The Logical Framework Approach is a project design methodology used to outline the key elements of a project in a four-by-four table format. The rows describe project activities, outputs, purpose, and goal. The columns provide a narrative description, objectively verifiable indicators, means of verification, and assumptions. The approach presents the causal relationships between inputs, outputs, and outcomes and helps identify the critical assumptions needed for the project's success.

1. The Logical Framework Approach
The Logical Framework Approach is a project
design methodology which takes the form of a
four x four project table.

2. The Logical Framework Approach
The four rows are used to describe four
different types of events that take
place as a project is implemented:
• The project Activities,
• The project Outputs,
• The project Purpose and
• The project Goal

3. LOGICAL FRAMEWORK MATRIX
Narrative
Summary
Verifiable
Indicators
(OVI)
Means of
Verification
(MOV)
Important
Assumptions
GOAL
PURPOSE
OUTPUTS
ACTIVITIES Inputs

4. LOGICAL FRAMEWORK MATRIX

5. LOGICAL FRAMEWORK MATRIX
The four columns provide different types of
information about the events in each row.
• The first column is used to provide a Narrative
description of the event (design summary)
• The second column lists one or more Objectively
Verifiable Indicators (OVIs) of these events taking
place. (the performance target)
• The third column describes the Means of
Verification (MoV) where information will be
available on the OVIs, (monitoring mechanism)
and

6. LOGICAL FRAMEWORK MATRIX
• the fourth column lists the Assumptions & risks)
Assumptions are external factors that it is believed
could influence (positively or negatively) the events
described in the narrative column.
The list of assumptions should include those factors that
potentially impact on the success of the project, but
which cannot be directly controlled by the project or
program managers. In some cases these may include
what could be killer assumptions, which if proved
wrong will have major negative consequences for the
project.

7. LOGICAL FRAMEWORK MATRIX
The core of the Logical Framework is the
"temporal logic model" that runs through the
matrix.
This takes the form of a series of connected
propositions:

8. LOGICAL FRAMEWORK MATRIX
The inputs are expected to result in the outputs,
which in turn are expected to achieve the
immediate objective (sometimes called the
purpose) of the project which contributes to
the longer term objectives (sometimes called
the goals of the project.)

9. LOGICAL FRAMEWORK MATRIX
• If these Activities are implemented, and these
Assumptions hold, then these Outputs will be
delivered
• If these Outputs are delivered, and these
Assumptions hold, then this Purpose will be
achieved.
• If this Purpose is achieved, and these
Assumptions hold, then this Goal will be
achieved.

10. LOGICAL FRAMEWORK MATRIX

11. Core concepts underlying the logical framework are
summarized as follows:
• The logical framework presents the key elements of a
development intervention and their interrelationships. The
intervention is usually termed a project or a program.
• The framework clearly identifies the impacts or objectives the
project or program will achieve. It also allocates measurable
and/or tangible performance targets to them.
• The framework also clearly identifies the inputs and outputs
the project or program will deliver to enable achievement of
the proposed objectives.

12. Thus, the framework presents a cause and
effect matrix where inputs lead to outputs
and outputs lead to immediate objectives,
which in turn lead to longer-term objectives.

14. CORE CONCEPT OF LOGFRAME MATRIX: MEANS
AND END LOGIC
The main concept underlying the Logical
Framework is means and end. The better the
means and end linkages between each level of
aims, the better the programme design.
• By definition, each programme has a “if-then”
or “means-and-end” logic embedded in it. If
we produce certain results under certain
conditions, then we can expect to achieve
certain other outcomes.

15. LFM
The first column in LFM shows Activity Description
Goal or Impact – The long term development
impact (policy goal) that the activity contributes
at a national or sectoral level

16. OBJECTIVELY VERIFIABLE INDICATORS (OVI)
Within the LFM it is important to think of the
indicators of the success of the project.
These are called OBJECTIVELY VERIFIABLE INDICATORS
(OVI) (performance targets)
• The quantitative, qualitative, and time-bound
measures that constitute evidence of the
extent to which the aims have been met at
the four levels of the hierarchy. They Indicate
how to recognize success at each level of aim

17. OBJECTIVELY VERIFIABLE INDICATORS (OVI)
• Indicators must be valid, reliable, precise, cost-
effective and stated independently from other levels.
• Indicators should make clear how the target group will
benefit from the realisation of outputs.
• Indicators should be specific in terms of:
– Quality (what?) - Q
– Quantity (how much?) - Q
– Time (when, how long?) - T
– Target Group (who?) - T
– Place (where?) - P

18. Means of verification-
It is also important to have Means of verification-
( monitoring mechanism)
The specific sources from which the status of each
of the indicators can be ascertained
Sources of information on the Goal indicator(s) –
including who will collect it and how often

19. Assumptions
Assumptions and risks:
• The "Assumptions" column is of great importance
in clarifying the extent to which project/program
objectives depend on external factors,
• Assumptions and risks are external conditions
that are outside the control of the programme.
The achievement of aims depends on whether or
not assumptions hold true and the risks do not
materialize.

20. Assumptions
• When working on a programme, we make
assumptions about the degree of uncertainty
between different levels of aims.
• The lower the uncertainty that certain
assumptions will hold true, the stronger the
programme design.
The failing assumptions can derail a programme
as often as poorly executed outputs.

