Project Planning and Management PDF

PROJECT PLANNING AND MANAGEMENT The Project Development Process Lecturer: Khristy May B. Titong College of Applied Economics University of Southeastern Philippines [email protected]  Project Development Process Refers to the processe...

PROJECT PLANNING AND MANAGEMENT The Project Development Process Lecturer: Khristy May B. Titong College of Applied Economics University of Southeastern Philippines [email protected]  Project Development Process Refers to the processes and activities involved in defining, packaging, assessing, appraising, evaluating, and approving for financing a project. Project development is not synonymous with project management. Follows a simple cyclical, iterative and dynamic process, which ends with project approval. The intention is to allow for a detailed and thorough presentation of activities and processes involved as a project is developed. What is a project? A project is defined as a planned undertaking of related activities to reach an objective that has a beginning and an end (PMI, 2017; Miriam-Webster Dictionary) A project is a series of activities aimed at bringing about clearly specified objectives within a defined time-period and a defined budget (European Commission, 2004) Every project is: a) unique, b) complex, c) time limited, d) interdisciplinary, e) Well organized; f) a change Projects can be classified into three categories (NEDA, 1984): 1. Independent projects – those that can be implemented without precluding the implementation of other projects. 2. Mutually-exclusive projects- those which when implemented preclude the implementation of other projects (e.g., acceptance of one project will lead to rejection of the other projects. ) 3. Complementary projects- those that require implementation of other projects to attain a certain objectives (e.g., projects under one program) Projects can be classified into three categories (NEDA, 1984): Categorizing project into these categories is important for three reasons: 1. They define the relationship of projects- whether or not they will reinforce each other in achieving higher level of objectives. 2. They lead to the efficient use of resources. 3. They provide set of criteria for project prioritization and selection for investment and implementation. “Development Projects” This is defined as “any activity that involves the use of one or more scarce resources during the specific time period for the purpose of producing a socio-economic return in the form of goods and services. “ (NEDA, 2005). Development projects are investment of the government that encompasses physical infrastructure (BBB), facilities and equipment, public services such as agricultural extension services, health services, education basic support services, scientific research and training, among others.  Project Planning: An Overview Project planning is a critical stage in project management intended to define, redefine, and refine objectives of a project. Project planning involves the following preliminary task: 1. Describing and validating project scope, alternatives, and feasibility. 2. Breaking down deliverables into tasks and determining dependencies. 3. Creating timelines. 4. Assigning resources Concepts and Processes in Project Identification Project Identification is the first step in project development. Process of scanning the internal and external environments to ensure that it is beneficial, relevant and significant. Project Idea ümust be aligned to the overarching goals and objectives of the implementing organization and the funding agency ümust have focus for a project to become comprehensive and complete in substance and coverage Activity 1. Group yourselves into seven (7). This will be your group all throughout the entire course. 2. Identify the roles of all members. 3. Generate a list of problems in your communities or organizations (barangay, city, province, or nation) 4. Identify those with potential that can be used in your project. PROJECT PLANNING AND MANAGEMENT Generating Project Ideas using Problem Tree Analysis Lecturer: Khristy May Titong College of Applied Economics University of Southeastern Philippines [email protected] Reminders: Discussion on the identified project and presentation of the Problem Tree Analysis-September 9, 2024 Prepare a group PowerPoint presentation. Generating Project Ideas The process of searching for potentially rewarding investments that will eventually be subjected to the tests of a feasibility study. Steps in generating project ideas: 1. Sources of Project Ideas 2. Generating Project Ideas Using Problem Tree Analysis 3. Formulating Objective Statements Using Objective Tree Analysis  What is a Problem Analysis Problem analysis is central to many forms of project planning and is well developed among development agencies. Problem analysis is the fourth step in Problem/Project Identification (PPI) Situation Feasibility Stakehold Problem Analysis Study er Analysis Analysis Why Problem Analysis is important to PPI? v Problems can be broken down into manageable and definable chunks v Help to establish whether further information, evidence or resources are needed to make a stronger analysis of project’s problems. v it establishes the context in which a project is to occur v often helps build a shared sense of understanding, purpose and action. Recommended tool for Problem Analysis: Problem Tree Analysis v A Problem Tree can be defined as a visualization of the problems in form of a diagram, or “hierarchy of problems” to help analyze and clarify cause–effect relationships, or as a tree that provides an overview of all the known causes and effects to an identified problem. Problem Tree Analysis v Problem tree analysis Effects examines the negative aspects of an existing situation and Main Problem establishes the ‘cause Causes and effect’ relationships between the identified problems. How to Create a Problem Tree? v Problem tree analysis is best carried out in a small focus group of about six to eight people using flip chart paper or an overhead transparency. It is important that factors can be added as the conversation progresses. How to Create a Problem Tree? v The first step is to discuss and agree the problem or issue to be analyzed. Do not worry if it seems like a broad topic because the problem tree will help break it down. v The problem or issue is written in the center of the flip chart and becomes the 'trunk' of the tree, or the 'focal problem’. v The wording does not need to be exact as the roots and branches will further define it, but it should describe an actual issue that everyone feels passionately about. How to Create a Problem Tree? v Next, the group identify the causes of the focal problem - these become the roots - and then identify the consequences, which become the branches. How to Create a Problem Tree? Effects v Branches = Effects v Trunk = Main Problem Main Problem v Roots = Causes Causes How to Create a Problem Tree? v The heart of the exercise is the discussion, debate and dialogue that is generated as factors are arranged and re-arranged, often forming sub-dividing roots and branches. v Take time to allow people to explain their feelings and reasoning and record related ideas and points that come up on separate flip chart paper under titles such as solutions, concerns and decisions. How to Create a Problem Tree? Discussion questions might include: v Do the problems represent the reality? Are the economic, political and socio-cultural dimensions to the problem considered? v What are the most serious consequences? Which are of most concern? What criteria are important to us in thinking about a way forward?  How to Create a Problem Tree? Discussion questions might include: v Which causes are easiest / most difficult to address? What possible solutions or options might there be? Where could a policy change help address a cause or consequence, or create a solution? v What decisions have we made, and what actions have we agreed? The Problem tree is closely linked to the Objectives Tree, another important tool in project formulation/preparation phase.  