Rift Valley University

School of Graduate Studies

Project Management (MBA 711)
Logical Framework Approach

What is LFA?

2
 Logical Framework Approach….
 LFA: is an analytical tool for project planning,
analysis and management.
It is an analytical tool for objective oriented
project planning and management.

3
 Why LFA?
Using the LFA :
1. during Identification, helps to ensure that
project ideas are relevant,
2. during Formulation, it helps to ensure
feasibility and sustainability (community
supports?)
 ensures relevance, feasibility & sustainability of
projects.

4
 Why LFA…
 It provides the basis for:
 the preparation of action plans,
the development of a monitoring system, and
a framework for evaluation.
a tool for improving the quality of projects.

5
 Why LFA…
 In sum, using LFA helps to:
Clarify the purpose of and the justification for a
project
 Identify information requirements.
Clearly define the key elements of a project.
Analyze the project’s setting at an early stage.
Facilitate communications between all parties
involved.
Identify how the success or failure of the project
should be measured.
6
 Phases in LFA approach

LFA aims at answering the following strategic

questions:
1. What do we have (where are we now)?
• SWOT analysis, Problem analysis
2. What do we want (Where do we want to go)?
• Objective setting
3. How do we use what we have to get what we want (How do
we get there)?
• Strategy setting
4. What will happen when we do (What happens as we do)?
• Monitoring and evaluation system

7
 Phases in LFA approach…

 To answer the above questions, the LFA

approach is split into two phases:
Phase 1 - the Analysis Phase during which
the existing situation is analysed to develop
a vision of the ‘future desired situation’ and
to select the strategies that will be applied
to achieve it.

8
 Phases in LFA approach…
• Phase 2 – the Planning Phase during which
the project idea will be developed in
operational detail,

9
 Phases in LFA approach…

1. The Analysis Phase:

 Projects are designed to address the problems
faced by beneficiaries.
 the existing situation is likely to be perceived in
different ways by different groups of stakeholders.
 Thus, it is important to bring together
representatives of all key stakeholders in the
analysis Phase.
 This is usually done in a workshop environment
where problems and issues are discussed openly.

10
 Phases in LFA approach…

There are three stages to the Analysis Phase:

1. Problem Analysis;
2. Objectives Analysis;
3. Strategy Analysis.
1. Problem Analysis;
 This asks the question, "Where are we?" (What
do we have?).
 Identifies the negative aspects of an existing
situation and establishes the ‘cause and effect’
relationships between the problems that exist.
11
 Phases in LFA approach…

Problem Analysis involves three steps:

 Identification of the stakeholders affected
by the proposed project;
 Identification of the major problems faced
by beneficiaries; and
 Development of a problem tree to
establish causes and effects.

12
 Problem Analysis…

a. Stakeholder Analysis:
It provides a useful starting point for problem
analysis.
It involves the identification of all stakeholder
groups likely to be affected (either positively or
negatively) by the proposed intervention.
 Properly understand the stakeholders.
Pre requisite for participatory planning
workshop.

13
 Problem Analysis…

b. The Planning Workshop

‘brainstorming’ to identify the key problems
that exist in a given situation.
Drawing up of a problem tree.
A problem tree is simply the problems set
out in a hierarchical order.
Identify and summarize possible problems .

14
 Stakeholder, Needs and Expectations, Influence, and Priority Performa

Stakeholders Interests (Needs and Potential or probable impact on Relative Priorities of

Expectations) project (+, -,?) interests (1-5)

Primary
……….
……….
……….

Secondary
……….
……….
……….

External
………..
………..
………..

15
 Problem Analysis…
From these a starter problem is selected, and
a second problem related to it, then:
1. if the problem is a cause, it goes on the level
below;
2. if it is an effect, it goes above;
3. If it is neither a cause nor an effect, it goes on the
same level.

16
 Problem Analysis…

For example,
 poor quality products: Problem
 poor quality inputs: Cause
 declining sales volume: Effect

17
 Problem Analysis…

• Once the problem tree is complete, a focal

problem is selected.
 the problem tree represents a
comprehensive picture of the existing
negative situation.
Avoid concentrating on the symptoms of the
problem!

18
 Problem Analysis…

Source: European Commission Project Cycle Management Training Handbook 19

 Problem Analysis…

 Beware of the two common difficulties:

1. inadequate problem specification,
 occurs when a problem is specified in
insufficient detail so that it does not
communicate the true nature of the problem.
Eg “ Due to poor governance”.
2. the statement of 'absent solutions’:
problem statements that do not describe the
current negative situation, but describe the
absence of a desired situation.
Eg. “Lack of trained staff”
20
 2. Analysis of Goals and Objectives

 A goal emerges from the problem that

needs to be addressed and signals the final
destination of a project.
 Objectives are finite sub-sets of a goal and
should be SMART, in order to be achievable.
 Analysis of objectives presents the positive
aspects of a desired future situation.

