How to write effective EU project proposals: Introduction to Full application preparation. Application Package for Applicants. Common mistakes. Natasa Gospodjinacki Kiev, 3-4 September 2015

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Seminar on Project Preparation
Logical framework approach: intervention logic, indicators and
sources of verification, assumptions and preconditions
Natasa Gospodjinacki
Kiev, 3-4 September 2015

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Present - Future - - Road model
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Present Future
Path

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OVI
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Intervention Logic

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HANDS-ON PROJECT CYCLE
MANAGEMENT TOOLS
LOGICAL FRAMEWORK APPROACH
Project Cycle Management
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Project Cycle Management
In 1992 the European Commission adopted “Project
Cycle Management” (PCM) as its primary set of
project design and management tools (based on the
Logical Framework Approach)
Guidelines of March 2004 (last version)
http://ec.europa.eu/europeaid/multimedia/publicatio
ns/publications/manuals-tools/t101_en.htm
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Objectives of PCM
PCM aims to ensure that projects are:
 Relevant to the needs of partners and targeted
beneficiaries;
 Feasible – technically, socially, economically;
 Effective and well-managed;
and therefore
 Able to deliver sustainable benefits.
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Why use LFA
The quote from Alice in Wonderland highlights that a walk can be very long,
if we do not know were we are going and which route to follow.
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"Would you tell me, please, which way I ought to walk from here?"
"That depends a good deal on where you want to get to", said the cat.
"I don't care much where…. ", said Alice
"Then it doesn't matter which way you walk", said the cat.
"…..as long as I get somewhere", Alice added, as an explanation.
"Oh, you are sure to do that", said the cat "if only you walk long enough"
from Alice in Wonderland (1865)

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Key points about LFA application
- LFA is an aid to systematic and logical thinking;
- The process is as important as the product – who is involved
and how;
- LFA tools should be applied as part of an interactive
process – not a linear formula;
- The Logframe matrix (the product of the analysis) must be
open to review and revision;
The LFA tools presented in this seminar are not „exclusive‟ –
there are many other complementary tools;
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WHAT IS LOGICAL FRAMEWORK ANALYSIS (LFA)?
A log frame (also known as a Project Framework) is a tool for planning and
managing development projects. It looks like a table (or framework) and aims
to present information about the key components of a project in a clear,
concise, logical and systematic way.
A log frame summarises, in a standard format:
• What the project is going to achieve?
• What activities will be carried out to achieve its outputs and purpose?
• What resources (inputs) are required?
• What are the potential problems which could affect the success of the
project?
• How the progress and ultimate success of the project will be measured and
verified?
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WHY USE LFA?
Because most donors prefer it?
LFA can be a useful tool, both in the
planning, monitoring and evaluation
management of development projects.
It is not the only planning tool, and should
not be considered an end in itself, but
using it encourages the discipline of clear
and specific thinking about what the project
aims to do and highlighting those aspects
upon which success depends.
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The LFA is a way of
describing a project in a
logical way so that it is:
• Well designed.
• Described objectively.
• Can be evaluated.
• Clearly structured.

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WHY USE LFA?
LFA also provides a handy summary to inform project staff,
donors, beneficiaries and other stakeholders, which can be
referred to throughout the lifecycle of the project. LFA should
not be set in concrete.
As the project circumstances change it will probably need to
reflect these changes but everyone involved will have to be
kept informed.
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What is so intimidating about using LFA?
Perhaps because we are very conscious of the complexity of
development projects, we find it hard to believe that they can
be reduced to one or two sides of A4.
Remember that the log frame isn't intended to show every
detail of the project, nor to limit the scope of the project.
It is simply a convenient, logical summary of the key
factors of the project.
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WHO SHOULD BE INVOLVED?
If used correctly as a planning tool, LFA ought to be developed
first by, or working closely with the person most closely involved
in project implementation who will most likely be your project co-
ordinator or partner organisation.
The project detail can be more easily developed from the log
frame than the other way round.
If the log frame has to be written, adapted or changed, it is
important to feed the detail back to fieldworkers, partners and
other relevant stakeholders. The input to a log frame should be a
team effort, as much as possible.
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Logical Framework
OVI
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NOW, WHERE DO I NEED TO START?
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1. Stakeholder analysis
2. Problem analysis
3. Objective analysis
4. Decision on the scope for
the project
5. Develop intervention logic
6. Analysing risks and
assumptions
7. Defining progress indicators
8. Developing a budget and
schedule activities
Analysis
Planning