Example of a Problem Tree Analys Example of a Problem Tree Have great difficulty in presenting Analysis achievements of the organization Branch: effect Trunk: main problem Very late in producing the annual report Annual report Annual report writing is not Team members have writing is not included in the annual work Roots: causes high work overload prioritized plan  If root cause(s) are not identified properly, any countermeasures could not be come up with… The problem will never be solved!! 21 Cause-Effect diagram (Fish bone diagram) Cause Cause Effect Cause Cause It is developed by Prof. Kaoru Ishikawa It connects “effect” and “cause(s)” systematically with line Clarification of relations between effect and cause(s) 22 References Brignani, N. (2013). Project Cycle Management for International Development Cooperation. Università degli Studi di Macerata. EC. (2004). Aid Delivery Methods: Project Cycle Management Guidelines. European Commission. Evaluation Toolbox. (2010). Problem Tree/Solution Tree Analysis. Evaluation Toolbox. Hovland, I. (2005). Toolkit Successful Communication: a Toolkit for Researchers and Civil Society Organisations. Overseas Development Institute. ODI. (2009). Planning tools: Problem Tree Analysis. Overseas Development Institute. http://www.clipartbro.com/clipart-image/clip-art-tree-clipart-panda-free- images-clipart-61506 PROJECT PLANNING AND MANAGEMENT Objective Tree Analysis Lecturer: Khristy May Titong College of Applied Economics University of Southeastern Philippines [email protected] Purpose: To be able to transform a problem tree into an objective tree.. What is an Objective Tree Analysis § An Objective Tree is a Problem Tree that is transformed into a set of future solutions to the problems. Each negative problem is converted into an objective by rewriting it as a positive future statement. Problem Statements Objective Statements Low agricultural production High agricultural production Lack of medical staff in rural The number of medical staff in rural areas areas has increased What is an Objective Tree Analysis § As the Objective Tree is transformed from the Problem Tree: the analysis of problems in the Problem Tree from Problem/Project Identification (PPI) is the basis and starting point for the Objective Tree analysis. § The positive statements are in fact objective statements that can be presented in a diagram showing a means – ends hierarchy, the objective tree. What is an Objective Tree Analysis § The analysis of objective tree aims: § Provide a clear overview of the desired future situation once problems have been identified and reformulate into objectives; § Verify the hierarchy of objectives; § Illustrate the means-ends relationships in a diagram. What is an Objective Tree Analysis Problem Tree Objective Tree Effects Ends Causes Means Image source: Clipartpenda Negative Statements Positive Statements Reformulating Problem Statements into Objective Statements § Problem statement: “lack of adequate rain levels” cannot be transformed into “adequate rain levels available” because it is an unrealistic objective. We cannot intervene into the natural phenomenon by predicting or hoping that there will be adequate rain. This problem, however, could be rewritten as “irrigation system established and operational” which sounds more realistic and can be intervened. Reformulating Problem Statements into Objective Statements § Problem statement: “river water quality is deteriorating” can be reformulated into “quality of river water is improved”. § Problem statement: “loss of confidence in public services” can be transformed into “people’s confidence in public services is restored”. § Problem statement: “public transportation is in bad condition” can be reformulated into “public transportation is kept in good condition”. Reformulating Problem Statements into Objective Statements Formulate the following problem statements into objective statements Problem Statements a. Farmers lack know-how in organic farming b. Community members are not aware of HIV/AIDS prevention c. High rate of alcohol consumption d. High illiteracy rate of children from poor family background e. Youth do not participate in community activities f. Local community do not understand their roles and responsibilities in natural resources management g. People do not save money for use in health care or emergency situation h. Youth do not like to read i. Community members do not want to buy health insurance 34 Steps in Formulating an Objective Tree Reformulate all negative situations of the problems analysis into Step 1 positive situations that are desirable and/or realistically achievable Check the means-ends relationships to ensure validity and completeness of the hierarchy; cause-effect relationships in the Step 2 problem tree are turned into means-ends linkages in the objective tree If necessary: revise statements; add new objectives if these seem to be relevant and necessary to achieve the objective at the next higher level; Step 3 or delete objectives which do not seem suitable or necessary 35  Steps in Formulating an Objective Tree The following diagram illustrates a transformation of a problem tree into an objective tree which uses “high staff turnover” as the main problem. Problem Tree Objective Tree Delay in project High rate of Unstable team Project delivery Low rate of Stable team delivery recurring recruitment members meets the deadline recurring members recruitment High staff turnover Reduced staff turnover Unattractive Very high Authoritarian Better salary Reduced Less Authoritarian salary package workload managers package workload managers Steps in Formulating an Objective Tree Summary of Formulating an Objective Tree from a Problem Tree Problem Tree Objective Tree Relationship: Causes- Relationship: Means-Ends Effects Negative Branches: Effects statements Ends: Objectives Trunk: Main problem are rewritten Trunk: into positive Purpose/Objective/Outcome Roots: Causes statements Means: Objectives 37 Steps in Formulating an Objective Tree § Once complete, the objective tree provides a summary picture of the desired future situation, including the indicative means by which ends can be achieved. § As with the problem tree, the objective tree should provide a simplified but robust summary of reality. It is a tool to aid analysis and presentation of ideas/objectives. § Its main strength is that it keeps the analysis of potential project objectives firmly based on addressing a range of clearly identified priority problems. Example Of Objective Tree An Example of Bus Accident Effects à Goals Objective Tree Problem Tree Effects à Goals Main Problem à Purpose Causes à Results Causes à Activities (adapted from Norad (1989) in Groenendijk (2003)) 39 Example Of Objective Tree Problem Tree Effects An Example of River Water Quality Main Problem (EC, 2004) Causes Example Of Objective Tree Objective Tree Goals/Overall Objectives Purpose An Example of River Water Quality (EC, 2004) Results Activities References EC. (2004). Aid Delivery Methods: Project Cycle Management Guidelines. European Commission. Groenendijk, L. (2003). Planning and Management Tools: a Reference Book. The International Institute for Go-Information Science and Earth Observation. Johns Hopkins University. (2013). Module 4: Designing a Program. Johns Hopkins University. PROJECT PLANNING AND MANAGEMENT Generating Project Ideas using Problem Tree Analysis Lecturer: Rupert Deluna, PhD College of Applied Economics University of Southeastern Philippines [email protected] Reminders: Discussion on the identified project and presentation of the Problem Tree Analysis-September 23, 2022 Document the process undertaken by the group (recording, notes, etc.) Prepare a group PowerPoint presentation. Purpose: To be able to analyze and organize problems in the Problem Tree.  