21. Assumptions
• Log frame demands that all hypotheses,
assumptions and risks relevant to a
programme are made explicit.

22. Assumptions
• By implication, this then further demands that
the appropriate action is considered (and if
necessary taken) before problems materialize.
– How important are the assumptions
– How big are the risks
– Should the programme be redesigned?
– Should elements of the proposed programme be
abandoned?

23. SWOT ANALYSIS
• Strengths,
• Weaknesses,
• Opportunities and
• Threats

24. SWOT ANALYSIS
Definition:
Strengths, Weaknesses, Opportunities and
Threats (SWOT) Analysis is a business or
project management tool used to evaluate an
organization’s strength’s, weaknesses,
opportunities, and threats.

25. SWOT ANALYSIS
• The tool is used to produce a model that
can serve to provide direction in the
development, formulation, and
assessment of project management
plans.

26. SWOT ANALYSIS
• Strengths: characteristics of the business, or
project team that give it an advantage over
others
• Weaknesses (or Limitations): are characteristics
that place the team at a disadvantage relative to
others
• Opportunities: external chances to improve
performance (e.g. make greater profits) in the
environment
• Threats: external elements in the environment
that could cause trouble for the business or
project

27. SWOT ANALYSIS
• Strengths, Weaknesses, Opportunities
and Threats (SWOT) Analysis can also
identify potential obstacles to success, as
well as flaws in the plan that must be
addressed, controlled, or eliminated if
the desired results are to be achieved.

28. SWOT ANALYSIS
• In order for the Strengths, Weaknesses,
Opportunities and Threats (SWOT) Analysis to
be effective, project management must do
more than simply identify the strengths,
weaknesses, opportunities, and threats
involved.

29. SWOT ANALYSIS
• Risk management demands that it is
necessary to avoid, eliminate, or at the very
least, minimize identified weaknesses and
threats.
Weaknesses should be closely scrutinized in
order to determine whether or not it is
possible to convert them into assets.

30. SWOT ANALYSIS
• Similarly, threats should be closely examined
for the opportunity of building strength in
areas where they stood, once they have been
eliminated.
Strengths and opportunities should be closely
studied as well in order to maximize their
effectiveness.

31. SWOT ANALYSIS
• Project management would be well
advised to take advantage of this simple,
cost effective management tool and to
make it a fundamental step in the
planning process.

32. Cost–benefit analysis

33. Cost–benefit analysis
Cost-benefit analysis:
Benefits (direct + indirect)/Costs
A process by which business/programmes decisions
are analyzed.
The benefits of a given situation or business-related
action are summed and then the costs associated
with taking that action are subtracted.

34. Cost–benefit analysis
• Cost–benefit analysis (CBA), sometimes called
benefit–cost analysis (BCA), is a systematic
process for calculating and comparing benefits
and costs of a project, decision or government
policy (hereafter, "project"). CBA has two
purposes:

35. Cost–benefit analysis
1. To determine if it is a sound
investment/decision (justification/feasibility),
2. To provide a basis for comparing projects. It
involves comparing the total expected cost of
each option against the total expected
benefits, to see whether the benefits
outweigh the costs, and by how much.

36. Cost–benefit analysis
• In CBA, benefits and costs are expressed in
money terms, and are adjusted for the time
value of money, so that all flows of benefits
and flows of project costs over time (which
tend to occur at different points in time) are
expressed on a common basis in terms of their
"net present value."

37. Cost–benefit analysis
A cost benefit analysis finds, quantifies,
and adds all the positive factors. These
are the benefits.
Then it identifies, quantifies, and subtracts
all the negatives, the costs.
The difference between the two indicates
whether the planned action is advisable.

38. Cost–benefit analysis
The real trick to doing a cost benefit
analysis well is making sure you
include all the costs and all the
benefits and properly quantify them.

39. Cost–benefit analysis
There Must Be a Common Unit of Measurement:
In order to reach a conclusion as to the desirability
of a project all aspects of the project, positive
and negative, must be expressed in terms of a
common unit; i.e., there must be a "bottom
line."
The most convenient common unit is money. This
means that all benefits and costs of a project
should be measured in terms of their equivalent
money value.

40. Cost–benefit analysis
• A program may provide benefits which are
not directly expressed in terms of dollars but
there is some amount of money the recipients
of the benefits would consider just as good as
the project's benefits.
• For example, a project may provide for the
elderly in an area a free monthly visit to a
doctor

41. Cost–benefit analysis
The value of that benefit to an
elderly recipient is the minimum
amount of money that that
recipient would take instead of
the medical care.

42. • Examples of programmes/projects

43. Some examples of nutrition programmes
• Programme to control vitamin A deficiency
• Programme to control Iodine Deficiency disorders
• Programme to control Iodine deficiency anaemia
• Programme for feeding ‘at risk’ groups
School feeding programmes
Emergency feeding programmes
Food for work programmes
• Growth monitoring and promotion
• Programme to improve health and productivity among farmers
• Programme to improve nutritional status of women and
newborn babies
• Programmes to promote and advocate breastfeeding

44. Assignments:
Group work (three people per group)
1. Develop a nutrition programme/project to address a
certain nutrition problem of your interest
• Logical framework matrix
• Work plan
• budget
Individual assignment
2. Revisit nutrition programmes that have been
implemented in Tanzania

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