21
 2. Analysis of Goals and Objectives…

 This involves the reformulation of problems

into objectives.
 Analysis of goals and objectives asks the
question, "Where do we want to go?" (What
do we want?).
 The following figure shows how to transform
problems into objectives from the above
problem tree:

22
 2. Analysis of Goals and Objectives…

Problem Objective

High infant and

maternal mortality To reduce Infant and
rates maternal mortality rates

High incidence of acute

To reduce incidence of
birth complications
acute birth complications

Birth complications To increase/earlier diagnosis

diagnosed late or of birth complications
not at all

23
 2. Analysis of Goals and Objectives…

 The objective tree can therefore be

conceptualized as the positive mirror image
of the problem tree.
 the ‘cause and effect’ relationships become
‘means to end’ relationships.
 objectives dealing with a similar topic can
be grouped together in clusters, which will
provide the basis for strategy analysis.

24
2. Analysis of Goals and Objectives…

25
 3. Analysis of Structures and Strategies

 This aspect asks "How do we get there?“

 It involves:
Discussing and agreeing on the activities to be
undertaken during implementation;
Defining the different actors and outside the
community and their roles; and
Defining and distributing costs and materials
necessary to implement the project.

26
 The Planning Phase

The logframe defines the tasks to be

undertaken, the resources required, and the
responsibilities of management.
LFA encourages people to consider what their
own expectations are, and how these might
be achieved.
LFA provides a means of checking the internal
logic of the project plan, ensuring that the
activities, results and objectives are linked.

27
 The Planning Phase….

Using LFA, planners are forced to identify:

 the critical assumptions and risks that may affect
project feasibility,
 to specify the indicators and sources of
information that will be used to monitor and
evaluate the project.
All of this key information is brought together in
one document that provides a useful summary as
shown on the next slide.

28
 Logical Frameworks-logic matrix
Project Description Performance Indicators Means of Verification Assumptions
Goal: The broader development Measures of the extent to which a Sources of information Assumptions for
impact to which the project sustainable contribution to the and methods used to sustaining objectives
contributes - at a national and goal has been made. Used during collect and report it. in the longer term.
sectoral level. evaluation.

Purpose: The development Conditions at the end of the Sources of information Assumptions
outcome expected at the end of project indicating that the purpose and methods used to concerning the
the project. All components will has been achieved and that collect and report it. purpose/goal linkage.
contribute to this benefits are sustainable. Used for
project completion and evaluation.

Component Objectives: The Measures of the extent to which Sources of information Assumptions
expected outcome of producing component objectives have been and methods used to concerning the
each component's outputs. achieved and lead to sustainable collect and report it. component
benefits. Used during review and objective/purpose
evaluation. linkage.
Outputs: The direct measurable Measures of the quantity and Sources of information Assumptions
results (goods and services) of quality of outputs and the timing and methods used to concerning the
the project which are largely of their delivery. Used during collect and report it. output/component
under project management's monitoring and review. objective linkage.
control
Activities: The tasks carried out Implementation/work program Sources of information Assumptions
to implement the project and targets. Used during monitoring. and methods used to concerning the
deliver the identified outputs. collect and report it. activity/output
linkage.

29
 Logical Frameworks…
– Logical frameworks are diagrams that identify
and illustrate the linear relationships flowing
from program inputs, processes, outputs,
and outcomes.
– Inputs or resources affect Processes or
activities which produce immediate results or
Outputs, ultimately leading to longer term or
broader results, or Outcomes.

30
 Logical Frameworks…
 Inputs
◦ Program resources like staff, curricula, money
 Activities
◦ What the program does like outreach, training,
testing
 Outputs
◦ Deliverables of program like people trained or
tested
 Outcomes
◦ Program results like change in knowledge,
service use
 Impact
◦ Long term change in health status
31
 Example 2:
Logic Model: Project for tuberculosis control

INPUT PROCESS OUTPUT OUTCOME IMPACT

•Human and •Distribute •Brochure •Increased •Decreased TB
financial brochure to distributed to customer infection,
resources to health clients of knowledge of morbidity and
develop and facilities facilities TB transmission mortality
print and treatment
•Meet with
educational
physicians to •Increased
brochure
promote demand for
distribution of quality TB
brochure services

32
 ASSIGNMENT

 FORM A GROUP OF FIVE MEMBERS,

Think of any social or economic problem in your
locality:
To propose a project that can solve the problem:
1. Make a detail situation analysis by noting:
i. problem analysis (formulate problem tree),
ii. Objective analysis (transform the problem tree into
objective tree)
iii. Formulate the required structures and strategies,
2. Prepare Logframe matrix consisting of four
columns and five rows.

33