Developing the
Logical Frame Work Matrix
Project Cycle Management
-----
A short training course in project cycle management for
subdivisions of MFAR in Sri Lanka
MFAR, ICEIDA and UNU-FTP
Ministry of Fisheries and
Aquatic Resources (DFAR)
Icelandic International
Development Agency (ICEIDA)
United Nations University Fisheries
Training Programme (UNU-FTP)
Sri Lanka
Iceland
Iceland
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 how 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 management 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 plan
The project's 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
Project
strategy
Objectively
verifiable
indicators
Sources of
verification
Assumptions
Overall
objectives
Purpose
Results
Activities
Means
Costs
PRE CONDITION
Information contained in the
logframe 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 that 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
Strength
Opportunities
PESTLE analysis
Stakeholder analysis
SWOT analysis
Weaknesses
Threats
Problem analysis
Objective analysis
The logframe matrix
Project
strategy
Objectively
verifiable
indicators
Sources of
Verification
Means
Cost
Assumptions
Overall
Objectives
Purpose
Results
Strategy analysis
Activities
PRE CONDITION
Schedules
Reports
Connecting the analysis to the logframe
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 end)
Specifies important assumptions and risks
Horizontal logic
Specifies indicators to measure progress
Identifies the sources / means by which indicators
will be verifies
The logframe basics
Means & Cost
Means are the human, material and service
resources (inputs) needed to carry out
planned activities and management support
activities
Cost are the financial resources needed to
carry out these activities
Indicators
Objectively verifiable
Base indicator
1. Increase training in PCM
within MFAR
Add quantity (how much)
Indicators should include
Quantity
Qualities
Time/dates
2. Twenty staff of MFAR and
its subdivisions receive
training in PCM
Add quality / what kind of chang
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 time (by when)
4. Training in PCM of mid
level managers and
professionals within MFAR
increased by 20 (60 to 80)
by June 2007 or 33,3%
increase between 2007 and
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
reasonable?
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 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 project
Aspects outside the project may still have to be attained
in order to reach a projects objectives
They are then external factors 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
included
Macro-economic, institutional-political, ecological and
socio-cultural frame conditions, which cannot easily
be influenced, should be considered for inclusion as
assumptions
A 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
Killer 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 external factor it
should be abandoned
Relationship between assumption and
Objective hierarchy
General sequence of completion
Objectives - an example
Logical framework matrix
Post harvest losses
Project description
Overall objective:
Indicators
Sustainable utilization of fish
stocks.
Strengthen possibilities of
increased product value.
Improve the utilization
of fisheries and aquatic
resources for the
benefit of the current
and future generations.
Purpose/Immediate
Objective:
1.
To minimize post
harvest losses and
improve quality and
safety of fish products
to acceptable
standards.
Increased annual
average income of fisher's
household by 7% .
Consistent
and certified quality.
10% increase in annual export
volume within the next 5 years.
10%
annual increase in export value
within the next 5 years.
8%
annual increase of fish
supply/production in domestic
market within the next 5 years.
Sources of verification
Assumptions
Annual stock size
measurements.
Census
among fishermen, exporters,
sales outlets and customers.
Quality control
measurements.
Governmental export reports.
Sample household surveys.
Governmental export reports.
Sample
surveys among fishermen,
exporters, sales outlets and
customers.
Sample
household surveys.
Political stability.
Adequate
institutional funding,
Interest and
determination.
Sufficient stakeholder
interest.
Results - an example
Logical framework matrix
Post harvest losses
Project
description
Results/Outputs/
Deliverables:
1.1 Improved fish
handling.
1.2 Strengthen
management
practices to
improve quality
and profits.
Indicators
Sources of
verification
12% increase in HACCP certificated
fish processing facilities for the next 5
years.
8% increase in ISO 9000 certificated
fish processing facilities within the next
5 years.
750 trained and certified fishers before
the year 2009.
7% increase in
average income of small and medium
sized fishery businesses in the next 3
years.
7% increase in the volume of
landed fish in the next 3 years.
4% annual increase of HACCP certified
multi day boats in the next 3 years.
HACCP
registration reports.
120 managers have undertaken a
short training course in financial
management before 2009.
Training reports.
8%
of multi-day boats apply an upper limit
of days spent at sea to
ISO registration
reports.
Govt.
statistics.
Govt. tax
authorities.
Official
quality valuation
reports.
Analysis of
Assumptions
NARA and DFAR
have sufficient financial
and human capacity to
support development.
Level of increased
income is sufficient to
make a significant
difference fishery
businesses.
Availability of
qualified staff.
Sustainability of harbor
Activities an example
Logical framework matrix
Post harvest losses
Project description
Activities:
1.1 Improved fish
handling
1.1.1 Select 15-20
boat crews that are willing to
co-operate on improvements
in onboard fish handling
1.1.2. Design a short
training course in fish
handling for fishers.
1.1.3 Train fishers on how to
handle fish onboard.
1.1.4 Install temperature
monitoring device onboard.
1.1.5 Initiate installment of
cold chain procedure.
1.1.6 etc.
Indicators
Indicators
Short training
course (STC) has been designed
and course material is ready for
printing.
10 locations
have been selected to hold STC and
5 local coordinators have been hired
to undertake practical preparations.
10 instructors have
been hired to teach the STC.
Etc.
Input
Training
coordinator
Technical adviser
Travel and training
costs
Cost
of new temperature monitoring
equipment
Funding of a report
on assessment on current "modus
operandi" in Sri Lankan fisheries
Sources of
verification
Include cost for
activity here.
Assumptions
Inadequate willingness
to seek changes and
improvement
Lack of follow-up
Insufficient importance
on quality
controlled/orientated
decision making
Clear objectives
and stakeholder
commitment
drive successful projects.
World Bank
References
European Commission (2004). Project Cycle Management
Guidelines. Downloaded 1st March from:
http://ec.europa.eu/europeaid/qsm/documents/pcm_manu
al_2004_en.pdf
World Bank (2005). The logframe Handbook; A Logical
Framework Approach To Project Cycle Management.
Downloaded 2nd March 2007 from: http://wwwwds.worldbank.org/servlet/WDSContentServer/WDSP/IB/
2005/06/07/000160016_20050607122225/Rendered/PDF/
31240b0LFhandbook.pdf