What is a Problem Analysis Problem analysis is central to many forms of project planning and is well developed among development agencies. It identifies the negative aspects of an existing situation and deals with present issues rather than apparent, future or past issues. It is often the first step that can help to find solutions by analyzing and mapping out the relationship of causes and effects around a main problem or issue. What is a Problem Analysis v Problem analysis is the fourth step in Problem/Project Identification (PPI), which analyzes comprehensively and in depth key information obtained from situation analysis, feasibility study, and stakeholder analysis. Situation Feasibility Stakehold Problem Analysis Study er Analysis Analysis Why Problem Analysis is important to PPI? v Problems can be broken down into manageable and definable chunks, which enables a clearer prioritization of factors and helps to focus on objectives; objective tree is the next step after problem tree. v Help to establish whether further information, evidence or resources are needed to make a stronger analysis of project’s problems. Why Problem Analysis is important to PPI? v It is important in planning a community engagement or behavior change project as it establishes the context in which a project is to occur. Understanding the context helps reveal the complexity of life and this is essential in planning a successful project. v The process of analysis often helps build a shared sense of understanding, purpose and action. Recommended tool for Problem Analysis: Problem Tree Analysis v A Problem Tree can be defined as a visualization of the problems in form of a diagram, or “hierarchy of problems” to help analyze and clarify cause–effect relationships, or as a tree that provides an overview of all the known causes and effects to an identified problem. Problem Tree Analysis v Problem tree analysis Effects examines the negative aspects of an existing situation and Main Problem establishes the ‘cause Causes and effect’ relationships between the identified problems. How to Create a Problem Tree? v Problem tree analysis is best carried out in a small focus group of about six to eight people using flip chart paper or an overhead transparency. It is important that factors can be added as the conversation progresses. How to Create a Problem Tree? v The first step is to discuss and agree the problem or issue to be analyzed. Do not worry if it seems like a broad topic because the problem tree will help break it down. v The problem or issue is written in the center of the flip chart and becomes the 'trunk' of the tree, or the 'focal problem’. v The wording does not need to be exact as the roots and branches will further define it, but it should describe an actual issue that everyone feels passionately about. How to Create a Problem Tree? v Next, the group identify the causes of the focal problem - these become the roots - and then identify the consequences, which become the branches. v These causes and consequences can be created on post-it notes or cards, perhaps individually or in pairs, so that they can be arranged in a cause-and- effect logic. How to Create a Problem Tree? Effects v Branches = Effects v Trunk = Main Problem Main Problem v Roots = Causes Causes How to Create a Problem Tree? v The heart of the exercise is the discussion, debate and dialogue that is generated as factors are arranged and re-arranged, often forming sub-dividing roots and branches. v Take time to allow people to explain their feelings and reasoning and record related ideas and points that come up on separate flip chart paper under titles such as solutions, concerns and decisions. How to Create a Problem Tree? Discussion questions might include: v Do the problems represent the reality? Are the economic, political and socio-cultural dimensions to the problem considered? v What are the most serious consequences? Which are of most concern? What criteria are important to us in thinking about a way forward?  How to Create a Problem Tree? Discussion questions might include: v Which causes are easiest / most difficult to address? What possible solutions or options might there be? Where could a policy change help address a cause or consequence, or create a solution? v What decisions have we made, and what actions have we agreed? The Problem tree is closely linked to the Objectives Tree, another important tool in project formulation/preparation phase.  Example of a Problem Tree Analysis Since many years “My Community” organization has always been very late in producing its annual report. Different programs, however, write project-based reports for donors. As a result, the management team has great difficulty in presenting achievements of the organization. At a meeting which attempts to address this issue, they learn that team members have high work overload, neither prioritize the task of writing the annual report nor include it in the organization’s annual work plan. Example of a Problem Tree Have great difficulty in presenting Analysis achievements of the organization Branch: effect Trunk: main problem Very late in producing the annual report Annual report Annual report writing is not Team members have writing is not included in the annual work Roots: causes high work overload prioritized plan 18 Example of a Problem Tree Have great difficulty in presenting Analysis achievements of the organization Branch: effect Trunk: main problem Very late in producing the annual report Annual report Annual report writing is not Team members have writing is not included in the annual work Roots: causes high work overload prioritized plan  If root cause(s) are not identified properly, any countermeasures could not be come up with… The problem will never be solved!! 20 Cause-Effect diagram (Fish bone diagram) Cause Cause Effect Cause Cause It is developed by Prof. Kaoru Ishikawa It connects “effect” and “cause(s)” systematically with line Clarification of relations between effect and cause(s) 21 References Brignani, N. (2013). Project Cycle Management for International Development Cooperation. Università degli Studi di Macerata. EC. (2004). Aid Delivery Methods: Project Cycle Management Guidelines. European Commission. Evaluation Toolbox. (2010). Problem Tree/Solution Tree Analysis. Evaluation Toolbox. Hovland, I. (2005). Toolkit Successful Communication: a Toolkit for Researchers and Civil Society Organisations. Overseas Development Institute. ODI. (2009). Planning tools: Problem Tree Analysis. Overseas Development Institute. http://www.clipartbro.com/clipart-image/clip-art-tree-clipart-panda-free- images-clipart-61506 PROJECT PLANNING AND MANAGEMENT Concepts and Processes in project identification Lecturer: Khristy May B. Titong College of Applied Economics University of Southeastern Philippines [email protected]  This session gives introduction and approaches to project identification. It also looks at identification and prioritization of needs and problems of different stakeholders. Introduction A project may be seen as an investment activity where financial resources are expended to create capital assets that produce benefits over extended period of time. Project identification is the initial phase of the project development cycle. § It begins with the conceiving of ideas or intentions to set up a project. § These ideas are then transformed into a project. Essential characteristics of projects For projects to be properly conceived, the characteristics below must be clearly defined: Objectives Expected outputs Intended beneficiaries Planned lifespan Extended outcome of the project Principle stakeholders Financial plan and source of financing Project ideas conceived by: Individuals Policy makers Groups of individuals Planners (community) International development Local leaders agencies NGOs Government pronouncements Project ideas may be due to: prevailing problems in a given area. availability of resources in a given location. Project identification Clear project identification allows you to answers questions like: 1. How do the projects come about? 