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What is problem analysis?
(EC PCM Guidelines art. 5.2.3)
Problem analysis identifies the negative aspects of
an existing situation and establishes the „cause and
effect‟ relationships between the identified problems.
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What is problem analysis?
(EC PCM Guidelines art. 5.2.3)
Once complete, the problem tree represents a
summary picture of the existing negative situation.
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Steps in the problem analysis
1. Definition of the framework and subject of
analysis;
2. Identification of the major problems faced by
target groups and beneficiaries (What is/are the
problem/s? Whose problems?); and
3. Visualization of the problems in form of a
diagram, called a “problem tree” or “hierarchy
of problems” to help analyse and clarify cause–
effect relationships.
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How to formulate the problems
• Real existing problems;
• Explain jargon and abbreviations;
• No broad terminology – e.g. “infrastructure”;
• Beware of the interpretation (“government is
lazy”);
• Beware of absence of solution (there is no
money, lack of population…);
• Respect opinion of others.
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Example of problem tree
Riverine ecosystem under
serious threat, including
declining fish stocks
Problem analysis – river pollution
Catch and income of
fishing families in decline
High incidence of
water borne diseases
and illnesses,
particularly among
poor families and
under 5s
River water quality
is deteriorating
High levels of solid
waste dumped into
river
Most households and
factories discharge
wastewater directly
into the river
Wastewater treated
in plants does not
meet environmental
standards
Polluters are not
controlled
Environment
Protection Agency
ineffective and
closely aligned with
industry interests
Population not aware
of the danger of
waste dumping
No public
information/education
programs available
Existing legal
regulations are
inadequate to prevent
direct discharge of
wastewater
Pollution has been a
low political priority
40% of households
and 20% of
businesses not
connected to
sewerage network
Inadequate levels of capital
investment and poor business
planning within Local Government
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Cause
Effecta
Link

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Exercise 5: Group discussion
 Share your project ideas with your group (max 10
min);
 Decide which case you will use;
 Talk about problems linked to the project idea and
write problems on cards (max 15 cards)
 Place them on the board
 Build on paper/wall correlation between cause
and effect
 Define links between them
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Why to analyse like this?
 Problems are defined and understandable by all
partners;
 The link between cause and effect between the
problems;
 This is the base for the analysis of objectives and
later it will be helpful in deciding where to
concentrate the project intervention.
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Analysis of objectives
Analysis of objectives is a methodological approach
employed to:
• Describe the situation in the future once identified
problems have been remedied;
• Verify the hierarchy of objectives; and
• Illustrate the means-ends relationships in a
diagram.
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Analysis of objectives
• The „negative situations‟ of the problem tree are
converted into solutions, expressed as „positive
achievements‟.
• For example, „river water quality is deteriorating‟
is converted into „quality of river water is
improved‟.
• This diagram aims to provide a clear overview of
the desired future situation.
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Example of objective tree
Objective tree – river pollution
Catch and income of
fishing families is
stabilised or increased
Threat to the riverine
ecosystem is reduced, and
fish stocks are increased
Incidence of water
borne diseases and
illnesses is reduced,
particularly among
poor families and
under 5s
River water quality is
improved
The quantity of solid
waste dumped into
the river is reduced
No. of households and
factories discharging
wastewater directly into the
river is reduced
Wastewater
treatment meets
environmental
standards
Polluters are
effectively controlled
Environment
Protection Agency is
effective and more
responsive to a broad
range of stakeholder
interests
Population more
aware of the danger
of waste dumping
Public
information/education
programs established
New legal regulations
are established which
are effective in
preventing direct
discharge of wastewater
Pollution
management is given
a higher political
priority
Increased % of
households and
businesses are
connected to
sewerage network
Increased
capital
investment
Improved business planning
within Local Government is
established, including cost
recovery mechanisms
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Means
Objective
Link

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Analysis of strategy
• Identify clusters/group of objectives;
• Chose the frame of project intervention.
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Analysis of strategy
Overall
Objective
Project
Purpose
Results
Activities
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Analysis of strategy
Key criteria for strategy selection could include:
• Expected contribution to key policy objectives,
such as poverty reduction or economic integration;
• Benefits to target groups – including women and
men, young and old, disabled and able, etc.
• Complementarity with other ongoing or planned
programmes or projects.
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Steps in formulation of intervention logic
• Define Project Purpose – so it points to central
problem;
• Define Overall Objective to which Project Purpose
is contributing;
• Which Results are needed to achieve Project
Purpose?
• What do project and its stakeholders need to do in
order to achieve the Results?
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Reminder:
Criteria for scoping
 Urgency of the problem(s)
 Capacity of the organisation/partner to implement
 Available expertise
 Eligibility of the area of action
 Program objectives (measures)
 Amount of money available

