A logical framework, or logframe, is a tool used to plan and manage projects. It presents the key components of a project in a matrix format including goals, objectives, activities, outputs, outcomes, and impacts. It also defines indicators for measuring success, identifies assumptions that could impact the project, and outlines risks. Developing a logical framework helps ensure a common understanding of the project among stakeholders and establishes a basis for evaluation and learning.

1. INDICATORS

2. LOGICAL
FRAMEWORK

3. WHAT IS A
LOGICAL
FRAMEWORK?
It is a document that gives an
overview of the objectives,
activities and resources of a
project.

4. WHAT IS A
LOGICAL
FRAMEWORK
APPROACH?
It is an analytical, presentational and management
tool which can help planners and managers to:
 Analyze the existing situation during project
preparation;
 Establish a logical hierarchy of means by which
objectives will be reached;
 Identify potential risks;
 Establish how outputs and outcomes might best be
monitored and evaluated; and
 Present a summary of the project in a standard
format.

5. KEY
FEATURES
OF THE
LOGFRAME
 Defines a hierarchy of aims, thereby
developing a common understanding of
program/project expectations;
 Defines indicators of success and establishes
criteria for monitoring and evaluation;
 Defines critical assumptions on which the
program/project is based; and
 Identifies the means of verifying
program/project accomplishments.

6. Narrative
Summary
Objectively Verifiable
Indicators (OVI)
Means of Verification
Risks and
Assumptions
Impact
Outcomes
Outputs
Inputs
GOALS
ACTIVITIES
HOW PROGRESS
IS MEASURED
RISKS

7. THE
NARRATIVE
SUMMARY
The narrative
summary describes
the activities that
the project will do
and the effects that
those activities are
expected to have.

8. THE
VERTICAL
LOGIC
Project:
To bemore
confident

9. THE
VERTICAL
LOGIC
Define the overall Goal
Step
1
Define Activities
Define Outcomes
Step
2
Step
3 It is important to note that there are
some things that you hope your project
will do, but that are not totally under
your control. These are not outputs. We
call these outcomes.

10. Narrative
Summary
Impact
Outcomes
Outputs
Inputs IF
IF
THEN
IF
THEN
THEN
AND
AND
AND
IF/THEN STATEMENTS

12. Narrative
Summary
Objectively Verifiable
Indicators (OVI)
Means of Verification
Risks and
Assumptions
Impact
Outcomes
Outputs
Inputs
GOALS
ACTIVITIES
HOW PROGRESS
IS MEASURED
RISKS

13. THE
HORIZONTAL
LOGIC
A row in the matrix presents
(from left to right):
• How the achievement will be measured or
verified
• From where and how this information will be
obtained
• The external factors that could prevent the
project from achieving the next level
objective.

14. Narrative
Summary
Objectively Verifiable
Indicators (OVI)
Means of Verification Risks and Assumptions
Goal (Measurement of impact
achievement)
(Sources of information;
methods used)
(Risks and/or assumptions
affecting Outcome-Impact
Linkage)
Outcomes (End of project status) (Sources of information;
methods used)
(Risks and/or assumptions
affecting Output-Outcome
Linkage)
Outputs (magnitude of outputs) (Sources of information;
methods used)
(Risks and/or assumptions
affecting Inputs-Outputs
Linkage)
Inputs (nature and level of
resources necessary,
planned and actual cost
and implementation
period)
(Sources of information;
methods used)
(Initial risks and/or
assumptions about the
project)

15. WHAT ARE THE
RISKS AND
ASSUMPTIONS?
Risks are the things outside of
your control that might disrupt
your plan.
Assumptions are your biases: the
things that you believe without
much evidence.

16. WHAT ARE THE
RISKS AND
ASSUMPTIONS?
IF you exercise every day,
THEN you will burn calories.
Does it matter what type of exercise you
choose?
Does exercise make everyone burn
calories?
Are you exercising enough to burn
calories?

17. INDICATORS
Quantitative, qualitative and time-
bound measures that provide evidence
of the extent to which the aims have
been met at the four levels of the
hierarchy.
Help refine and clarify aims
Indicate how to recognize success at
each level
Facilitate monitoring and give the signal
to take remedial actions if needed

18. CHARACTERISTICS
OF THE
INDICATORS
Must be valid, reliable, precise, cost-
effective and stated independently
between levels
Should provide a clear statement of
how the project target group will
benefit from the realization of outputs

19. CHARACTERISTICS
OF THE
INDICATORS
Should be specific in terms of:
Quality – what?
Quantity – how much?
Time – when? How long?
Target Group – who?
Place – where?