2. Where do projects come from? 3. Why are projects where they are? Approaches to project identification There are two major approaches to project identification: 1. Top-down approach 2.Bottom-up approach Top-Down Approach Projects are identified based on demands from beyond the community. This may include directives from: International conventions International institutions or NGOs National policy makers Advantages of Top-Down Approach It may be a rapid response to disasters It can be effective in providing important services like education, health, water, roads etc. It can contribute to wider national or international objectives and goals Limitations of Top-Down Approach Does not help in modifying strongly established ideas and beliefs of people. Assumes external individuals know better than the beneficiaries of the service. Communities have little say in planning process rendering approach devoid of human resource development. Community develops dependency syndrome on outside assistance and does not exploit their own potential. The development workers (change agents) become stumbling blocks to people-led development tendency to impose their own biases, etc. on people. Top-down approaches to project identification 1. The household (socio-economic) survey Studies social and economic situations of a given area e.g. climate, geographical set-up, economic activities, political set up, education system, culture, diet, social services, physical infrastructure etc. 2. Rapid Appraisal Called Rapid Rural Appraisal (RRA) when carried out in rural areas, and Rapid Urban Appraisal (RUA) in an urban area. Rapid appraisal uses the following data collection techniques: Analysis of secondary data sources Interviews Direct observation at site Visualization of Resources like social organizational maps and time series maps. Top-down approaches to project identification 3. Needs Assessment Survey (NAS) Also referred to as situation analysis (SITAN). It involves: Fact finding about problems or needs in a given area or community. Finding out what is lacking in a given area or community. Investigating a situation in a given area. Bottom-Up Approach In this approach community/beneficiaries are encouraged to identify and plan the projects themselves with or without outsiders. Advantages of Bottom-Up Approach Interveners accomplish more with limited resources since people tend to safeguard what they have provided for themselves. Develops people’s capacity to identify problems and needs and to seek possible solutions to them. Provides opportunities of educating people. Helps people to work as a team and develop a “WE” attitude - makes project progressive and sustainable. Resources are effectively managed; dependence reduces, there is increased equity, initiative, accountability, financial and economic discipline. Limitations of Bottom-Up Approach Not always effective for projects that require urgency to implement Time-consuming and requires patience and tolerance. People sometimes dislike approach because they do not want to take responsibility for action. The agency using this approach is never in control and cannot guarantee the results it would want. The priorities of communities may not fit with national or international priorities that seek to have a broader impact Bottom-up approaches to project identification 1. Facilitation/Community action an attempt to assist people to get over problems by (say) training them in certain skills, providing them with the needed information e.g. market information, linking them up with relevant agencies and organizations to improve access to the needed resources etc. Bottom-up approaches to project identification 2. Participatory Appraisal (PRA) Project identification should be participatory, and should involve local communities in identifying and prioritizing their needs. The development planning team should consider the views of the communities during the screening and selection of various project proposals and the selection of the preferred proposals for implementation. The problem statement The process of project identification ends with the formulation of a problem statement. It takes the form of: Listing all the problems/needs in the community/area/ organization. Prioritizing the problems and selecting 1 – 3 core (major) problems. Finding out the root causes of the problems. Sitting the likely effects of the problems on the community. Suggesting the probable solutions to the problems. Identifying the (projects) from the solutions. The screening process of projects Is the technology appropriate to the project’s objectives or local capabilities? Is the risk involved manageable? Is the demand for the expected outputs adequate, and does the project actually have a comparative advantage? Will the supply of raw materials or skills be adequate? Is the design in agreement with the institutional and managerial capabilities available? Will the recurrent costs be adequately met given the available financial resources? The screening process of projects Is there adequate commitment by the intended beneficiaries and support from local, City, District and national government authorities? Is the project has negative effects on the environment? And if yes, can the effects be mitigated? Is the project culturally acceptable by the community? Is the project sustainable? The elements of the project proposal include: Title Activities Background, context Inputs and area characteristics Budget Description Organization and beneficiaries management Objectives Monitoring and Justification evaluation Outputs Sustainability plans PROJECT PLANNING AND MANAGEMENT Project Strategy and Goal Lecturer: Khristy May B. Titong College of Applied Economics University of Southeastern Philippines [email protected] Contents 1. Learning Objective 2. Analysis of Project Strategy 3. Criteria for Choosing a Project Strategy 4. Examples of Project Strategy Selection 5. SMART goal 6. Next Step 2 1. Learning Objective 2. Analysis of Project Strategy 3. Criteria for Choosing a Project Strategy 4. Examples of Project Strategy Selection 5. SMART goal 6. Exercise 3 1. Learning Objective Students will know how to select project strategy and to formulate SMART goal. 4 1. Learning Objective 2. Analysis of Project Strategy 3. Criteria for Choosing a Project Strategy 4. Examples of Project Strategy Selection 5. SMART goal 6. Exercise 5 2. Analysis of Project Strategy “A strategy is a broad approach that has to be followed to achieve a goal.”(WHO, 2011) “Project strategy is a direction in a project that contributes to success of the project in its environment.” (Artto, Kujala, Dietrich, & Martinsuo, 2008) 6 2. Analysis of Project Strategy During the strategy analysis, a decision is being made on which objectives can or will and which objectives cannot or will not be pursued within the frame of the project. The starting point for strategy analysis is the objective tree – which is transformed from the problem tree. The choice of one ore more strategies is made on the basis of criteria which have to be agreed upon in the project team and/or with the project stakeholders. 7 2. Analysis of Project Strategy The following interrelated questions can be used to guide the analysis of project strategy: Should all identified objectives be selected or only a few? What is the combination of interventions that most likely brings about the desired results and promotes sustainability? What are the costs implications of different possible interventions, and what can realistically be afforded? What is the most cost effective option? 8 2. Analysis of Project Strategy The following interrelated questions can be used to guide the analysis of project strategy: Which strategy will impact most positively the needs or rights of the poor and other identified vulnerable groups? How can local ownership of the project be best supported, including capacity development of local organizations? How can potential negative environmental impacts be best mitigated or avoided? 9 1. Learning Objective 2. Analysis of Project Strategy 3. Criteria for Choosing a Project Strategy 4. Examples of Project Strategy Selection 5. SMART goal 6. Exercise 10 3. Criteria for Choosing a Project Strategy In practice, a number of compromises often have to be made in order to balance different interests of stakeholders or project team, project context, and practical constraints such as the likely available resources. Nevertheless, choosing a project strategy can be tactically processed if there is an agreed set of criteria against which to assess the merits of different intervention options. 11 3. Criteria for Choosing a Project Strategy A set of criteria could include: Expected contributions to a broad or national policy or goal such as in the area of poverty reduction, economic integration, education, health, gender equality, environment, and so on. Provide benefits to target groups including women and men, young and old, disabled and able people. Complementary to other ongoing or planned programs or projects. 