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Intervention logic
Overall
Objective
Activities
Results
Project
Purpose
Importance of the project for the society.
We are looking at the perspective of final
beneficiaries.
What activities will be carried out in order to
achieve the results.
Why does our target group need the project.
Central problem.
What tangible output will be achieved with the
project (products, services).
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Overall
Objectives
(Overall) Goal, Impact,
Long term objectives
Purpose Project Objective, Project Aim,
Medium Term Objective, Outcome
Intermediate Results, Short termResults
Objective, Specific objectives,
Products, Services
LFA Meaning Other terms used
Activities Activities
Terminology
Change
Benefits
Output
Action

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Example: Objective tree and referential numbers
Intervention logic
...

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Intervention logic
 From bottom up, you read:
 IF means are assured (Inputs), it is possible to
implement activities;
 IF activities are implemented (Activities), it is
possible to achieve results;
 IF results (Results) are achieved, we will also reach
the Purpose of the project;
 IF Purpose is reached the project will contribute to
Overall Objective.
 This logic is supported by Assumptions.

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LOGFRAME -example
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Intervention Objectively verifiable Sources and means of Assumptions
logic indicators of achievement verification
Overall What are the overall broader What are the key indicators related What are the sources of
objectives objectives to which the action to the overall objectives? information for these indicators?
will contribute?
Specific What specific objective is the Which indicators clearly show What are the sources of Which factors and conditions outside
objective action intended to achieve to that the objective of the information that exist or can be the Beneficiary's responsibility
contribute to the overall objectives? action has been achieved?
collected? What are the
methods are necessary to achieve that
required to get this information? objective? (external conditions)
Which risks should be taken
into consideration?
Expected The results are the outputs envisaged to What are the indicators to measure What are the sources of What external conditions must be met
results achieve the specific objective. whether and to what extent the information for these indicators?to obtain the expected results
What are the expected results? action achieves the expected on schedule?
(enumerate them) results?
Activities What are the key activities to be carried out Means: What are the sources of What pre-conditions are required before
and in what sequence in order to produce What are the means required to information about action the action starts?
the expected results? implement these activities, e. g. progress? What conditions outside the Beneficiary's
(group the activities by result) personnel, equipment, training, Costs direct control have to be met
studies, supplies, operational What are the action costs? for the implementation of the planned
facilities, etc. How are they classified? activities?
(breakdown in the Budget
for the Action)

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OBJECTIVELY VERIFIABLE INDICATORS
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Programme and Project Indicators
The quest is not only to achieve goals indicated in
any given project, but also to show how the
implementation of the project is contributing to
achievement to the programme purpose.
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Definition of indicators
European Commission defines indicator as:
“description of project targets in a sense of quality, quantity,
target group, time and place”
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Quantitative and qualitative indicators
Quantitative indicators
 Measurable change
 Number
 Frequency
 Exchange
 Deviation
Qualitative indicators
 Attitude
 Behaviour
 Skills
 Perception
 Quality of life
 Level of understanding
 Level of improvement
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SMART (Indicators)
Specific Simple and significant
Measurable Quantitative or Qualitative
Available Within reasonable cost
Relevant In line with the needs
Time bound Within certain period of time
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Indicators
As you work down each step of your objectives, think:
• How the outputs and activities can be measured.
• What indicators can be used to measure achievement
against?
• What information will be needed, and how it can be
gathered?
• What problems, obstacles or barriers might arise to
prevent the project from progressing as planned?
• How can their impact be minimised?
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Objectively Verifiable Indicators (OVIs)
 What (Object of Change)?
 Who is Concerned?
 How? - Present and Future
Value
 When will change take
place?
 Where will the change take
place?
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 Variable + Quantity
 Target Group + Quantity
 Baseline & Targets
 Timeframe
 Place

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Levels of Indicators
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Activities Action 1 training conducted
Results Output 20 entrepreneurs trained
Project Effect After 3 months
Purpose (reaction) 15 entrepreneurs
keep books of accounts
Overall Impact After 6 months
Objective (change) 10 entrepreneurs
have increased their net
profit with at least 10 %

