, and you have spent
60,000USD.
• Upon closer view, you find that only 40% of
the work has been completed.
• Calculate the CV, CPI, ETC and EAC
assuming the variances are typical..
 RECALL OF FORMULAS
1.CPI=EV/AC
2.SPI= EV/PV
3.ETC=BAC-EV or ETC=(BAC-EV)/CPI
4.EAC=AC+BAC-EV
EAC=AC+ETC
EAC=BAC/CPI (if same performance is to be
maintained)
5.CV=EV-AC