12 3. Criteria for Choosing a Project Strategy A set of criteria could include: Capital and operational cost implications, and local ability to meet recurrent costs. Financial and economic cost-benefit: costs produce deserving benefits. Contributions to institutional capacity building. Technical feasibility: strategy that is technically doable. Environmental impact: more environmental friendly or mitigate adverse affects. 13 3. Criteria for Choosing a Project Strategy Using these criteria will help to determine what should or can be included within the scope of the project, and what should not or cannot be included. The selected strategy will then be used to help formulate the first column, intervention logic or project summary, of the Logframe, particularly in helping to identify the overall objective/goal, purpose/outcome, and results/outputs. 14 1. Learning Objective 2. Analysis of Project Strategy 3. Criteria for Choosing a Project Strategy 4. Examples of Project Strategy Selection 5. SMART goal 6. Exercise 15 4. Examples of Project Strategy Selection After agreeing on the criteria for choosing a project strategy: The project team and stakeholders can start to look at the objective tree Apply the criteria of strategy selection And then arrive at a selected objectives path for the project, which is called project strategy selection. 16 4. Examples of Project Strategy SelectionProject Strategy Selection Objective Objective Objective Objective Objective Objective Tree Ends Objective: Objective: Positive Purpose Statement Means Objective Objective Objective Tree Image source: Clipartpenda Objective Objective 17 4. Examples of Project Strategy Selection We will look at two examples of project strategy selection: “improve the quality of river water” “reduced infant and maternal mortality rates”. 18 4. Examples of Project Strategy Selection Improve the quality of river water (EC, 2004) 19 4. Examples of Project Strategy Selection The starting point of strategy selection is objective tree Some clusters in the objective tree can be formed or grouped as a theme. Not all objectives in the objective tree will be selected. In this strategy selection, the organization chose to intervene in “wastewater strategy” and drop “waste or solid strategy”. The objectives obtained from the strategy selection will be further used in Logframe at the next step. 20 4. Examples of Project Strategy Selection The next example looks at “high infant and maternal mortality rates” as the main problem: The analysis starts with a problem tree, then transformed it into an objective tree. Different objectives in the objective tree are clustered into corresponding themes. Objectives that do not match criteria of strategy selection of the organization are removed. The objectives obtained from the strategy selection will be further used in Logframe at the next step. 21 4. Examples of Project Strategy Selection Problem Tree Analysis: High Infant and Maternal Mortality Rates (ITAD, 1999) 22 4. Examples of Project Strategy Selection Objective Tree Analysis: Infant and Maternal Mortality Rates Reduced (ITAD, 1999) 23 4. Examples of Project Strategy Selection Strategy Analysis and Selection: Infant and Maternal Mortality Rates Reduced (ITAD, 1999) Not Selected Not Selected Not Selected Not Selected 24 1. Learning Objective 2. Analysis of Project Strategy 3. Criteria for Choosing a Project Strategy 4. Examples of Project Strategy Selection 5. SMART goal 6. Exercise 25 5. SMART Goal A goal is a broad statement of the overall outcome(s) that the proposed plan is expected to achieve. (WHO, 2011) A goal is a view of the end result of the project or anticipated outcome/purpose. Goals are conceptual and abstract. Generally, each project should have only one goal. (Sinclair Community College, 2003) 26 5. SMART Goal A project goal can be obtained from the objective tree. A goal is the objective that is the “ends” level. There can be a lot of goals at the “ends” level of the objective tree, the project team should choose one or several among them. If more than one goals are chosen, they will be reformulated into a new goal. 27 5. SMART Goal Objective Tree Objective Objective Objective Objective: Goal/Overall Ends Objective Objective: Purpose/Outcome Means Objective Objective Tree Image source: Clipartpenda 28 5. SMART Goal Some examples of project goal are: To reduce infant and maternal mortality rates. To improve public health services. To reduce traffic road accidents. To improve quality of general education. To strengthen food security in rural communities. To promote gender equality and empower women. 29 5. SMART Goal Specific: identifies concrete events or actions that will take place S Measurable: quantifies the amount of resources, activity, or change to M be expended and achieved Appropriate or Attainable or Achievable: logically relates to the A overall problem statement and desired effects of the program Realistic or Relevant: provides a realistic dimension that can be R achieved with available resources and plans for implementation Time-based or Time-bound: specifies expected time to be achieved T 30 5. SMART Goal Goals SMART Goals To assist countries in To assist all sixteen counties in reducing the effects of soil reducing effects of soil erosion from agricultural, forest erosion. and urban lands by 2025. 31 5. SMART Goal Goals SMART Goals To develop institutional To develop institutional capacity for at least 30 civil capacity for organizations society organizations in the in the Lower Mekong Sub- Lower Mekong Sub-region by region. 2025. 32 5. SMART Goal Goals SMART Goals Mobile network operator By 2025 at least one mobile network operator or mobile will provide access to handset manufacturer, in at essential information to low least one low- or middle- or middle-income country. income country, will provide access to essential health information for direct use by citizens and free of any charges. 33 5. SMART Goal Goals SMART Goals To improve health services To improve maternal, neonatal and child health services in in the Philippines. Davao Region by 2025. 34 5. SMART Goal Goals SMART Goals To increase access to To increase access to education and employment opportunities education and employment for young people aged 18-24 opportunities for young years in five rural communities people in rural in Khon Kaen by 2024. communities. 35 1. Learning Objective 2. Analysis of Project Strategy 3. Criteria for Choosing a Project Strategy 4. Examples of Project Strategy Selection 5. SMART goal 6. Next step 36  Next Step: Project Strategy and Goal What is the name of a project you are working on? (done) What is the project goal? What factors were taking into consideration when choosing strategy for this project? 37 References Artto, K., Kujala, J., Dietrich, P., & Martinsuo, M. (2008). What is Project Strategy? International Journal of Project Management(26), 4-12. EC. (2004). Aid Delivery Methods: Project Cycle Management Guidelines. European Commission. EURIDA. (2014). The Logical Framework Approach – an Introduction. EURIDA. ITAD. (1999). Project Cycle Management Training Handbook. Information Training and Agricultural Development. Sinclair Community College. (2003). Creating Goals, Objectives and Activities. WHO. (2011). District Planning Tool for Maternal and Newborn Health Strategy Implementation: a Practical Tool for Strengthening Health Management System. World Health Organization. 38 PROJECT PLANNING AND MANAGEMENT Logframe Lecturer: Khristy May B. Titong College of Applied Economics University of Southeastern Philippines [email protected] Contents 1. Learning Objective 2. What is Logframe? 3. Why Logframe is Important for PFP? 4. How to develop Logframe? 5. Recommended formats and tools for Logframe 6. Exercise 2 1. Learning Objective 2. What is Logframe? 3. Why Logframe is Important for PFP? 4. How to develop Logframe? 5. Recommended formats and tools for Logframe 6. Exercise 3 1. Learning Objective Students will know how to use the Logframe for a well-designed project. 