1、Developing the Logical Frame Work Matrix,Icelandic International Development Agency (ICEIDA) Iceland,United Nations University Fisheries Training Programme (UNU-FTP) Iceland,Ministry of Fisheries and Aquatic Resources (DFAR)Sri Lanka,Project Cycle Management - A short training course in project cycl
2、e management for subdivisions of MFAR in Sri Lanka MFAR, ICEIDA and UNU-FTP,Content,Logical framework matrix structure Sources of verification Assumptions Example of logframe matrix, post harvest losses,Learning objectives,After this lecture participants will understand the purpose, structure and ho
3、w to build a logical framework matrix (logframe),The logical framework approach,The logical framework approach was developed in the late 1960s to assist the US Agency of International Development (USAID) as a tool for: Detailed planning with clearly defined objectives that can be monitored Clear man
4、agement responsibility Pre-determined evaluation process,The logical framework matrix,Also known as the log frame which provides the documented product of the analytical process It consists of a matrix with four columns and four rows (or more), which summarize the key elements of a project planThe p
5、rojects hierarchy of objectives Project description or intervention logic The key external factors critical to the projects success Assumptions How the projects achievements will be monitored and evaluated Indicators and sources of verification,The logframe matrix,Information contained in the logfra
6、me matrix,Logframe - how do we use it?,The logframe is a format for presenting the results of the LFA as a process and is developed on the basis of the LFA tools applied earlier during the analysis phase Clear statement of what should be accomplished (outputs) Clear statement of important results th
7、at can be expected in the short to medium-term (purpose) and in the long run (goal)When the logframe has been completed it is used to design further scheduling,Logframe in the LFA process,The logframe matrix,PESTLE analysis,Stakeholder analysis,Schedules,Reports,Connecting the analysis to the logfra
8、me,We know what we have to do to tackle the focal problem by transforming the problems into objectives and selecting manageable tasks by doing the strategy analysis,The Logframe Structure,Vertical logic Identifies what the project itends to do and achieve Clarifies the causal relationships (means to
9、 end) Specifies important assumptions and risksHorizontal logic Specifies indicators to measure progress Identifies the sources / means by which indicators will be verifies,The logframe basics,Hierarchy of aims,The GOAL / OVERALL OBJECTIVE/ DEVELOPMENT OBJECTIVE is a bottom line condition of well-be
10、ing of individuals, families, or communities. The PURPOSE / IMMEDIATE OBJECTIVE is determined by asking the question “how will this goal be achieved”The OUTPUTS / RESULTS are the deliverables through which the purpose will be achieved.The ACTIVITIES are the main elements of project components throug
11、h which the outputs are achieved,Means & Cost,Means are the human, material and service resources (inputs) needed to carry out planned activities and management support activitiesCost are the financial resources needed to carry out these activities,Indicators Objectively verifiable,Indicators should
12、 include Quantity Qualities Time/dates,3. Training of mid level managers and professionals within MFAR in PCM increased by 20 (60 to 80) or 33,3% increase between years,Add quality / what kind of change,4. Training in PCM of mid level managers and professionals within MFAR increased by 20 (60 to 80)
13、 by June 2007 or 33,3% increase between 2007 and 2008,Add time (by when),Sources of verification (SoV),Do appropriate external sources already exist (e.g. reports, statistics)? Are these sources specific enough? Are the sources reliable and accessible? Is the cost of obtaining the information reason
14、able? Should other sources be created?,SMART,A good indicator should be SMART Specific to the objective it is supposed to measure Measurable (either quantitatively or qualitatively) Available at an acceptable cost Relevant to the information needs of managers Time-bound so we know when we can expect
15、 the objective/target to be achieved,Assumptions,When a choice is made on which objectives to pursue with a project, number of aspects may be left outside the scope of the projectAspects outside the project may still have to be attained in order to reach a projects objectivesThey are then external f
16、actors that influence or even determine the success of the project, but lie outside the control of the project,Assumptions and pre-conditions,Problems identified from the stakeholder analysis that are not tackled by the project itself might have to be includedMacro-economic, institutional-political,
17、 ecological and socio-cultural frame conditions, which cannot easily be influenced, should be considered for inclusion as assumptionsA pre-condition is different from an assumption in that it is a condition that must be fulfilled or met before project activities can start,Assessment of assumptions,K
18、iller assumptions,The external factors that are essential for the project to achieve its objectives, but will most probably not be realised become so called killer assumptions If the project cannot be redesigned to achieve its objectives without having to rely on the realisation of the respective ex
19、ternal factor it should be abandoned,Relationship between assumption and Objective hierarchy,General sequence of completion,Objectives - an example,Results - an example,Activities an example,“Clear objectives and stakeholder commitment drive successful projects.”World Bank,References,European Commis
20、sion (2004). Project Cycle Management Guidelines. Downloaded 1st March from: http:/ec.europa.eu/europeaid/qsm/documents/pcm_manual_2004_en.pdfWorld Bank (2005). The logframe Handbook; A Logical Framework Approach To Project Cycle Management. Downloaded 2nd March 2007 from: http:/www-wds.worldbank.org/servlet/WDSContentServer/WDSP/IB/2005/06/07/000160016_20050607122225/Rendered/PDF/31240b0LFhandbook.pdf,