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Indicators - Example
Result: Improved recreational infrastructure of cycling
lanes:
 Indicator (specific):
 15km of renewed lanes (measurable)
 ... Leading from point A to point B (location – relevant)
 ... Until month x of year xxxx (time bound)
Importantly, indicator is available: possible to simply check
it from the project reports and those of construction
company (additionally pictures can be used).
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SOURCES OF VERIFICATION
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Logical Framework
OVI
Overall
Objective
Project
Purpose
Results
Costs
Preconditions
SOV Assumptions
Activities Means
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Sources of Verification
 Internal
 External
They have to be:
 Available (Is the information available from existing
sources (statistics, records, etc.)?
 Reliable ( Is the information reliable and up-to-date)?
 Cost effective (Do the benefits justify the costs)?
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Sources of Verification
 The source of verification (SOV), also called means of
verification, should be considered and specified at the
same time as the formulation of indicators.
 This will help to test whether or not the indicators can be
realistically measured at the expense of a reasonable
amount of time, money and effort.
 Indicators for which we cannot identify suitable means
of verification must be replaced by other, verifiable
indicators.
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Sources of Verification
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The source of verification should specify:
What information to be made available, (e.g from administrative records,
special studies, sample surveys, observation, etc.)
Where, in what form the information/documented source should be collected
(e.g. progress reports, project accounts, official statistical documents,
engineering completion certificates etc.)
Who should collect/provide the information (e.g. field extension workers,
contracted survey teams, the district health office, the project management
team)
When/how regularly it should be provided. (e.g. monthly, quarterly, annually,
etc.)

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ASSUMPITIONS
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Logical Framework
OVI
Overall
Objective
Project
Purpose
Results
Costs
Preconditions
SOV Assumptions
Activities Means
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Definition - Assumptions
• Assumptions are external factors that have the
potential to influence (or even determine) the
success of a project, but lie outside the direct
control of project managers.
• They are the answer to the question: “What external
factors may impact on project implementation and
the long-term sustainability of benefits, but are
outside project management‟s control?”
• The assumptions are part of the vertical logic in
the logframe.
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Definition - Preconditions
Precondition is an external factor that has to be
achieved in order for having sense in commencing
the project.
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External Factors
Preconditions
Logika Intervencije Predpostavke
Activities
Results
Assumptions
Project Purpose
Assumptions
Overall Objective(s)
Assumptions
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Predpostavke
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Identify assumptions at each level in the matrix up to the development
objective level upon the following logic:
once the Activities have been carried out, and if the Assumptions at
this level hold true, results will be achieved;
once these Results and the Assumptions at this level are fulfilled,
the Project Purpose will be achieved; and
once the Purpose has been achieved and the Assumptions at this
level are fulfilled, contribution to the achievement of the Overall
Objectives will have been made by the project.
Make sure that the assumptions are described in such operational
detail (with indicators if possible) that they can be monitored.

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Assessment of external factors
Predpostavke
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The probability of these assumptions holding true needs to be
further analysed to help assess the project‟s „feasibility‟
(probability of success). The probability and significance of
assumptions being met is thus part of assessing how „risky‟ the
project is. Some assumptions will be critical to project success,
and others of marginal importance.
Go through the list of assumptions one by one at each level of
the matrix and check its importance and probability, as shown in
the decision making flowchart shown in Figure below.

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Assessment of external factors
Is the external factor important?
Yes No
Do not include in the logframe matrix
Is it probable for it to be
achieved?
(e.g. through another project)
Almost certainly
Probably
Not likely
Do not include in the logframe matrix
Include in the matrix as an assumption
Yes
Redesign the project
Add activities, change results,
modify the purpose
No
Assumption is a “killer” assumption.
Technically speaking the project is not feasible.
Is it possible to redesign the project so not to
be influenced by the external factor?
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 Assumptions which are either very likely to occur or not very
important for the outcome of the project should be deleted.
 If an assumption is determined as being both very important for the
outcome but not likely to occur, then it is a killing factor. If killing
factors are found, the project must either be changed to avoid these
factors, or the project must be abandoned.
 Once the assumptions have been analysed and tested, and assuming
the project is still considered „feasible‟, the only assumptions that
should remain in the Logframe matrix are those which are likely to
hold true, but which nevertheless need to be carefully monitored during
project implementation. They then become part of the project‟s
monitoring and risk management plan.