4 Contents 1. Learning Objective 2. What is Logframe? 3. Why Logframe is Important for PFP? 4. How to develop Logframe? 5. Recommended formats and tools for Logframe 6. Exercise 5 2. What is Logframe? The Logical Framework is one of the principal tools used by the international development community to help design projects to achieve measurable results. It was pioneered for USAID in the 1970s and has since been widely adopted by multilateral and bilateral agencies, NGOs, and governments. 6 2. What is Logframe? The Logical Framework, or Logframe, or Logical Framework Matrix, consists of a table which usually has four columns and four rows. The vertical logic identifies what the project intends to do, clarifies the causal relationships and specifies the important assumptions and uncertainties beyond the project manager's control. The horizontal logic relates to the measurement of the effects of, and resources used by, the project through the specification of key indicators of measurement, and the means by which the measurement will be verified. 7 2. What is Logframe? 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. 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 tight relationship among them. 8  2. What is Logframe? Logframe: USAID (2012) what the project intends to do. Assumptions Clarify the casual relationship Project Objectively Verifiable Means of Verification Summary Indicators (OVI) (MoV) Overall Vertical Logic Objective Purpose Results Activities Horizontal Logic The measurement of the effects of and resources used by the project through the specification of key indicators of measurement (OVI), and the means by which the measurement will be verified (MoV). 9 2. What is Logframe? Different terminologies used for elements of Logframe Different organizations use different terminologies for elements of Logframe, summarized at the next table. This should not cause any confusion because what should be observed is the placement of those terminologies in relation to the levels of objective in the Logframe. 10 2. What is Logframe? Different terminologies used for elements of Logframe Project Summary/ OVI MoV Assumptions Intervention Logic Objective: long-term Impact Goal Overall Objective Objective: short-term Outcome Specific Purpose Objective Results Outputs Results Results Activities Activities Activities Activities Different Terminologies Used 11 2. What is Logframe? 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. 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… 12 2. What is Logframe? Elements of Logframe: Understanding the Terminologies 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. 13 2. What is Logframe? Elements of Logframe: Understanding the Terminologies The Results refer to the tangible products such as goods and services produced by undertaking a series of tasks as part of the planned work of the activity. The delivery of results or outputs should be largely under management’s control. 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. 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. 14 2. What is Logframe? Elements of Logframe: Understanding the Terminologies 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. However, the Logframe should not include too much detail on activities, otherwise it will become too lengthy and potentially prescriptive. If detailed specification is required, this should be presented separately in a work plan but not all in the Logframe. 15 2. What is Logframe? Elements of Logframe: Understanding the Terminologies 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. 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. 16  2. What is Logframe? Elements of Logframe: Understanding the Terminologies In the Logframe table, we can also observe varying types of indicators which are related to results/outputs, purpose/outcome and overall objective/impact. Logframe Terminology Indicator Terminology Overall Objective/Impact Impact indicators Purpose/Outcome Outcome indicators Results/Outputs Output indicators Source: EC (2004) 17 2. What is Logframe? Elements of Logframe: Understanding the Terminologies 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. 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 18 2. What is Logframe? Elements of Logframe: Understanding the Terminologies The Assumptions refer to perceptions made about conditions which could affect the progress or success of the activity, but over which activity managers may have no direct control. 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. For example: price changes, rainfall, land reform policies, non-enforcement of supporting legislation. 19 2. What is Logframe? The Logframe should provide a summary of the project design, the length of which will depend on the scale and complexity of the project. 20 2. What is Logframe? Intervention Logic Objectively Verifiable Means of Verification (MoV) Assumptions (Project Summary) Indicators (OVI) Overall Objective IF the purpose/outcome is achieved, (Goal/Impact) THEN this should contribute towards the goal/impact Purpose (outcome) IF outputs are produced, And assumptions THEN the purpose/outcome will be achieved Results (outputs) IF the activities are undertaken, And assumptions THEN outputs can be produced Activities IF adequate inputs are provided, THEN activities can be undertaken And assumptions 21 2. What is Logframe? The first column of the Logframe summarizes the ‘means-ends’ logic of the proposed project (also known as the ‘intervention logic’). When the objective hierarchy is read from the bottom up, it can be expressed in terms of: 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. 22 2. What is Logframe? Progressive Relationship Goal/Overall Objective of “IF” and “THEN” (ultimate change) from “INPUTS” to Purpose “GOAL” (change resulting from results) Results (direct deliverables of activities) Activities (specific tasks) Inputs (resources, people, knowledge) Concept 2008) adapted from (UNODC, 23 2. What is Logframe? If reversed, we can say that 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. 24 Contents 1. Learning Objective 2. What is Logframe? 3. Why Logframe is Important for PFP? 4. How to develop Logframe? 5. Recommended formats and tools for Logframe 6. Exercise 25 3. Why Logframe is Important for PFP? Logframe is important for PFP for the number of reasons : The use of Logframe or shared terminologies facilitate common understanding and better communication among project staff and stakeholders – decision-makers, managers, government, project partners, community members. It provides systematic information and logical analysis of a project through a framework consisting of key interrelated elements, which as a result constitutes a well-designed project. 26 3. Why Logframe is Important for PFP? Logframe is important for PFP for the number of reasons: It is the core reference document to be used throughout the entire project cycle management. Project team normally uses Logframe in order to know what were planned, what have to be implemented, what are the expected results, and to monitor whether implementation follows the planning. It ensures continuity of approach when the original project member resigns or is replaced. Some donors require a summary of project information in Logframe to be submitted with the project proposal. 27 Contents 1. Learning Objective 2. What is Logframe? 3. Why Logframe is Important for PFP? 4. How to develop Logframe? 