20. INDICATORS
 The number of days you exercise
 Amount of calories burn during
exercise

21. DEVELOPING
INDICATORS

22. TIPS FOR
CHOOSING
INDICATORS

23. TIPS FOR
CHOOSING
INDICATORS
TIP 1: EACH INDICATOR
SHOULD MEASURE ONLY
ONE THING
Number of days you exercised and
amount of calories burned
Number of days you exercised
Amount of calories burned

24. TIPS FOR
CHOOSING
INDICATORS
TIP 2: MIX MONITORING AND
EVALUATION INDICATORS

25. Narrative
Summary
Objectively
Verifiable
Indicators (OVI)
Means of
Verification
Risks and
Assumptions
Impact
Outcomes
Outputs
Inputs

27. TIPS FOR
CHOOSING
INDICATORS
TIP 3: INCLUDE A MIX OF
QUANTITATIVE AND
QUALITATIVE INDICATORS
QUANTITATIVE INDICATORS
MEASURE NUMBERS
QUALITATIVE INDICATORS
MEASURE WHAT PEOPLE
THINK, FEEL OR BELIEVE

28. TIPS FOR
CHOOSING
INDICATORS
TIP 4: RESEARCH THE
INDICATORS THAT OTHER
PROJECTS USE

29. CRITERIA FOR
STRONG
INDICATORS

30. CRITERIA
FOR
STRONG
INDICATORS
OBJECTIVE Is there only one way that this
indicator could be interpreted?
DIRECT Does this indicator measure the input,
output, outcome or impact itself?
PRACTICAL Will this be affordable and easy to
measure?
ADEQUATE Are there enough indicators to
measure success?
USEFUL FOR
MANAGEMENT
Will this indicator help your team make
good decisions?
ATTRIBUTABLE If this indicator changes, will we know
that the project caused the change?
DISAGGREGATED Is the data going to be separated into
categories?

31. MEANS OF
VERIFICATION
Means of Verification (MoV) are the
tools that decide how you will measure
progress. These tools could be surveys or
record sheets of calorie count

32. MEANS OF
VERIFICATION
MoVs and Indicators form the basis of
the monitoring system. In practice, MoVs
can only be defined provisionally. They
are revised as the monitoring system is
elaborated.

33. HOW TO
DETERMINE
MOVs
STEP 1: Are MOVs obtainable from
already existing and accessible sources
e.g. statistics, reports, and observations?
How reliable are these sources/data?
STEP 2: Assess if gathering of special data
required?

34. HOW TO
DETERMINE
MOVs

35. WHAT ARE THE
RISKS AND
ASSUMPTIONS?
These are external factors – preconditions or
important events, conditions or decisions
outside the control of the project
management which …
Must prevail on the goal
Are necessary for the achievement of its
outcome
Are necessary for the production of outputs
Are necessary for the start of the project

36. TARGETS
AND
RESULTS
TARGETS
These are the numbers or
percentages that we would like
to reach and the dates by
which we would like to reach
them.
 exercise will be 3 days per week
 1,500 amount of kcal will be reduced weekly

37. TARGETS
1. Targets can express quantity,
quality or efficiency
2. Set your final targets first
3. Targets can sometimes be
adjusted
4. Targets should be ambitious but
realistic

38. SETTING
TARGETS
1. Historical Trends
2. Expert opinion
3. Research findings or
previous projects
4. Stakeholder expectation
5. Project budget

39. RESULTS
These are the numbers or
percentages that we have
already achieved.
 Exercised in 4 days for the 1st week of January
 Lost 1,356 kcal in 4 days

40. ?
Did we
reach our
objective
based on
our targets
and results?

41. Like the Logical Framework, another
approach called Theory of Change,
is another increasingly popular
approach. Both of them have the
same general purpose – to describe
how your program will lead to results,
and to help you think critically about
this.

42. THEORY OF CHANGE

43. Theory of Change
- a comprehensive description
and illustration of how and why
a desired change is expected
to happen in a particular
context.

44. Outcomes Framework
- provides the basis for identifying
what type of activity or
intervention will lead to the
outcomes identified as
preconditions for achieving the
long-term goal.

45. The steps to create a TOC are:
1. Identify a long term goal.
2. Conduct "backwards mapping" to
identify the preconditions necessary
to achieve that goal.

46. 3. Identify the interventions that the
initiative will perform to create these
preconditions (outcomes). In other
words, this is completing the
Outcomes Framework.

47. 4. Develop indicators for each
precondition (outcome) that will be
used to assess the performance of
the interventions.

48. 5. Write a narrative that can be used
to summarize the various moving
parts in the TOC.

49. DIFFERENCE OF
THEORY OF
CHANGE AND
LOGICAL
FRAMEWORK

50. Theory of Change Logical Framework
 Gives the big picture
 Shows all the different pathways that might
lead to change
 Could be used to complete the sentence “if
we do X then Y will change because…”.
 Is presented as a diagram with narrative text
 The diagram is flexible and doesn’t have a
particular format
 Describes why you think one box will lead to
another boxIs mainly used as a tool for
program design and evaluation.
 Gives a detailed description of the program
 Could be used to complete the
sentence “we plan to do X which will give Y
result”
 Is normally shown as a matrix, called a
logframe
 Is linear, which means that all activities lead
to outputs which lead to outcomes and the
goal
 Includes space for risks and assumptions

51. ACTIVITY
MEMORY TEST

52. THANK YOU!