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Assumptions, Risks and Preconditions
 Risks:
 Insufficient number of
bidders
 Works will be late due to
bad weather conditions
 Assumptions:
 Sufficient number of
bidders will apply
 Weather conditions will
allow for timely
implementation of works
 Precondition:
 Obtaining permits to commence works
 Law regulating health protection on force by xx/yy/zzzz
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Checking the project design - TARGET GROUPS
Budget
A basic principle in all development projects is that they should be designed to
satisfy the needs of people, not the internal needs of institutions.
Once the project is designed, ensure that the target groups are :
1. Specified in the indicators column at the level of development objective,
immediate objective and output.
2. Precisely defined. If this is not possible, the composition of the target group can be
narrowed down e.g. according to one or more of the following criteria: (a) Geographical area,
where the majority of the population belongs to the target group, b) Field of activity (e.g. fishing
families and industries, health professionals, doctors, stock breeder, cattle farmer), c) Economic
situation, living conditions, d) Needs, access to social services (health, education, etc.), e) Gender
and age, f) Class, caste, ethnicity, social status, etc.
3. Specified at the right project level. There may be different target groups at different
levels in the project cycle management.

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Checking the project design - OVERALL OBJECTIVE
Budget
The overall objective is the main goal that the project is meant to contribute to in
the long run.
Once the Goal has been formulated, ensure that:
1. It is consistent with the development policy of the partner country
2. It is consistent with the donor's policy guidelines for development aid
3. It represents a sufficient justification for the project
4. It is not too ambitious. (i.e. achieving the purpose will significantly contribute to the
fulfilment of the goal)
5. The target groups are explicitly defined
6. It is expressed as a desired end, not as a means (a process)
7. It is expressed in verifiable terms
8. It does not contain two or more objectives which are causally linked (means-ends)

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Checking the project design - PURPOSE
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The purpose sets out the operational purpose, i.e. the situation that is expected
to prevail as a consequence of the project. The purpose is the anticipated
achievement of the project, outside the project's direct control.
Once the purpose has been defined, ensure that:
1. It consists of one single objective
2. The target groups of the project are specified
3. It can be expected to contribute significantly to the fulfilment of the goal
4. It is realistic, i.e. it is likely to occur once the project outputs have been produced
5. It is outside the immediate control of the project itself
6. It is formulated as a desired state, not a process
7. It is precisely and verifiably defined

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Checking the project design - RESULT
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The results are the outputs that can be guaranteed by the project as a
consequence of its activities.
Once the outputs have been identified, ensure that :
1. All essential outputs necessary for achieving the purpose are included
2. Only the outputs which can be guaranteed by the project are included
3. Each output can be seen as a necessary means to achieve the purpose
4. All outputs are feasible within the resources available
5. The outputs are precisely and verifiably defined

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Checking the project design - ACTIVITIES
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An activity is an action which is necessary to transform given inputs into planned
outputs within a specified period of time.
Once activities are describes, ensure that
1. All essential activities necessary to produce the anticipated outputs are included.
2. All activities contribute directly to the output level above
3. Only those activities to be performed by the project are included
4. Activities are stated in terms of actions being undertaken rather than completed
outputs
5. The time available for each activity is realistic
6. The activities are appropriate to the situation in the partner country, in terms
of institutions, ecology, technology, culture, etc.

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Checking the project design - INPUTS – RESOURCES
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The inputs are the resources, the "raw materials" of a project necessary to
produce the intended outputs.
Once inputs are described, ensure that
1. The inputs can be related directly to the specified activities
2. The inputs are necessary and sufficient conditions to undertake the planned activities
3. The level of detail is adequate but limited to comprehensibility
4. The inputs are precisely and verifiably defined (quantity, quality, cost)
5. The resources are appropriate for the situation in the partner country, in terms of
organization, gender, culture, technology, environment, etc.

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Checking the project design - ASSUMPTIONS
Budget
Assumptions are the events, conditions or decisions which are necessary for the
project success, but which are largely or completely beyond the control of
project management (external factors).
Once assumptions have been formulated, ensure that
1. They are formulated as desirable, positive conditions
2. They are linked to the correct project level
3. Assumptions which are not important are not included
4. Assumptions which are very likely to occur are not included
5. If there are assumptions which are both important and unlikely to occur (killing
factors) the project should either be redesigned to avoid them - or abandoned
6. The remaining assumptions are precisely and verifiably defined

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Checking the project design - INDICATORS
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In the context of LFA, an indicator defines the performance standard to be
reached in order to achieve the objective.
Once indicators have been specified, ensure that
1. They are specific in terms of quantity, quality, time, location and target group
2. The means of verification is available (statistics, observation, records)
3. If not, check that the information can be generated at reasonable cost
4. It is relevant as a measurement of the achievement of objectives
5. The means of verification is reliable and up-to-date
6. The collection, preparation and storage of information is an activity within the project
and the necessary inputs for it are specified in the PM