5. Recommended formats and tools for Logframe 6. Exercise 28 4. How to Develop Logframe? The results of the problem, objective and strategy analysis are used as the basis for preparing the Logframe. The next diagram presents a development process from problems in the problem tree, to objectives in the objective tree, to strategy selection through the use of the objective tree, and to Logframe: 29 4. How to Develop Logframe? Problem Tree Objective Tree Strategy, Goal – Logframe Effect Objective Main Problem Main Objective Cause 1.1 Objective 1.1 Cause 1.1.1 Obj 1.1.1 Cause 1.1.2 Obj 1.1.2 Cause 1.1.3 Obj 1.1.3 30 4. How to Develop Logframe? Logframe development process Step 1: With project stakeholders, problems are identified and analyzed in the Problem Analysis in Problem/Project Identification (PPI) phase. Many causes or problems at root level contribute to a core or main problem, this main problem then creates other problems at the branch level. All of these present a causes-effects relationship in the Problem Tree. 31 4. How to Develop Logframe? Logframe development process Step 2: The Problem Tree is then transformed into the Objective Tree through rewriting of problem statements into positive or objective statements. Causes-and-effects relationship in the Problem Tree is transformed into means-ends relationship in the Objective Tree in Project Formulation/Preparation (PFP). It is possible to restructure the objective hierarchy if the ideas are good and the logic is sound. The number of levels in the objective hierarchy or the exact formats used should not be of any great concern. 32 4. How to Develop Logframe? Logframe development process Step 3: The Objective Tree is next used for strategy selection where relevant objectives are kept and non-related objectives are removed based on criteria of strategy selection agreed among the project team and stakeholders. Step 4: The selected objectives after the strategy selection will be used in the Logframe matrix or table. 33  4. How to Develop Logframe? Summary of the Logframe development process Session: Session: Session: Session: Step 1 Step 2 Step 3 Step 4 Problem Objective Tree Project Logframe Analysis Analysis Strategy and Tool: Logical Tool: Problem Tool: Goal Framework Tree Objective Tree Tool: Matrix Phase: PPI Phase: PFP Objective Tree Phase: PFP Phase: PFP 34 4. How to Develop Logframe? The Logframe, therefore, summarizes : Activities: what are the specific tasks to be carried out? Results: what the project is going to deliver? Purpose/Outcome: why a project is being proposed? Indicators: how the progress or success of the project can be determined or measured? Means of Verification: where the information required to assess the progress of the project can be found or verified? Assumptions: what are the potential issues which could affect the success of the project. 35 4. How to Develop Logframe? Level of control over the different objective levels of Logframe The Logframe also helps to indicate the degree of control managers have over the different levels of the project’s objectives. Managers should have significant direct control over inputs, activities and the delivery of results, and should be held appropriately accountable for effectively managing theses elements of the project. 36 4. How to Develop Logframe? Level of control over the different objective levels of Logframe However, managers can only exert influence over the achievement of the project purpose or outcome through the way in which the delivery of results is managed. Project managers generally have no direct influence over the contribution the project makes to the overall objective or goal, and can only be expected to monitor the broader policy and program environment to help ensure the project continues to be contextually relevant. 37 Recall: Examples of Project Strategy SelectionProject Strategy Selection Objective Objective Objective Objective Objective Objective Tree Ends Objective: Objective: Positive Purpose Statement Means Objective Objective Objective Tree Image source: Clipartpenda Objective Objective 38 5. SMART Goal Objective Tree Objective Objective Objective Objective: Goal/Overall Ends Objective Objective: Purpose/Outcome Means Objective Objective Tree Image source: Clipartpenda 39 4. How to Develop Logframe? To illustrate the development of Logframe on two examples: Project 1: “improve the quality of river water” Project 2: “reduced infant and maternal mortality rates” In these two examples, the starting point is to use results from strategy selection step (these examples are also shown in the Project Strategy and Goal session- the previous lecture) 40 4. How to Develop Logframe? Project 1: improve the quality of river water (EC, 2004) The objectives marked in red are transformed into the Logframe 41 4. How to Develop Logframe? In this example, the overall objective is formulated from the combination of “incidence of water borne diseases and illnesses is reduced, particularly among poor families and under 5s” and “to improve the general health of the riverine eco-system”: à New Overall Objective: To contribute to improved family health, particularly the under 5s, and to improve the general health of the riverine eco-system. 42 4. How to Develop Logframe? Project Summary Indicators MoV Assumptions Overall Objective To contribute to Incidence of water Municipal hospital improved family borne diseases, skin and clinic records, health, particularly infections and blood including maternal the under 5s, and to disorders caused by and child health improve the general heavy metals, reduced records collected by health of the riverine by 50% by 2025 project teams. eco-system. specifically among low income families living along the river. 43 4. How to Develop Logframe? Project Summary Indicators MoV Assumptions Purpose (/outcome) Concentration of heavy Monthly water quality The pubic Improved quality of metal compounds (Pb, surveys, jointly conducted by awareness river water. Cd, Hg) and untreated the Environmental Protection campaign sewerage reduced by Agency and the River conducted by the 25% (compared to Authority, and reported Local Government levels in 2021) and monthly to the Local impacts positively meets established Government Minister for on families’ national health or Environment sanitation and pollution control hygiene practices. standards by end of 2025. 44 4. How to Develop Logframe? Project Summary Indicators MoV Assumptions Results (/outputs) Volume of waste-water 70% of waste water Annual sample Upstream water directly discharged into produced by factories survey of households quality remains the river system by and 80% of waste and factories stable. households and water produced by conducted by factories reduced. households is treated Municipalities in plants by 2025. between 2021 and 2025. 45 4. How to Develop Logframe? Project Summary Indicators MoV Assumptions Activities 1. Conduct baseline 1. Number of households 1. Report of baseline 1. Households and survey of households and businesses who survey of businesses and businesses received and/or households and respond to the 2. Complete engineering responded to the survey. businesses survey specifications for 2. Consultative Meetings 2. Engineering expanded sewerage conducted with specifications network stakeholders on document 3. Prepare tender engineering 3. Tender documents, documents, tender and specifications. call for tender select contractor to 3. The number of tender announcement, expand the sewerage applications submitted, contract signed with network and the finally rewarded the rewarded contractor. contractor. 46 4. How to Develop Logframe? Project Summary Indicators MoV Assumptions Activities 4. Identify appropriate 4. Discussion forums 4. Findings report on incentives for with factories on the appropriate incentives factories to use clean incentive of using for factories to use technologies clean technologies clean technologies 5. Prepare and deliver 5. Public information 5. Campaign reports public information and campaign on TV, from TV, radio, social awareness program radio, social media media 47  4. How to Develop Logframe? Project 2: “reduced infant and maternal mortality rates” (ITAD, 1999) The objectives marked in Not Selected red are transformed into the Logframe Not Selected Not Selected Not Selected 48 4. How to Develop Logframe? In this example, a new project purpose will be formed from the combination of “rates of infection among babies & infants reduced”, “reduced incidence of acute birth complications”, and “rates of postpartum & neonatal infection reduced”: à New Project Purpose: Health status of pregnant & nursing mothers, infants & babies improved. 