The Logical Framework

The Logical Framework (Log Frame) is useful in the design and planning, implementation, and monitoring of a project. It also makes it easier to report on a project, highlight changes and to adapt the project accordingly.

A Log Frame can be useful because:

• it brings together in one place a clear, concise and accessible statement of all of the key components of a project;
• it clarifies how the project is expected to work and what it is going to achieve, and helps to ensure that inputs, activities, outputs and purpose are not confused with each other;
• it identifies the main factors related to the success of the project;
• it clarifies how project success (qualitative and quantitative) will be judged and measured and provides a basis for monitoring and evaluation.

A Log Frame consists of concise statements laid out in a horizontal and vertical matrix. In preparing a Log Frame it is normal, having identified the problem the project will address, to work down the levels – so that the inputs required to achieve the project are considered last. However, having done this it is necessary to then consider whether the resources required are likely to be available and appropriate to the situation and modify the framework accordingly, i.e. plan downwards, think upwards.

Successful organisations offer a participatory approach to planning and delivering projects, in which beneficiaries (primary stakeholders) and project partners (secondary stakeholders) are involved at all stages. The involvement of these stakeholders is essential to the creation of a Log Frame.

Intervention Logic	Indicators of Achievement	Sources and means of Verification	Assumptions
Project Goal: What is the overall, broader aim, to which the project will contribute?	What are the key indicators related to the overall objective?	What are the sources of information for these indicators?
Project Purpose: What are the specific objectives, which the project must achieve? What impact will there be and what will change?	What are the quantitative or qualitative indicators showing whether and to what extent the project’s specific objectives are achieved?	What are the sources of information that exist or can be collected? What are the methods required to get this information?	What are the factors and conditions, not under the direct control of the project, which are necessary to achieve these objectives? What risks need considering?
Expected Results: What are the concrete outputs envisaged to achieve the specific objectives? What are the envisaged effects and benefits of the project? What improvements and changes will be produced by the project?	What are the indicators to measure whether and to what extent the project achieves the envisaged results and effects?	What are the sources of information for these indicators?	What external factors and conditions must be realised to obtain the expected outputs and results on schedule?
Activities: What are the key activities to be carried out and in what sequence in order to produce the expected results?	Means required: What are the means required to implement these activities, e.g. personnel, equipment, training, studies, supplies, operational facilities, etc.	What are the sources of information about project progress?	What pre-conditions are required before the project start? What conditions outside the project’s direct control have to be present for the implementation of the planned activities?

Evaluation Milestones

An essential part of a project plan is a programme that illustrates when targets or outcomes will be met. This clarifies to all concerned when targets have to be met and reported on. A table can be used as a checklist to ensure a project is on track and if it needs adjustments which will require consultation with stakeholders or funders.

Many funders such as the UK Lottery require completion of a form that demonstrates when objectives are to be met and will release periodic payments when they are satisfied that the project is on course to meet its overall objectives.

Below is a sample of a table used by L.E.A.D. to evaluate progress on one of the planned outcomes for a post-tsunami Young Leaders training project in Aceh, Indonesia.

Outcome 2: By the end of the project, 90 representatives from 3 communities in Aceh will be equipped with the skills and understanding to act as facilitators and focal points for the communities they represent, leading to an increase in the levels of trust and cooperation with key institutions involved in regional development so that there is a common vision for the future of the region.

Milestone

Comment

Year One

Year Two

Year Three

2.1 3 Community Resource Centres (CRCs) set up, active and utilised as forums for information and dialogue on redevelopment.

CRCs set up over project cycle years 1 and 2.

2.2 Selection of 90 community leaders, (minimum 30 % women) to participate in Bridging Leadership Training Programme (BLP).

3 recruitment sessions for 30 leaders each time.

2.3 90 community leaders participate in the BLP training.

30 BLP trainees per session. 3 sessions over project cycle.

2.3 3 supported sessions of engagement with key local government, private sector and donor community actors on redevelopment activities in the target districts completed as part of BLP training.

During Module 4 of BLP Training Sessions.

2.4 3 formal multi-stakeholder dialogue sessions held in CRC with facilitation and support by BLP Alumni and project partner organisations.

3 over project cycle, at the end of each training session

2.5 Newsletters reflecting community views on needs, priorities and redevelopment intiatives disseminated in hard copy and via IT.

Quarterly from end Year One

Gannt Chart

Gantt (after Henry Gantt (1861–1919) charts are widely used for planning and scheduling projects. A Gantt Chart allows you to estimate how long a project should take, see how remedial action may bring the project back on course, lay out the order in which tasks need to be carried out, help manage dependencies between tasks, determine the resources needed, and monitor progress. You can also immediately see what should be done any point in time. Templates are available to create charts from openoffice.org but they are easy to create in a format that suits the user. Below are just two of the many possible formats.

outline project plan