49 4. How to Develop Logframe? Project Summary Indicators MoV Assumptions Overall Objective Infant & maternal Mortality rates reduced for National statistics from mortality rates reduced. Under-1s, under-5s & the Ministry of Health pregnant & nursing before starting of the mothers from X to Y by project, at mid-term, 2025 and end project evaluation 50 4. How to Develop Logframe? Project Summary Indicators MoV Assumptions Purpose (/outcome) Incidence of post-partum & Hospital & clinic Incidence of Health status of neonatal infection within records, analyzed infectious pregnant & nursing health centers reduced from at the beginning, diseases in the mothers, infants & X to Y by 2016 mid-term, and the household babies improved. Rates of infectious diseases end of the project reduced. (polio, measles, tetanus) Sample survey of among under-5s reduced target group from X to Y by 2016 conducted & Incidence of acute birth analyzed in years complications reduced from X 1, 3 & 5 to Y by 2016 51 4. How to Develop Logframe? Project Summary Indicators MoV Assumptions Results (/outputs) Number of patients Hospital records, Pregnant & Quality & efficiency of treated increased from analyzed nursing mothers secondary healthcare X to Y by 2016 quarterly able to access improved. Average cost of Client cash to pay for treatment per patient satisfaction treatment reduced from X to Y by survey, 2016 conducted Increased patient annually satisfaction with standards of care 52 4. How to Develop Logframe? Project Summary Indicators MoV Assumptions Activities 1. Design & implement new 1. The new procedures 1. Reports or logs procedures for: that are in place and from the use of Personnel used new procedures management Vehicle & equipment maintenance Drug storage & control Financial control & cost recovery 53 4. How to Develop Logframe? Project Summary Indicators MoV Assumptions Activities 2. Design & implement 2. Number of 2. Training Department of Health staff training program for: training reports; maintains level of funding at Patient care programs attendance pre-project levels in real Hygiene conducted lists terms. maintenance Basic accounting Suitably qualified staff Data collection & willing to work in rural areas analysis 54 Contents 1. Learning Objective 2. What is Logframe? 3. Why Logframe is Important for PFP? 4. How to develop Logframe? 5. Recommended formats and tools for Logframe 6. Exercise 55 5. Recommended formats and tools for Logframe Recommended Formats for Logframe Some organizations, in relation to its size and/or scale of their project or program, use different formats of Logframe. Although the Logframe matrix usually has four columns and four rows, which is already presented in the above sections, the number of columns and rows can be added or removed according to the practical use and necessity of each organization. 56 5. Recommended formats and tools for Logframe Format four columns and three rows: no activity is included In some cases, the Logframe should not include too much detail on activities, otherwise it will become too lengthy and potentially prescriptive. If detailed specification is required, this should be presented separately in a work plan but not all in the Logframe. 57 5. Recommended formats and tools for Logframe Format four columns and three rows: no activity is included Project Summary OVI MoV Assumptions (1) (2) (3) (4) (1) Overall Objective (2) Purpose (3) Results 58 5. Recommended formats and tools for Logframe Format four columns and five rows: include activities and inputs Some organizations add inputs – such as personnel, finance, equipment, infrastructure, and so on – to show what are needed in order to carry out the activities. 59 5. Recommended formats and tools for Logframe Format four columns and five rows: include activities and inputs Project Summary OVI MoV Assumptions (1) (2) (3) (4) (1) Overall Objective (2) Purpose (3) Results (4) Activities (5) Personnel, finance, equipment, infrastructure, and so on. Inputs 60 5. Recommended formats and tools for Logframe Recommended tools for Logframe In brief, the recommended tools are problem tree and objective tree, explained in details with their steps in “How to develop Logframe?” 61 Contents 1. Learning Objective 2. What is Logframe? 3. Why Logframe is Important for PFP? 4. How to develop Logframe? 5. Recommended formats and tools for Logframe 6. Next step 62 6. Next step Group Work on Output 4: Develop a Logframe 63 References AusAID. (2005). The Logical Framework Approach. AusGuideline. Australian Government. DFID. (2011, January). Guidance on using the revised Logical Framework. A DFID Practice Paper: How to Note. Department of International Development. EC. (2004). Aid Delivery Methods: Project Cycle Management Guidelines. European Commission. FundsForNGOs. (2010). What is Logical Framework Analysis (LFA) and why is it important? Funds for NGOs. ITAD. (1999). Project Cycle Management Training Handbook. Information Training and Agricultural Development. LA GRA, J. (1990). Annex 13 - The logical framework. In A Commodity Systems Assessment Methodology for Problem and Project Identification. University of Idaho. Taylor, L., Thin, N., & Sartain, J. (2003). Logical Framework Analysis. Guidance Notes No.4. BOND: Networking for International Development. Team Technologies. (2005). The logframe handbook : a logical framework approach to project cycle management. Washington, DC: World Bank. USAID. (2012). The Logical Framework. Technical Note Number 2. United States Agency for International Development. 64  4. How to Develop Logframe? Summary of the Logframe development process Step 1 Step 2 Step 3 Step 4 Session: Problem Session: Objective Tree Session: Project Session: Logframe Analysis Analysis Strategy and Goal Tool: Logical Framework Tool: Problem Tree Tool: Objective Tree Tool: Objective Tree Matrix Phase: PPI Phase: PFP Phase: PFP Phase: PFP Effects Objectives Objectives Overall Objective Problems which are Objectives which are one Selected objectives: Selected objective: one one or two levels or two level above the one or two level or two level above the above the main main objective. above the main main objective. If problem. objective choosing more than one objectives, combine them into one new overall objective. 66  4. How to Develop Logframe? Summary of the Logframe development process Step 1 Step 2 Step 3 Step 4 Session: Problem Session: Objective Tree Session: Project Session: Logframe Analysis Analysis Strategy and Goal Tool: Logical Framework Tool: Problem Tree Tool: Objective Tree Tool: Objective Tree Matrix Phase: PPI Phase: PFP Phase: PFP Phase: PFP Main Problem Main Objective Main Objective Purpose or Outcome Problem which arrives Objective which arrives Selected one main One main objective. from many causes, from many objectives, objective. roots, and contributes means, and contributes towards the effects, towards other objectives, branches. ends. 67 4. How to Develop Logframe? Summary of the Logframe development process Step 1 Step 2 Step 3 Step 4 Session: Problem Session: Objective Tree Session: Project Session: Logframe Analysis Analysis Strategy and Goal Tool: Logical Tool: Problem Tree Tool: Objective Tree Tool: Objective Tree Framework Matrix Phase: PPI Phase: PFP Phase: PFP Phase: PFP Causes: level 1 Objectives: level 1 Objectives Results or Outputs Problems which are Objectives which are Selected objectives: Selected objectives: one level closer to the one level closer to the one level closer to one level closer to the main problem, or main objective, or direct the main objective, main objective, or direct causes to the objectives to the main or direct objectives direct objectives to the main problem. objective. to the main main objective. objective. 68 4. How to Develop Logframe? Summary of the Logframe development process Step 1 Step 2 Step 3 Step 4 Session: Problem Session: Objective Tree Session: Project Session: Logframe Analysis Analysis Strategy and Goal Tool: Logical Tool: Problem Tree Tool: Objective Tree Tool: Objective Tree Framework Matrix Phase: PPI Phase: PFP Phase: PFP Phase: PFP Causes: level 2 and Objectives: level 2 and Objectives Activities further down further down Problems which are Objectives who are two Selected objectives: Selected objectives: two levels or further levels or further down two levels or further two level or further down from the main from the main down from the main down from the main problem. objective. objective. objective. 69